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Published by: Asia Case Research Centre, The University of Hong Kong
Published in: 2008
Length: 39 pages
Data source: Field research

Abstract

Following a successful initial public offering (IPO) in June 2006, Banyan Tree Holdings Limited planned to use parts of the proceeds to finance an ambitious expansion plan. At the core of this business development plan was an ambitious proposal to open 28 new resorts over four years, which would span non-Asian territories from Greece to Mexico. The Asian financial crisis of 1997, the SARS crisis of 2003 and the Indian Ocean tsunami of 2004 had taken their toll on the travel and tourism industry in the region where Banyan Tree''s resorts and spas were concentrated. Although recovery was on the horizon, those events left haunting memories and CEO Ho Kwon Ping understood the need to diversify risks across geographic regions. This case considers how a company with an experiential brand should manage its global expansion without losing the core values associated with its brand.

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Abstract

Following a successful initial public offering (IPO) in June 2006, Banyan Tree Holdings Limited planned to use parts of the proceeds to finance an ambitious expansion plan. At the core of this business development plan was an ambitious proposal to open 28 new resorts over four years, which would span non-Asian territories from Greece to Mexico. The Asian financial crisis of 1997, the SARS crisis of 2003 and the Indian Ocean tsunami of 2004 had taken their toll on the travel and tourism industry in the region where Banyan Tree''s resorts and spas were concentrated. Although recovery was on the horizon, those events left haunting memories and CEO Ho Kwon Ping understood the need to diversify risks across geographic regions. This case considers how a company with an experiential brand should manage its global expansion without losing the core values associated with its brand.

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