Through brand expansion‚ acquisitions‚ mergers and/or joint ventures with local partners‚ hotel and resort operators are executing every possibility to develop a stronger presence in the international market. Each of the high-end players in the tourism industry has been following their own unique expansion strategy. Marketing strategy and growth opportunities in the global market recognized by Banyan Tree Holdings‚ one of the high-end operators in Southeast Asia region‚ will be presented in this
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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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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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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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Asian hospitality brand into various market segments on a global scale ‘Innovative niche 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
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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 of glitzy chain hotels. They
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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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in the case‚ 3 key intangible resources have been identified in helping Banyan Tree (BT) achieve strategic competitiveness and above-average returns. The analysis is summarized in the below table. Resources | Valuable? | Rare? | Inimitable? | Non-substitutable? | 1. Brand | Yes – BT has successfully tapped into its target market segment because of its strategic brand positioning and image. | Yes – The only resort targeting the luxury premium market then‚ its differentiating “Banyan Tree experience”
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Using the Risk Analysis technique from BABOK 9.24‚ demonstrate: 1. Your understanding of the risk tolerance levels of the organization Enterprise risk management (ERM) has become a critical practice in organizations that are dedicated to managing uncertainty and its effect on achieving organizational objectives. ERM helps organizations focus on the most relevant risks to achieving an organization’s goals and objectives‚ both from an operational‚ as well as a strategic‚ perspective. How much risk
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