Banyon Tree Case Study

Topics: Hotel, Banyan, Resort Pages: 11 (3651 words) Published: May 6, 2013
I. Environmental Analysis
When Banyan Tree Holdings Limited came to Phuket, Thailand 1994 they discovered that it was wrought with pollution of the previous tenant, a tin mine. Rather than walk away, they dedicated themselves to cleansing the acid-laden soil and planting more than 7,000 trees. In doing so, they transformed this ecological wasteland into the environmentally-sensitive, first Banyan Tree resort – an oasis that today, is both beautiful and true. This improved the environment and benefitted the community as a whole. Banyan Tree stresses that they do not just build resorts that offer their guests a unique sense of place in an increasingly homogenous world, but that they foster relationships with local people, cultures and economies, and it nurtures sustainable physical environments. From Asia to the Americas, the Middle East and beyond, the ripples will continue to radiate forever.

Banyan Tree Holdings Limited is a leading manager and developer of premium resorts, hotels and spas in the Asia Pacific, with close to 30 resorts and hotels, over 60 spas and 80 galleries; as well as three golf courses. The Group manages and/or has ownership interests in niche resorts and hotels. The resorts each typically has between 50 and 100 rooms and commands room rates at the high end of each property’s particular market. Banyan Tree's innovative business model is based on seven business segments generating multiple income streams: hotel investment, hotel management, spa operations, gallery operations, hotel residences, property sales, and design and related services. Banyan Three’s mission is inextricably intertwined with its commitment to corporate social responsibility and sustainable growth, as it continues to expand globally.

Full Year Figures20122011change*
Earnings Before Interest, Tax,
Depreciation and Amortisation (EBITDA)S$74.5mS$49.4m+51%
Profit After Taxation and Minority Interests
Cash and Cash EquivalentsS$120.8mS$139.9m-14%

Bayan Trees prepares by looking to the future, in 2013 they take into account the challenging year for the global economy as a whole. They anticipate continued weakness in their European target markets. In Asia, which has been the world’s economic engine these past four years, growth is likely to moderate. Despite the cooling of China’s economy, the tourism market both inbound and outbound is expected to continue to grow. The Chinese government is aggressively promoting domestic tourism as part of its strategy to increase domestic consumption, thereby cushioning the slowdown in export manufacturing. Banyan Tree’s strong branding and rapidly expanding footprint in China will position them to take advantage of this trend. Banyan Tree also recognizes diversify our revenue streams, we are conscious of the need to do so without diluting their brand name as well as the start of sustainability through major investments in resource conservation, training and benchmarking, greening and community efforts in 2012. Under the EarthCheck system of sustainability certification, four of their resorts embarked on Silver certification, while one resort attained Gold Certified status during the year. They also planted more than 70,000 trees, bringing their six-year total to over 220,000 trees.

In 2005 Bayan Tree Limited began the process of growing from its 18 properties to 28. In 14 June 2006 Banyan Trees Limited made its debut on the Singapore Exchange. The launch of Banyan Tree Residences, which allows investors to buy their own signature villa, townhouse or apartment in Banyan Tree resorts. Banyan Tree Private Collection was launched to cater to the growing niche for destination club membership. In 2007 Banyan Tree Capital was formed to fund future developments. In 2008 executive Chairman Ho KwonPing received CEO of the Year award at the Singapore Corporate Awards, demonstrating the positive impact Banyan...

Enz, Cathy A. "Hospitality Strategic Management." Hoboken: John Wiley & Sons, Inc.,, 2010. Case#5.
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