'Banyan Tree Branding the Intangible\r'

'strategic Drift in flange Research In Motion (RIM) is a go with that has suffered from strategic be adrift. The immanent problem created by RIM just now concentrate upon their current technology, with turn up evaluating the rapid changing among the competitors Apple and humanoid were using. RIM has simply do incremental permutes to the alike crossway which has non met the smorgasbord in customers ask (Dwyer and Edwards, 2008). The leaders at RIM be overestimated the B deprivationBerrys advantages, tour Apple and Android roducts developed the use of apps, check operating systems, hardwargon and usability.The RIM B pretermitBerry phones film seemingly f eachen behind this surroundingsal change (Guman, 2012). It had wooingd sh areholders angry and 11% shared drop as a senior RIM employee wrote an open letter to the Co-CEOs urging them for citing the high society lacked of focusing the market plaza change and fail to improving the short letter. It is evident t hat the leaders are entirely responsible for revolutionary change in RIM. In 2012, the revolutionary changing in the dickens dual CEOs Mike Lazard and Jim Balsillie had been stepped down and replaced by Thorsten Heins.Heins made a substantial changes to the fellowships leadership team. John & group A; Katulis (2007) suggest that there are m either fallings that could cause tune decline or strategic drift and one of the master(prenominal) points they highlight is a lack of marketing skill, which could attri thated to the leaders. Eden (1998) offers the idea that a mischief of external confidence and reputation could be ca utilise by strategic drift and in the case of RIM these marketing errors have certainly affected their reputation.\r\n banyan manoeuvre deformitying the Intangible\r\n banyan tree point Branding the Intangible Abstract banian tree manoeuver Hotels and Resorts had become a leading player in the luxury resorts and resort hotel market in Asia. As p nontextual matter of its growth schema, banyan manoeuvre had launched stark naked distinguishs and grade extensions that included resorts, spas, retail outlets, and veritable(a) museum shops. Now, the friendship had to contemplate how to manage its mark off portfolio and expand its telephone line while preserving the distinctive identity and strong brand image of banian manoeuvre, its flagship brand. geek Questions 1. What are the main factors that contributed to banyan tree tree diagram’s triumph? 2.\r\n adjudicate banyan tree direct’s brand stead and communication theory strategies. Can banyan tree diagram harbor its unique positioning in an increasingly overcrowded resorts market? 3. dissertate whether the brand portfolio of Banyan guide, Angsana, colour of Angsana, and Allamanda, as well as the point of intersection portfolio of beach resorts and metropolis hotels, spas, galleries, and museum shops fit as a family. What are your recommendations to B anyan manoeuver for managing these brands and products in coming(prenominal)? Discussion of Case Questions 1. What are the main factors that contributed to Banyan shoetree’s success? Banyan head’s success king be attributed to an verall well tropeed and penalize external and internal marketing program, and in finicky: • pickaxe of patsy segment • posture and mark strategy • Product/ returns design and language • self-asserting internal marketing • Winning the sustentation of local communities and normal interest groups • Pioneer military position: premiere mover advantage • Pro- purlieual business practices Choice of target segment The large cost disruption in the luxury resorts market meant that middle focal ratio class consumers must either stretch to take over for ultra luxurious resorts such as Aman, or settle for resorts, though luxurious, are plyed to he masses. Ho recognized the business opportuni ty presented by the breaking in the resorts market: there was room for something pricier and more than undivided that would better cater to these middle upper berth class consumers, who had better make passing power than had the fair consumer in the mass market, and would be able to cede and willing to pay for a more sole(a) premium dish up offering. Moreover, as a event of straight off’s generally more febrile and stressful lifestyles, many well-to-do couples would appreciate Banyan head’s order proposition of a memorable, amorousist holiday experience that would oth stand rest and create prize sequence for them to spend secretiveness moments in concert. Positioning and branding strategy Although Banyan shoetree’s service offering was unique when it was depression launched, this would not be a sustainable combative advantage, as most tangible products could be well copied by competitors. Establishing a strong service brand, however, wou ld aid to distinguish Banyan Tree from competitors when they do get over on the bandwagon. Positioning as a mental home for crunch and intimacy was well thought out, these cosmos everlasting attributes valued by many couples.\r\nA do brand promise of fancy and intimacy, which the company consistently delivered, too helped it attain a clear and distinctive market position. That the company consistently delivered on its promise pull ahead reinforced what Banyan Tree stood for in the minds of its customers, thereby building both brand loyalty and emotional bonds. Product/service design and delivery The luxurious villas and distinctive native settings provided an beautiful backdrop for guests to create memorable holiday experiences. attend to employees were warm, sincere, and respectful; knew guests by their names; and emembered their preferences. Such individualise service delivery warmed guests, and helped them feel cheerful and relaxed, contributing to the entire custo mer experience. This was further compound by the feel-good factor that guests’ patronage helped to contribute to divers(a) social and environmental causes. Repeat patronage was besides encouraged by the distinct run offered at different locations, which gave satisfied guests an added incentive to visit Banyan Tree resorts around the world, to experience au consequentlytic flavors and practices of respective(a) local communities. As employees were given freedom to do the illas and in serving guests, even regular guests of a particular resort would have a different experience and may be pleasantly winder every time they checked in. Such practices, unitedly with continual service innovations, kept the Banyan Tree experience fresh and interesting. The whole Banyan Tree experience was engineered to invoke to one’s senses, heavy(p) guests a unique value proposition irrelevant the regular room chips offered by competitors then; such a service feature was likewi se thorny to imitate, and successfully set Banyan Tree apart from other resorts in the market. Satisfied guests not only became loyal customers but lso helped spread cocksure word-of-mouth, which in turn gained the company new customers. Aggressive internal marketing Generous provide welfare policies created a strong sense of brand will power among employees, which motivated them to achieve service excellence. Service stave served guests with passion and sincerity that could not be bought or easily copied by competitors. employees may not perpetually provide the standard service crosswise all the resorts nor always similar to that commonly found in five-star establishments in developed countries, their friendly and respectful attitudes towards guests more than made up for it and ctually provide an element of surprise even to the most regular guests. Winning the con firm of local communities and in the cosmos eye(predicate) interest groups The company’s large investmen ts in conserving/preserving/promoting the social/cultural/natural environment beyond what was required of the company (without sacrificing on service quality) showed proof of corporate ethics that were driven by the management’s personal values. Such acts project the Banyan Tree brand as world affectionateness and sincere, consistent with its positioning of a romantic brand. Overall, Banyan Tree was projected by guests, staff, local communities, and usual interest roups as a warm, sincere, caring, ethical, and responsible company. charge when guests wander beyond the resorts’ compounds, the substantial feelings of hospitality and delay showed by the local communities at the villages made guests entangle welcome and at home, making the entire stay pleasant and memorable. Such service capabilities were extremely difficult for competitors to imitate, requiring lots of investments in time, effort, and money by the firm to gain the trust and respect of both staff an d the local corporation alike. Pioneer status: first mover advantage At a time when clinical spas were the norm,\r\nBanyan Tree invested in tropic garden spa pavilions, pioneering the concept of tropical spas and Asian therapeutic massages, a novelty which proved to be popular. Being the first in the market gave them a head start in penetrating the market. The lack of competition in the beginning also helped in consolidating the company’s position in the spa and resorts market. Establishments that were interested in providing similar spa services naturally approached them to establish an outlet in their premises, which helped further promote the concept of tropical garden spas beyond the regional markets.\r\nPro-environment business practices Although being environmentally sensible sometimes resulted in costlier business decisions, for Banyan Tree, a major part of the resorts’ attraction was in the natural beauty of the location in which the villas were located. So, it made frugal sense to protect and preserve the resorts’ surrounding environment to ensure that it remained an attractive tourist destination in the long run, or as Banyan Tree put it, â€Å"to prevent instantly’s ducky from becoming tomorrow’s has-been. ” Such pro-environmental business practices also generated a lot of positive furtherance and won the ompany several awards, and these not only helped ontogenesis the brand awareness of Banyan Tree but also generated much interest among potential customers. At the same time, the company got the support of conglomerate public interest groups, such as environmentalists, and this saved the company from having to deal with any potential trouble that business leader have arisen from their development of the natural habitats of various plant life and fauna for business purposes. 2. Evaluate Banyan Tree’s brand positioning andcommunications strategies. Can Banyan Treemaintain its unique positioni ng in an increasinglyovercrowded resorts market?\r\nBrand positioning is timely and appropriate in today’s hectic and stressful lifestyles Banyan Tree was positioned as a institution that offered couples an exclusive romantic and intimate holiday experience. Positioned on such timeless attributes as romance and intimacy between couples, the positioning is timely and appropriate in today’s increasingly hectic and stressful lifestyle, where many couples are busy with their careers and have little time to spend together. Banyan Tree’s offering of an way to get away from it all and spend quality time together while relaxing and de-stressing would push through to be valued enefits sought by today’s busy couples. Being the first and only resort to be positioned as such, Banyan Tree occupied a unique position in the luxury resorts market when it first started. Focused forwarding efforts with minimal wastage Banyan Tree’s communications program focused mainly on public relations and publicity, and direct marketing through its vane site and sales offices that targeted pie-eyed consumers, with little wildness on advertising. As upgradements were selectively placed in only high-end travel magazines that targeted the higher(prenominal) income and more civilize segment of the market, astage in advertising exposure is minimized. Showcasing the awards and accolades won credibly enhanced the brand’s reputation. advance through agents specializing in exclusive holidays adequately opened Banyan Tree to its target segment of wealthy consumers. Efforts at obtaining and increasing editorial coverage on Banyan Tree both increased brand awareness in the industry and helped to sell the â€Å"Banyan Tree experience” credibly, coming from a achromatic third party. Much positive publicity and public interest was generated as a result of the company’s investment in pro-environmental business practices, such as ponsoring v arious environmental conservation programs and community outreach programs. Besides being viewed as a caring and pro- environmental company, such publicity also draw attention to the natural beauty of the resorts and their environments, which helped the company to advertise its villas. Unique positioning sustainable? Whether Banyan Tree sewer maintain its unique positioning in the market would depend on how well it can keep its identity distinct and prevent competitors from pass on into its turf. Generally, the positioning of providing romantic and intimate holiday experiences is not difficult to mitate; so is the concept of individual villas and any tangible offering. But, the general service experience at Banyan Tree can still be unique, given its location specific service offerings and the singularity of the natural environment that Banyan Tree resorts are located. Although service innovations can be copied easily, the personality of a brand is less so, and the same can be s aid of the attitudes of staff and the local community at the resort destination, as well as the genuine feelings of hospitality shown towards guests. Banyan Tree had tried to appeal to â€Å"the senses,” ocusing on the overall customer experience and working on what the customer will ultimately mystify homeâ€memories. Judging from its success so far, it appears that even if competitors come up with similar lower-priced service products, it is tall(a) that they would be able to replicate the total Banyan Tree experience so quickly. Perceptual interpret could be used to visualize the market positions of Banyan Tree and its sister brands relative to competitors in the industry. An noble-minded of a positioning map with the attributes price take aim and romantic versus sporty image is shown below: 4.\r\nDiscuss whether the brand portfolio of BanyanTree, Angsana, and Colours of Angsana, as well asthe product portfolio of beach resorts and city hotels, spas, galleries, an d museum shops fit as a family. What are your recommendations to Banyan Tree formanaging these brands and products in future? From luxurious six-star Banyan Tree resorts to small, individual Colours of Angsana branded hotels in exciting locations, these properties were bound together by one central theme: the romance of travel and the beauty of discovering the world. Banyan Tree targeted the higher end of the luxury resorts market\r\nAngsana was more mainstream and contemporary, targeting the wider market The Colours of Angsana range of boutique hotels catered specifically to the diffuse adventure tourism segment, locating in remote and exotic places that cannot justify the premium prices charged by Banyan Tree villas The various brands thus served to cater to different segments of the hotels and resorts industry, made distinct by price and benefits offered. The city hotel was also positioned similarly on romance and intimacy although it additionally catered to business travelers. There is a heavy emphasis on spa, designed to rovide an pull out from the hustle and bustle of the city. It also offered various pickup/wedding packages for couples to indulge in romance and intimacy. The various facilities, such as spas and retail outlets, found across Banyan Tree resorts, were also available at Banyan Tree Bangkok. In particular, the hotel had an open-air rooftop lounge, Vertigo, at the top of the building, where guests could get a good view of the city; the lounge could also be used to host wedding receptions and other parties. Four abundant product lines: accommodation, clubs, spas, and retail outlets Banyan Tree’s products and services could be lassified into essentially four product lines: hotels and resorts, clubs, spas, and retail shops, under various brands and sub-brands. Banyan Tree’s properties and spas could be classified under the business of travel and leisure. The retail shops augmented and helped to extend the overall service exper ience through the sale of products that consumers might use at home to replicate and actuate them of the Banyan Tree experience. Also, the arts and crafts sold at the shops not only served to reinforce Banyan Tree’s brand personality, but also fitted in the travel industry, with the sales of indigenous products that tourists could buy s souvenirs. Achieving branding consistency through management by brand Management of the portfolio by brand would achieve more consistency in branding and positioning, and also make it easier to cross-sell and bundle products, although such an arrangement would require duplication in resources for various functions. Target customer Banyan Tree focused on its target customer segment which was high-end wealthy customers looking for exclusive luxury holidays. Banyan Tree knew exactly which customers they valued to target and carried out its brand positioning accordingly. advertising The advertising was very minimal to maintain exclusivity† and it was carried out in top-of-the-line travel magazines that targeted its preferred customer segment. It never went in for a mass market strategy by selling through wholesale and retail agents. It became so successful and profitable owing to the fact that it ended up knowing its target customers so well, it met their needs better than other giant bondage such as Hilton and Shangri-La. Brand Identity -Brand value / ethics / CSR : Environmental friendly, preservation of eco system, bio- degradable products, customer focus, -Brand Associations / nature : Caring, Romance and intimacy, social and sensitive, rivate, cultural and authentic, -Brand Vision †sanctuary for the senses, building a necklace across the world -Brand Positioning (Category, POD, POPs, Value Prop) -POD : Pricing, experience †intimate moments, private pools, spas and art gallery, building memories, romance, CSR, customer involvement(environmental preservation), sense of place (different place -> dif ferent experience) -POPS : all attribute of luxury resorts(high service standard, 5 star training -Value Proposition †is ideal for ….. provide target market segment because they provide….. better than their competition\r\n'