The Banyan Tree: branding the intangible Jochen Wirtz Jochen Wirtz is an Associate Professor of Marketing and Academic Director of the UCLA – NUS Executive MBA Program at the National University of Singapore‚ Singapore. Banyan Tree Hotels and Resorts had become a leading player in the luxury resort and spa market in Asia. As part of its growth strategy‚ Banyan Tree had launched new brands and brand extensions that included resorts‚ spas‚ residences‚ destination club memberships‚ retail outlets
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Strategic Marketing Case Analysis Banyan Tree: Sustainability of a Brand During Rapid Global Expansion [pic] Prof. Julie H. Yu The Chinese University of Hong Kong February 2011 A project by: Keevin Wong Ian Leung Daniel Lam Ada Leung Enoch Ma Anna Laura Riemann Table of Contents 1. Introduction 1 1.1 Company Background 1 1.2 S-T-P Strategy 2 1.2.1 Segmentation 2 1.2.2 Targeting 3 1.2.3 Positioning 3 1.3 Success Factors 4
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Banyan Tree Branding the Intangible Abstract Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy‚ Banyan Tree had launched new brands and brand extensions that included resorts‚ spas‚ retail outlets‚ and even museum shops. Now‚ the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree
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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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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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Group Project 1. What are the main factors that contributed to Banyan Tree’s success? Great experience & expertise of founder Extensive travel experiences‚ sharp observation and superior foresight of Ho Kwon Ping‚ founder of Banyan Tree‚ inspired him to bridge the price gap in the hotel industry. Ho foresees that the 21st century will be followed by a greater Asian demand for the industry‚ therefore he created a brand that Asians will like‚ with a strong Asian culture‚ which will also
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A brand synonymous with private villas‚ tropical garden spas‚ and retail galleries promoting traditional craft‚ Banyan Tree Hotels and Resorts received its first guest in 1994 in Phuket‚ Thailand. Since then‚ it had grown into a leading manager and developer of niche and premium resorts‚ hotels and spas in Asia Pacific. Despite having minimal advertising‚ Banyan Tree achieved global exposure and a high level of brand awareness through the company’s public relations and global marketing programs.
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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 multiple interpretations of what
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5% ad allowance‚ to department stores for placing ad in print * Free media publicity * In this industry the fad of products was really high * The industry was highly competitive with big retailers having maximum say and share * R and R was a new and small player in this industry which was unknown to both retailers and customers so there were doubt of their acceptance * In order to achieve credibility‚ they went ahead with collaborating with TV Guide * TV Guide could be
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R&R Introduction of Case Study Bob Reiss in 1983 observed with interest the success in the Canadian market of new game board called “Trivial Pursuit”‚ The sale of the game in the US tended to be approximately ten times those of sales in Canada since “Trivial Pursuit” had sold 100‚000 copies .Now Reiss thought game make a boom in US market and this make a profitable opportunity for him. After Graduation from Harvard Business School in 1956 Bob Reiss started working for a company of stationary
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