Banyan Tree – Branding the Intangible

Banyan Tree – Branding the Intangible

Synopsis
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, its flagship brand.

Study Questions
1. What are the main factors that contributed to Banyan Tree’s success?
2. Evaluate Banyan Tree’s brand positioning and communications strategies. Can Banyan
Tree maintain its unique positioning in an increasingly overcrowded resorts market?
3. Discuss whether the brand portfolio of Banyan Tree, Angsana, Colours of Angsana, as
well as the product portfolio of beach resorts and city hotels, spas, galleries, and museum
shops fit as a family. What are your recommendations to Banyan Tree for managing these
brands and products in future?
4. What effect does the practice of corporate social responsibility have on brand equity?
5. What potential problems do you foresee in bringing Banyan Tree to the Americas,
Europe and the Middle East. How could Banyan Tree address those issues?

Discussion of Case Questions

1. What are the main factors that contributed to Banyan Tree’s success?

Banyan Tree’s success might be attributed to an overall well designed and executed external and
internal marketing program, and in particular:
• Choice of target segment
• Positioning and branding strategy
• Product/service design and delivery
• Aggressive internal marketing
• Winning the support of local communities and public interest groups
• Pioneer status: first mover advantage
• Pro-environmental business practices

Choice of target segment (Pages 60)

• The large price gap in the luxury resorts market mean that middle upper class consumers must
either stretch to pay for ultra luxurious resorts such as Aman, or settle for resorts, though
luxurious, are catered to the masses.
• Ho recognized the business opportunity presented by the gap in the resorts market: there was
room for something pricier and more exclusive that would better cater to these middle upper
class consumers, who had better spending power than had the average consumer in the mass
market, and would be able to afford and willing to pay for a more exclusive premium service
offering.
• Moreover, as a result of today’s generally more hectic and stressful lifestyles, many well-to-do
couples would appreciate Banyan Tree’s value proposition of a memorable, romantic holiday

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experience that would both provide relaxation and create quality time for them to spend quiet
moments together.

Positioning and branding strategy (Pages 65)

• Although Banyan Tree’s service offering was unique when it was first launched, this would not
be a sustainable competitive advantage, as most tangible products could be easily copied by
competitors. Establishing a strong service brand, however, would serve to distinguish Banyan
Tree from competitors when they do jump on the bandwagon.
• Positioning as a sanctuary for romance and intimacy was well thought out, these being timeless
attributes valued by many couples.
• A clear brand promise of romance and intimacy, which the company consistently delivered,
also helped it achieve a clear and distinctive market position. That the company consistently
delivered on its promise further 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 (Pages 86)

• The luxurious villas and distinctive native settings provided an excellent backdrop for guests to
create memorable holiday experiences.
• Service employees were warm, sincere, and respectful; knew guests by their names; and
remembered their preferences. Such personalized service delivery warmed guests, and helped
them feel comfortable and relaxed, contributing to the entire customer experience. This was
further enhanced by the feel-good factor that guests’ patronage helped to contribute to various
social and environmental causes.
• Repeat patronage was also encouraged by the different services offered at different locations,
which gave satisfied guests an added incentive to visit Banyan Tree resorts around the world,
to experience authentic flavors and practices of various local communities.
• As employees were given freedom to decorate the villas and in serving guests, even regular
guests of a particular resort would have a different experience and may be pleasantly surprised
every time they checked in. Such practices, together with continual service innovations, kept
the Banyan Tree experience fresh and interesting.
• The whole Banyan Tree experience was engineered to appeal to one’s senses, giving guests a
unique value proposition unlike the regular room stays offered by competitors then; such a
service feature was also difficult to imitate, and successfully set Banyan Tree apart from other
resorts in the market. Satisfied guests not only became loyal customers but also helped spread
positive word-of-mouth, which in turn gained the company new customers.

Aggressive internal marketing

• Generous staff welfare policies created a strong sense of brand ownership among employees,
which motivated them to achieve service excellence. Service staff served guests with passion
and sincerity that could not be bought or easily copied by competitors. employees may not
always provide the standard service across 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 actually provide an element of surprise even to the
most regular guests.

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Winning the support of local communities and public interest groups

• The company’s considerable investments 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 projected the Banyan Tree brand as being caring and
sincere, consistent with its positioning of a romantic brand. Overall, Banyan Tree was viewed
by guests, staff, local communities, and public interest groups as a warm, sincere, caring,
ethical, and responsible company.
• Even when guests wander beyond the resorts’ compounds, the genuine feelings of hospitality
and appreciation showed by the local communities at the villages made guests felt 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 and the local community alike.

Pioneer status: first mover advantage

• At a time when clinical spas were the norm, Banyan Tree invested in tropical 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.

Pro-environment business practices

• Although being environmentally conscious 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 economic 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, “to prevent today’s darling from becoming tomorrow’s
has-been.”
• Such pro-environmental business practices also generated a lot of positive publicity and won
the company several awards, and these not only helped increase the brand awareness of
Banyan Tree but also generated much interest among potential customers.
• At the same time, the company got the support of various public interest groups, such as
environmentalists, and this saved the company from having to deal with any potential trouble
that might have arisen from their development of the natural habitats of various flora and fauna
for business purposes.

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2. Evaluate Banyan Tree’s brand positioning and communications strategies. Can Banyan Tree
maintain its unique positioning in an increasingly overcrowded resorts market?

Brand positioning is timely and appropriate in today’s hectic and stressful lifestyles
• Banyan Tree was positioned as a sanctuary 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 avenue to get away from it all and spend quality time together
while relaxing and de-stressing would appear to be valued benefits 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 promotion efforts with minimal wastage

• Banyan Tree’s communications program focused mainly on public relations and publicity, and
direct marketing through its web site and sales offices that targeted wealthy consumers, with
little emphasis on advertising.
• As advertisements were selectively placed in only high-end travel magazines that targeted the
higher income and more sophisticated segment of the market, wastage in advertising exposure
is minimized.
• Showcasing the awards and accolades won credibly enhanced the brand’s reputation.
• Promotion through agents specializing in exclusive holidays adequately exposed 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 “Banyan Tree experience” credibly, coming
from a neutral 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 sponsoring various environmental
conservation programs and community outreach programs.
• Besides being viewed as a caring and pro-environmental company, such publicity also drew
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 can maintain its unique positioning in the market would depend on how
well it can keep its identity distinct and prevent competitors from encroaching into its turf.
• Generally, the positioning of providing romantic and intimate holiday experiences is not
difficult to imitate; so is the concept of individual villas and any tangible offering.
• But, the overall service experience at Banyan Tree can still be unique, given its location
specific service offerings and the uniqueness 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 said of the attitudes of staff and the local community at the resort destination, as
well as the genuine feelings of hospitality shown towards guests.

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• Banyan Tree had tried to appeal to “the senses,” focusing on the overall customer experience
and working on what the customer will ultimately bring home—memories. Judging from its
success so far, it appears that even if competitors come up with similar lower-priced service
products, it is unlikely that they would be able to replicate the total Banyan Tree experience so
quickly.

Perceptual mapping could be used to visualize the market positions of Banyan Tree and its sister
brands relative to competitors in the industry. An example of a positioning map with the
attributes price level and romantic versus sporty image is shown below:

EXPENSIVE

-AMAN RESORT

-BANYAN TREE

SPORTY ROMANTIC
-HILTON -ANGSANA

COLOUR OF ANGSANA

LESS EXPENSIVE

3. Discuss whether the brand portfolio of Banyan Tree, Angsana, and Colours of Angsana, as
well as the product portfolio of beach resorts and city hotels, spas, galleries, and museum
shops fit as a family. What are your recommendations to Banyan Tree for managing 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
• Angsana was more mainstream and contemporary, targeting the wider market
• The Colours of Angsana range of boutique hotels catered specifically to the soft 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.

Banyan Tree Bangkok, with its urban location and standard hotel rooms, did not fit well
with the Banyan Tree family of beachfront resorts and the individual-villa concept.

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BUT THIS might explain the differences that:

• 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 provide an escape from the hustle and bustle of
the city.
• It also offered various getaway/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 broad product lines: accommodation, clubs, spas, and retail outlets
• Banyan Tree’s products and services could be classified 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 experience through the sale
of products that consumers might use at home to replicate and remind 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 as 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.
Notes on recommendations
• Make recommendations on brand extensions and product development, or market development
to introduce current brands globally. However, the recommendations made should take into
consideration the location and cost constraints that Banyan Tree may face for its different
brands.
• Note that the business had been profitable even after huge investments in protecting and
preserving the cultural and natural environments because the company operated mostly in
business environments where cost structures were favorable. Such a strategy might not be
possible in developed countries where labor costs might be prohibitive.
• Like Banyan Tree, the Colours of Angsana brand was also a pioneer in the soft adventure
tourism segment, and so could enjoy first mover advantages. Could be done to help Colours of
Angsana fortify its market position before competition built up in the market segment.
• Recommendations for the future might also consider changing market tastes and whether the
brands and products would still be relevant as new products emerge and consumer tastes
change. Just as tropical garden spas have become more popular than clinical spas, some day,
competitors might come up with yet another concept that might overtake the garden spas. As
consumer taste changes, the brands’ personalities may also need to evolve and new products be
offered to suit the changing market environment.

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• Multiple brand extensions might result in brand dilution; but having too many individual
brands might confuse potential customers: they may wonder about the differences between the
various brands.
• As the number of service outlets grows, there is also the need to ensure the consistency of
service quality across a large number of service outlets. Some students might suggest training
all employees at a central academy however that some employees might be uncomfortable with
such an arrangement. Also, there is a risk of losing the personal touch and unique service
culture of the locality. So try to make differences arrangement to employees at other place.

4. What effect does the practice of corporate social responsibility have on brand equity?

Brand equity refers to the marketing effects or outcomes that accrue to a product with its brand
name compared with those that would accrue if the same product did not have the brand name

Investopedia Says:

 Brand equity is created through aggressive mass marketing campaigns. Good examples of
companies with strong brand equity are corporations such as Nike and Coca-Cola, whose
corporate logos are recognized worldwide.

 Some marketing researchers have concluded that brands are one of the most valuable
assets that a company has.

What is Corporate Social Responsibilities (CSR)?

 Corporate social responsibility (CSR), also known as corporate responsibility, corporate

citizenship, responsible business, sustainable responsible business (SRB), or corporate
social performance,

 Form of corporate self-regulation integrated into a business model.

 Business would embrace responsibility for the impact of their activities on the
environment, consumers, employees, communities, stakeholders and all other members
of the public sphere.

 From one perspective, brand equity cannot be negative.

 Positive brand equity is created by effective marketing including via advertising, PR and
promotion.

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 A second perspective is that negative equity can exist.

o Example:

 Looking at a political "brand" example, the "Democrat" brand may be

negative to a Republican, and vice versa.

 In the case of Banyan Tree Holdings, the effect by practicing CSR is positive to the
Brand Equity.

 From my point of view, since the organizations itself could won so many award, so it
shows how positive and effective the practice of CSR have on Brand Equity.

 The dedicated committee of CSR, headed by Claire Chiang who is also the CEO of
Banyan Tree Holdings focus on issues such as:

o Actively caring for the natural and human environment (e.g.: environment and
eco friendly)

o Revitalizing local communities (e.g.: give job to local communities)

o Pride and respect among staffs (e.g.: take a good care on staff welfare)

 Example of positive effect:

o Give positive image to Banyan Tree Holdings (e.g.: well-known 5 star hotel and
resorts in the world)

o Increase Banyan Tree profit of the year and increase customer. (e.g.: on the first
quarter 2008, Banyan Tree earns S$90.1 million in cumulative unrecognized
revenue at the end of 1Q 2008

o Enhance Banyan Tree brand equity (e.g.: being awarded for many award)

The company has based its brand on the two main beliefs of the organization. Banyan Tree
resorts would become a "Intimate moments" and Banyan Tree would be an environmentally
sensitive and a socially responsible organization.

Branding is started right from the locations of the Banyan Tree resorts and has been consistent
through the designs, the facilities offered, and the ambience created in each of the resorts. In line
with the " a sense of place" theme, Banyan Tree has placed a strong emphasis on the locations as
a key element of the brand identity. The company has chosen exotic locations with exclusive
access to sun-bathed beaches, exciting environments and a good transportation infrastructure to
connect the resorts to main destination highlights.

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Concern for the nature and environment surrounding the resorts has been a trademark of Banyan
Tree. Many environmentalists appreciate their efforts to burture and protect the surroundings of
their resorts. True to its belief that environmentally sustainable and socially responsible tourism
is compatible with making profits, Banyan Tree has established the Green Imperative Fund to
extend financial assistance to environment conservation and community projects. It has also
taken a conscious decision to minimize damage to the natural environment when building new
resorts. The company built villas around trees and boulders rather than cutting or excavating
them.
It proved to be a successful way of breaking away from an Asian commodity business and
changed the focus onto its brand on the two main beliefs.

5. What potential problems do you foresee in bringing Banyan Tree to the Americas,
Europe and the Middle East. How could Banyan Tree address those issues?

 AMERICAS
o The potential problem is more on the cost to be invested since in America the cost
of living is higher than Asia.
o How to compete with legendary hotel and other luxury hotel
 EUROPE
 Same problem with America where it is more to the investment cost and competitors.
 MIDDLE EAST
o Since Banyan Tree is a leading player in the luxury resort and spa in Asia, matter
arising is in Middle East they cannot bring their tagline marketing as “a senses of
place” to reflect and enhance the culture and heritage of the destination
o This is because in Middle East environment is more to dessert and not same as
Asia where the environment is tropical rainforest or Green World.
o Another problem is the government policies at Middle East is differ to Asia.
 From the 3 countries, the most problem could be seen is actually same but what can
BTHL do in order to expand their hotel and resort all over the worlds.
 Is the strategy that had brought fame and success to BTHL in Asia workable in the rest of
the world?
 How could Banyan Tree mindful in the brands’ focus and to be careful so that it will not
dilute the brands?

Notice that though Banyan Tree also tried to appeal to travelers from developed countries,
specifically the States and Europe, the costs of setting up shop in such places were also high and
very expensive. So, Banyan Tree resorts were built in places that were a few hours’ flight away
from major cities in Europe and America, to make them more accessible to their target market in
the developed countries, and yet locate the resorts in attractive, exciting, and exotic places, such
as Mexico and Morocco, where cost structures were low and labor was relatively inexpensive
compared to the developed countries.

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Concerns to address in expanding operations

 Even though they have to face with all the potential problem but still through researches done
they still can address those issues and settle down the matter arising.
 To make sure they can compete with other competitors they need to stay with their brand
equity and CSR to show the quality of their products by observation of all competitors at the
country.
 They also need to search result of a study how they could attract customer and to show that
their product is best and good.
 Need to make sure that Banyan Tree marketing tagline is still the main focus and careful not to
dilute the brand.
 Try to differentiate product from the local luxury resort and hotel.
 Promote something new to the customer so they wont fell regret to come again.

• Other locations may not offer the low-cost structure that Banyan Tree is currently familiar with.
Therefore how Banyan Tree’s strategies could be replicated in other countries where cost
structures might be different alike is goes to 3rd country which is need developing.
• Tropical forests might not be available in temperate countries, and so the relevance of the
Banyan Tree brand in such locations would be lost. A possibility would be for the company to
launch a new brand name that would reflect the temperate settings of such locations should the
company be interested to venture into temperate countries.
• The culture, values, and norms of service staff in other non-Asian countries may be distinctly
different from those of Asian countries. Thus, the compatibility of Asian hospitality in non-
Asian settings is suspect.
• Further, current services of Banyan Tree are based on Asian therapies and remedies. Would
these be compatible or appropriate in a non-Asian location, e.g., Europe or America, with
different settings, culture, heritage, and norms?

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