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Banyan Tree Resorts and Hotel
Transcript of Banyan Tree Resorts and Hotel
Factors of Success
CSR and Brand Equity
Banyan Tree Resorts and Hotels
Banyan Tree Holdings Limited (“Banyan Tree” or the “Group”) is a leading manager
and developer of premium luxury resorts, hotels and spas in the Asia Pacific, with
35 resorts and hotels, over 70 spas and 80 galleries; as well as three golf
courses. BTHR was founded by Ho Kwong Ping and his wife Claire Chang in 1994.
The main focus of the company is experiences, indulging the senses and
escaping reality. (Banyan Tree Resorts and Hotels, n.d.)
Their service offering of specialised luxury accommodation with exclusive benefits such as, spas and private pool areas for guests, personal masseuse and private chef.
The enhancement of the destinations culture and ‘sense of place’.
Banyan Tree resorts and hotels filled an industry sector gap with intimate accommodation
The design and layout of the hotels and resorts.
The involvement of local culture, heritage, and community.
Romantic and intimate experience based. Very exclusive private holiday feeling.
Aaker, D. A. (1996). Measuring brand equity across products and markets. California management review, 38(3).
Banyan Tree Resorts and Hotels (n.d.).
Banyan Tree Hotels &
Retrieved from http://www.banyantree.com/en/
Banyan Tree Hotels and Resorts Annual Report (2013). Sourced from http://media.corporate-ir.net/media_files/IROL/20/200797/Banyan%20Tree%20AR%202013.pdf
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Holme, R., & Watts, P. (1999). Corporate social responsibility. Geneva: World Business Council for Sustainable Development.
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Journal of Marketing Development and Competitiveness.
7(3) pg. 43-53.
Lovelock, C., Patterson, P. and Wirtz, J. (2011). Services Marketing: An Asia-Pacific and Australian Perspective. 5th Edition. pg. 122. Prentice Hall Pearson Education: Australia.
Luu Trong Tuan, (2012) "Corporate social responsibility, leadership, and brand equity in healthcare service", Social Responsibility Journal, Vol. 8 Iss: 3, pp.347 - 362
Banyan Tree have stated that they believe that Corporate Social
Responsibility has had a significant impact on their ability to market
their service offering, however Banyan tree has provided little
evidence to show its direct impact.
Becker-Olsen, Cutmore and Hill (2006) found that initiatives that are high fit have a positive impact on brand equity. Banyan Tree's initiatives are considered high fit.
If a consumer has little care for Corporate Social Responsibility it will not impact the service purchase decision or satisfaction or brand equity
Positioned in the Gap
wealthy families and retired couples.
wedding package, tropical spa gardens, galleries, as well as activities for guests to attend in regards to environmental conservation.
Banyan Tree positioned themselves in the price gap without the massive price tag, or competing with cheaper prices.
Amanpuri costs up to $7,000 per night, where as Shangri-La costs as little as $350 per night and still both known as luxury resorts.
Communication strategies Banyan Tree used are their website, magazine advertisements and relationships with travel editors to encourage visits.
Minimal advertising to maintain “exclusivity”.
Only work with agents specializing in exclusive luxury holidays targeted at wealthy customers.
Marketing budget was only 7% of the total revenue.
From 2011-2013 revenue has jumped 22.8 million dollars.
The strategies used by Banyan Tree appear to have been successful.
CSR & Brand Equity
Brand equity refers to the development of positive attributes and favourable consequences of brand use. That demonstrates a psoitive differential response to the marketplace.
CSR is the act of the corporate body protectig the interests and values of the general public.