based on what has determined to be acceptable risk. So in order to determine risk tolerance for Banyan Tree‚ the organization needs to look at outcome measures of its key objectives. Based on the company’s performance and growth strategy over the past years (up to 2006)‚ below is one possible way the organization could have defined the outcome measures for some of its key objectives for the Banyan Tree expansion project: Revenue Growth – Based on the strategy of investing revenues generated by property
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product that could also bridge the price gap in this market’ Building a resort comprising individual villas with locally inspired architectural design and positioned as a romantic and intimate escapade for guests; ‘Sanctuary for the senses’. Banyan Tree Gallery: ‘local culture and heritage and promoting cottage Crafts‚ retail outlet showcasing indigenous crafts‚ works closely with village cooperatives and not-for-profit craft marketing agents. Marketing: high-end travel magazines in key markets
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functional strategy. • Banyan Tree Holdings Limited is a leading manager and developer of premi um resorts‚ hotels and spas in the Asia Pacific. After a successful IPO in Jun e 2006‚ Banyan Tree Holdings Limited planned to use parts of the IPO proc eeds to finance an ambitious expansion plan. At the core of this business d evelopment plan was an ambitious proposal to open 21 new resorts over f our years which would span non-Asian territories from Greece to Mexico. • Banyan Tree has several business
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Brand Communications Reporting Issue: IMC plan for The Banyan Tree Nichapat Fongsmut MBAII Glion Institute of Higher Education M947 Brand Communications Hand-in date 3rd October 2014 Statement of Authorship I certify that this assignment is my own work and contains no material which has been accepted for the award of any degree or diploma in any institute‚ college or university. Moreover‚ to the best of my knowledge and belief‚ it contains no material previously published or written
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Banyan Tree Hotels and Resorts had undoubtedly achieved a distinctive position in the luxury resorts industry. One of the main challenges that lay ahead of the company was how it could retain its competitive advantage to safeguard its market position. Though Banyan Tree enjoyed a prominent status among its competitors when it first started out‚ with time it has been facing increased competition from various contenders offering similar products and services. This paper attempts to focus on some aspects
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Having identified the gap in the hotel and luxury resort industry‚ Banyan Tree Hotels and Resorts (BTHL) positioned itself in the niche upscale category of providing romantic‚ intimate and exclusive holiday experience to its guests. It was coupled with a natural serene setting with tailor made services. BTHL was exceptionally successful in positioning its point of difference in the minds of its customers. As a result of this competent customer segmenting and high levels of customer service‚ BTHL
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firm’s survival is dependent on how it responds to its stakeholders; CSR is a way that response is communicated. This paper explores whether CSR is necessary for the survival of Banyan Tree in today’s environment. We will evaluate the possible ways that CSR benefits the company and show that CSR is not necessary for Banyan Tree’s survival but it does play a strategic role in building brand equity along with a sustainable business. Introduction Corporate Social Responsibility (CSR) There are
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1. One of the main factors that contributed to Banyan Tree’s success is their public relations and global marketing programs. They allowed Banyan Tree to achieve global exposure and a high level of brand recognition with only minimal advertising. Banyan Tree founders‚ Ho Kwon Ping and Claire Chang‚ worked hard to build a strong brand so they could maintain a sustainable competitive advantage. They were also able to target the niche market that wanted private‚ intimate accommodations without the expectations
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1. Growth and development of Banyan Tree. Banyan Tree Holdings Limited is a leading‚ international hospitality brand that manages and develops premium resorts‚ hotels and spas. From a single boutique resort in Phuket in 1994‚ Banyan Tree has grown into a multi-business operator globally. Listed on the Singapore Stock Exchange since 2006‚ the group currently consists of 30 hotels and resorts‚ over 60 spas 80 retail galleries and two golf courses in 27 countries‚ with aggressive expansion plans for
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Banyan Tree Update Information Graeat Article on Branding Banyan Tree http://www.slideshare.net/sonising/01-banyan-tree-hotels-and-resorts Banyan Powerpoint Presentation – Developing a Powerful Service Brand * Factors behind expansion success 1. Choice of target segment 2. Positioning and branding strategy 3. Product/service design and delivery 4. Aggressive internal marketing 5. Winning the support of local communities and public interest groups 6. Pioneer status:
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