Bayan Tree Case
Andrea Zanovello
Marketing case: Banyan Tree: Branding the Intangible
1. Tasks:
- Read attached document about BTHL
- Describe marketing strategy of BTHL
- Describe key success factors (KSF) of BTHL
- Critically evaluate whether BTHL can transfer its KSFs to new markets as it expands both in Asia and in other parts of the world.
2. Max number of words: 2000
3. Deadline: 31.1.2013
The BHTL’ strategy primarily consists of a high quality service resort, building a strong brand to maintain a sustainable competitive advantage that includes more than just accommodation making the service unique. The BHTL’s purpose was to minimise the gap in the hotel industry that giants such as the Hilton and Shangri-La could not accomplish. Thus, they satisfy a market segment that wants private and intimate accommodation without the expectations of a glitzy chain hotel.
The company’s success can perhaps be attributed to the idea of building a resort comprising individual villas, local-inspired architectural design and positioned as a romantic and intimate escapade for guests. Unlike most other resorts in the time, Banyan Tree resorts comprised of individual villas that came with a private pool, Jacuzzi, or spa treatment room, each designed to offer guests exclusivity and utmost privacy. All Banyan Tree hotels and resorts were designed around the concept of providing "a sense of place" to reflect and enhance the culture and heritage of the destination. This is reflected in the architecture, furnishings, landscape, vegetation and the service offers.
The service aims to create a sense of exotic sensuality. In order to ensure the privacy of its guests, the resorts are designed to blend into the natural landscape of the surrounding environment and use the natural foliage and boulders as a privacy screen.
One of the key success factors was the way of advertising. Banyan Tree at the beginning was launched with an extensive advertising campaign that was carried out for
Marketing case: Banyan Tree: Branding the Intangible
1. Tasks:
- Read attached document about BTHL
- Describe marketing strategy of BTHL
- Describe key success factors (KSF) of BTHL
- Critically evaluate whether BTHL can transfer its KSFs to new markets as it expands both in Asia and in other parts of the world.
2. Max number of words: 2000
3. Deadline: 31.1.2013
The BHTL’ strategy primarily consists of a high quality service resort, building a strong brand to maintain a sustainable competitive advantage that includes more than just accommodation making the service unique. The BHTL’s purpose was to minimise the gap in the hotel industry that giants such as the Hilton and Shangri-La could not accomplish. Thus, they satisfy a market segment that wants private and intimate accommodation without the expectations of a glitzy chain hotel.
The company’s success can perhaps be attributed to the idea of building a resort comprising individual villas, local-inspired architectural design and positioned as a romantic and intimate escapade for guests. Unlike most other resorts in the time, Banyan Tree resorts comprised of individual villas that came with a private pool, Jacuzzi, or spa treatment room, each designed to offer guests exclusivity and utmost privacy. All Banyan Tree hotels and resorts were designed around the concept of providing "a sense of place" to reflect and enhance the culture and heritage of the destination. This is reflected in the architecture, furnishings, landscape, vegetation and the service offers.
The service aims to create a sense of exotic sensuality. In order to ensure the privacy of its guests, the resorts are designed to blend into the natural landscape of the surrounding environment and use the natural foliage and boulders as a privacy screen.
One of the key success factors was the way of advertising. Banyan Tree at the beginning was launched with an extensive advertising campaign that was carried out for