Banyan Tree Resorts and Hotels: Building an International Brand From an Asian Base

Published 01 Feb 2003
Reference 5087
Topic Strategy
Region Asia
Summary

This case describes Banyan Tree Resorts & Hotel’s rapid growth starting from a single resort converted from a disused tin mine in Phuket, Thailand, to become an international resort operator and one of Asia’s top 20 brands. It explores the realisation of an innovative lifestyle concept, the subsequent challenges involved in replicating its original success in different parts of the world, the company’s marketing strategy, and the development of service operations capabilities to back the brand, as well as the challenges faced in extending the brand into new businesses including branded goods and a travel portal.

Teaching objectives

This case can be used to discuss the issues involved in defining and building a powerful, new brand and implementing a rapid internationalisation strategy, including the dilemma between ensuring consistency delivery and the brand values in the face of the need for local adaptation, as well as harnessing the experiences in various countries in terms of product development and innovation to facilitate organizational learning. It can also be used to discuss the interconnections between a brand and the service operations that support it, as well as the viability of brand extensions and the dangers of �brand stretch�.

Keywords
  • International project management
  • Construction management
  • Design and build
  • Hotels and resorts. RD0608
  • AR2008
  • AR0708