Strategic Growth OptionEssay Preview: Strategic Growth OptionReport this essayStrategic Growth Option(Your name)(Course)(Course instructor)(Date of submission)Table of ContentsIntroductionBanyan Tree Hotel Group is an influential developer and manager of high class hotels, spas and resorts in Asia Pacific. The Group owns and manages more than 30 hotels and resorts, over 80 galleries and more than 60 spas. It also has three golf courses (Banyan Tree Hotels & Resorts, 2010). As a leading player in the hospitality industry, the Group has substantial ownership interests in major hotels and resorts. In a nutshell, the Groups primary business interest is the development, management and ownership of hotels and resorts. Apart from the Groups current hotels and resorts, Banyan Tree Hotel Group has expanded its activities to Central America, Middle East, Africa and Europe (Banyan Tree Hotels & Resorts, 2010). In particular, the Group is keen on expansion in China where consumerism and acceptance of foreign products and services has been gaining momentum. The purpose of this report is to explore strategic growth options for Banyan Tree Hotel Group. The report highlights the importance of Corporate Social Responsibility to the organizations endeavor to take a leading position. It also seeks to dissect the organizations commitment to a non-organic growth strategy for 2014-15 and beyond, and the proposal for partnership received from three firms namely IMG, Village Road and GPT.
Situation AuditThe contemporary world is characterized by the interdependence of different groups in any society. Consequently, social involvement of business organizations has intensified. The contemporary business organizations appreciates the fact that they have social involvement and taking seriously their social responsibilities is critical to the successful implementation of their local, national and international business strategies. The social responsibility of a business organization is formally referred to as Corporate Social Responsibility (CSR). CSR involves an organizations social relations with and treatment of people within and outside the organization who are affected by its operations and who impacts its activities. In essence, CRS is the social implications of the decisions made by the company. From a practical point of view like the one facing Banyan Tree Hotel Group, the management of a company should seriously consider the impacts of its decisions and actions up on the wider society. In other words, the management of the Banyan Tree Hotel Group should see its CSR as a critical social responsiveness or the ability of their organization to relate its policies, activities, and operations to the companys social environment in a manner that is mutually beneficial to the company and stakeholders including, clients, employees, shareholders, suppliers and the society at large.
Owing to the increasingly competitive domestic, national, and global markets, modern business enterprises whether Business to business (B2B) or retail, small, medium or large consistently require innovative business strategies in order to expand, retain loyal clients and win new customers. As a modern business organization, the Banyan Tree Hotel Group must incorporate in its overall business strategy an aspect that can give it a cutting edge and competitive advantages in the fastest expanding hospitality industry. The non-organic strategy being pursued by the Banyan Tree Hotel Group should be all about enabling it to differentiate itself from other competitors in the competitive hospitality industry. The desire to expand into the emerging markets in the Asia Pacific and other parts of the world is critical to enabling the company position itself as a market leader. Partnerships with reliable industry players will enable the Group to penetrate targeted markets in the wider Asia Pacific.
The Association of Hotel Associations and the Rovia Group have a strong interest in advancing the interests of business travellers in the Americas and Europe.
The hospitality industry in Japan is one of Japan’s largest by far and the only industry to experience a significant shift from a strictly traditional hospitality brand to the new global brand of hospitality. To achieve this strategic shift, hospitality has undergone rapid new and innovative development by industry, new products and new technology, and in recent years an all-around improvement in hospitality. To this end, we will offer our hospitality team a brand identity that is strong in a unique way, based on a single, non-consolidated business-to-business, brand strategy. We will continue to provide an evolving service that will help businesses find a unique way to live and work in Japan that is attractive to both client and industry alike.
The hospitality business in Japan is a large-scale and highly dynamic, multilingual business that will not allow the traditional brand-specific brand-specific business operations to be disrupted during a crisis. Our commitment to providing top quality hospitality services to the Japanese industry is rooted in our belief that a strong brand can offer consumers and the Japanese business community an unmatched, well-rounded experience while retaining the unique characteristics and cultural diversity that make this industry so compelling. Despite this, our strong engagement and expertise of industry help ensure the success of Japan’s hospitality sector and serve as a guide for the hospitality industry in Asia, Europe and the Americas.
These trademarks are used by Japanese companies not to be affiliated with the Tokyo Metropolitan Area and are only used to represent the Japanese companies in the area. All trade marks are registered trademarks or trade marks of their respective owners. All work logos, designs, and any other trademarks, trade names, or other intellectual property from other countries are the property of their respective owners. The use of this content on the Internet without the express written permission of the copyright holder is not permitted.
The Association of Hotel Associations and the Rovia Group have a strong interest in advancing the interests of business travellers in the Americas and Europe.
The hospitality industry in Japan is one of Japan’s largest by far and the only industry to experience a significant shift from a strictly traditional hospitality brand to the new global brand of hospitality. To achieve this strategic shift, hospitality has undergone rapid new and innovative development by industry, new products and new technology, and in recent years an all-around improvement in hospitality. To this end, we will offer our hospitality team a brand identity that is strong in a unique way, based on a single, non-consolidated business-to-business, brand strategy. We will continue to provide an evolving service that will help businesses find a unique way to live and work in Japan that is attractive to both client and industry alike.
The hospitality business in Japan is a large-scale and highly dynamic, multilingual business that will not allow the traditional brand-specific brand-specific business operations to be disrupted during a crisis. Our commitment to providing top quality hospitality services to the Japanese industry is rooted in our belief that a strong brand can offer consumers and the Japanese business community an unmatched, well-rounded experience while retaining the unique characteristics and cultural diversity that make this industry so compelling. Despite this, our strong engagement and expertise of industry help ensure the success of Japan’s hospitality sector and serve as a guide for the hospitality industry in Asia, Europe and the Americas.
These trademarks are used by Japanese companies not to be affiliated with the Tokyo Metropolitan Area and are only used to represent the Japanese companies in the area. All trade marks are registered trademarks or trade marks of their respective owners. All work logos, designs, and any other trademarks, trade names, or other intellectual property from other countries are the property of their respective owners. The use of this content on the Internet without the express written permission of the copyright holder is not permitted.
StrengthsA creatively designed and effective marketing strategyA strong brandStrong leadership and relatively good financial baseWeaknessesAdverse effects of the Tsunami aftermath which swept over 20 resorts- There are still pending court battles with the Groups InsurersTemptation to lean towards management as opposed to ownershipOpportunitiesIncreasing purchasing power of the Asia Pacific populationIncreasing demand for high quality travel and hospitality services and productsExpanding consumer markets in Asia Pacific especially in ChinaThreatsAn increasing taste and preference for Western products and services in markets such as ChinaUpsurge of Western business organizations in Asia pacific especially China which is the Companys major target for its growth strategyIssue StatementStrategy alternatives for a private sector player like Banyan Tree Hotel Group are more or less similar to the policy