Taking after a fruitful IPO in June 2006, Banyan Tree Holdings Limited wanted to utilize parts of the returns to back a yearning development arrangement. At the center of this business advancement arrangement was a driven proposition to open 28 new resorts more than four years which would compass non-Asian domains from Greece to Mexico. The Asian Financial Crisis of 1997, the SARS emergency of 2003 and the Indian Ocean tidal wave of 2004 had taken their toll on the travel and tourism industry in the locale where Banyan Tree's resorts and spas were concentrated. In spite of the fact that recuperation was coming soon, those occasions left frequenting recollections and CEO Ho Kwon Ping comprehended the need to broaden dangers crosswise over geographic locales. This case considers how an organization with an experiential brand ought to deal with its worldwide extension without losing the center qualities connected with its image.
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