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also had the Banyan Tree Spa and Gallery. I think the fact that these costly steps were taken in order to rebuild and upgrade these hotels with Banyan Tree’s unique touch was an important step in making sure that they fit into the BTHR family. After establishing a strong foothold in the luxury resorts and hotels market, BTHR introduced Angsana, a more affordable brand than Banyan Tree, to run as stand-alone spa business in other hotels. The company went on to establish several other businesses under Angsana and Banyan Tree brands, all of which were following their initial promise to social and environmental responsibility, local taste, the sense of place and engaged local communities. I believe the key to the success of holding so many types of businesses within the family is making sure that they still adhere to their greater promise and focus on customer experience. In some way or another, their product portfolio is interconnected and that’s what willbe important in order successfully manage these brands in the future. I would recommend they stay the course of social responsibility and environmental awareness, especially nowadays when these two topics are at the top of mind of almost every customer. 4. What effect does the practice of corporate social responsibility have on brand equity?