1 Faculty of Business Environment and Society Module No: 307MKT MODULE TITLE: GLOBAL MARKETING 2015-16PSB Coursework Title: Banyan Tree to Revive Europe, America Resorts on Recovery Word Length: 1750 words (+/- 10%) Submission: 23.55 29th September 2016 on PSB Moodle; hardcopy during class Contributes 25% to total module mark Banyan Tree to Revive Europe, America Resorts on Recovery Banyan Tree Holdings Ltd., a Singapore-based operator of spas and resorts, is seeking to expand its presence in Europe and the Americas amid signs that the economies in these markets are recovering. The company plans to revive projects in Spain, Greece and Mexico, which it abandoned after the 2008 global financial crisis. Banyan Tree has signed two contracts to run properties in southern Spain, and is in talks to resume a couple of projects in Greece, Chairman Ho Kwon Ping said. “We actually see Europe and America beginning to recover,” Ho said in an interview in Singapore yesterday. “In the last five years, growth was almost 100 percent driven by China. We had virtually no inquiries coming out of the rest of the world. But now, in the last six to nine months, we have seen a lot more interest in the Middle East, in the Americas.” Banyan Tree is betting on a recovery as the euro area’s economy emerged from a record- long recession in the second quarter with a 0.3 percent expansion in gross domestic product. In the U.S., retail sales rose in July for a fourth consecutive month, showing American households are regaining momentum as employment climbs. Southern Europe has become an attractive tourist destination for Europeans after the Arab Spring forced them to abandon holidays in Morocco, Tunisia and Egypt and flock to Spain, Canary Islands and Greece, Ho said. 2 Arab Spring The Arab Spring refers to the democratic uprisings that arose independently and spread across the Arab world in 2011. In Egypt, security forces broke up sit-ins by Islamist protesters this week, sparking violence that left hundreds dead. Banyan Tree said Aug. 13 its second-quarter profit in Year 2013 more than doubled to S$1.7 million ($1.3 million), while revenue climbed 3 percent to S$81.7 million. “Their strategy has always been to head to new locations,” said Derek Tan, a Singapore- based analyst at DBS Vickers Research. “It’s exciting but unchartered territory for them, but I would prefer they go in very cautiously. They should do management contracts rather than putting in equity or it would stretch their capital needs.” Morocco Opening Banyan Tree is a manager and developer of resorts, hotels and spas mainly in the Asia Pacific, with 36 resorts and hotels, 73 spas, and three golf courses. Locations include Thailand’s Koh Samui, Seychelles and Cabo Marqués in Mexico. The resort operator has opened a Banyan Tree property in Morocco in 2014, two more in China and one ...

1. 1
Faculty of Business Environment and Society
Module No: 307MKT MODULE TITLE: GLOBAL
MARKETING 2015-16PSB
Coursework Title: Banyan Tree to Revive Europe, America
Resorts on Recovery
Word Length: 1750 words (+/- 10%)
Submission: 23.55 29th September 2016 on PSB Moodle;
hardcopy during class
Contributes 25% to total module mark
Banyan Tree to Revive Europe, America Resorts on Recovery
Banyan Tree Holdings Ltd., a Singapore-based operator of spas
and resorts, is seeking to
expand its presence in Europe and the Americas amid signs that
the economies in these
markets are recovering.

2. The company plans to revive projects in Spain, Greece and
Mexico, which it abandoned after
the 2008 global financial crisis. Banyan Tree has signed two
contracts to run properties in
southern Spain, and is in talks to resume a couple of projects in
Greece, Chairman Ho Kwon
Ping said.
“We actually see Europe and America beginning to recover,” Ho
said in an interview in
Singapore yesterday. “In the last five years, growth was almost
100 percent driven by China.
We had virtually no inquiries coming out of the rest of the
world. But now, in the last six to
nine months, we have seen a lot more interest in the Middle
East, in the Americas.”
Banyan Tree is betting on a recovery as the euro area’s
economy emerged from a record-
long recession in the second quarter with a 0.3 percent
expansion in gross domestic product.
In the U.S., retail sales rose in July for a fourth consecutive
month, showing American
households are regaining momentum as employment climbs.
Southern Europe has become an attractive tourist destination for
Europeans after the Arab

3. Spring forced them to abandon holidays in Morocco, Tunisia
and Egypt and flock to Spain,
Canary Islands and Greece, Ho said.
2
Arab Spring
The Arab Spring refers to the democratic uprisings that arose
independently and spread
across the Arab world in 2011. In Egypt, security forces broke
up sit-ins by Islamist protesters
this week, sparking violence that left hundreds dead.
Banyan Tree said Aug. 13 its second-quarter profit in Year 2013
more than doubled to S$1.7
million ($1.3 million), while revenue climbed 3 percent to
S$81.7 million.
“Their strategy has always been to head to new locations,” said
Derek Tan, a Singapore-

4. based analyst at DBS Vickers Research. “It’s exciting but
unchartered territory for them, but I
would prefer they go in very cautiously. They should do
management contracts rather than
putting in equity or it would stretch their capital needs.”
Morocco Opening
Banyan Tree is a manager and developer of resorts, hotels and
spas mainly in the Asia
Pacific, with 36 resorts and hotels, 73 spas, and three golf
courses. Locations include
Thailand’s Koh Samui, Seychelles and Cabo Marqués in
Mexico.
The resort operator has opened a Banyan Tree property in
Morocco in 2014, two more in
China and one in Kerala in Southern India. It has opened
another nine properties in China in
2015, a country where locations include Lijiang and Hangzhou,
a resort built as a water
village inside a wetland reserve. A night in a villa with a water
view costs 3,500 yuan ($572).
“While we continue to want to grow a lot in China we are
beginning to refocus back into
Europe and the Americas,” Ho said. “Interest is reviving again.

5. People are dusting off old
projects, financing is becoming more available.”
Source: Adapted from the Bloomberg website
http://www.bloomberg.com/news/articles/ 2013-
08-15/ banyan-tree-to-revive-europe-americas-resorts-on-
recovery-signs on 11 April 2016.
http://www.banyantree.com/en/hangzhou/
http://www.bloomberg.com/news/
3
Case Study questions:
As a marketing consultant you have been asked to produce a set
of recommendations on the
key macro and micro-environmental factors that may influence
Banyan Tree’s success in
Europe, America, Arab and Asia. You are required to:

6. 1) Use secondary research sources to collect macro-
environmental information about these
markets, using appropriate academic sources of information.
2) Produce a report that synthesises the information collected
through secondary research
and critically evaluate these markets using relevant
international marketing theories. The
report should contain a set of recommendations to Banyan Tree
which identifies
opportunities and challenges in each of the markets. Justify
your recommendations and,
where relevant, use examples to support your argument.
Learning Outcomes Assessed:
Research, critically analyse, discuss and synthesise the
dynamics and key aspects of the
international business environment and their affect on
marketing performance.
Marking Scheme:
Structure and Presentation 10%
Content is organised and appropriate; coherent; flow of
information, arguments, and concepts
Knowledge and Understanding 20%
Identifies, explains, draws on appropriate global marketing
theories, models, literature to

7. demonstrate depth and breadth of research to address the
questions
Application 30%
Application of theory or practical examples given appropriate to
context
Analysis and Recommendations 30%
Evaluation and critical analysis of the topic, synthesis of
ideas/concepts, appropriate
conclusions, justified recommendations
Presentation 10%
Spelling, punctuation, grammar, layout, accurate CU Harvard
Referencing style, writing style
academic/professional
Submission information: 23.55 29th September 2016 on PSB
Moodle; hardcopy during
class

8. 4
Please note:
1. Please note that work submitted late (where an
extension/deferral has not been granted)
will automatically attract a result of 0%. This will count as a
failed attempt, and may result in
you failing the module overall. You may be eligible to resit the
failed assessment(s), subject
to the University’s regulations on reassessment. The maximum
module mark that can be
awarded for resit work is 40%.
2. Extensions will be in accordance with University and Faculty
policy.
Students MUST keep copies (electronic file if done on
computer) of their assignment. Please
submit an electronic copy of your assignment via the module
web using the Turnitin icon.
(See instructions on module web)
The electronic version of your assignment may be used to
enable checks to be made using
anti-plagiarism software and approved plagiarism checking
websites.
Any penalties for not complying with word limits will be in
accordance with University and
Faculty policy.
Marking Scheme
A copy of the marking scheme and feedback for this coursework
is attached.

9. Return of Marked Work
Marked work will be returned in class. You can expect to have
marked work returned to you
by 2 teaching weeks after the submission date.
PLAGIARISM WARNING! – Assignments should not be copied
in part or in whole from any
other source, except for any marked up quotations, that clearly
distinguish what has been
quoted from your own work. All references used must be given,
and the specific page number
used should also be given for any direct quotations, which
should be in inverted commas.
Students found copying from the internet or other sources will
get zero marks and may be
excluded from the university.
Note:
Please make sure that your ID number and the module number
appear on the actual
coursework assignment as well as on the cover sheet that you
attach to it. (Don’t put your
name for individual assignments as marking is anonymous)
For large modules with multiple seminars your Seminar Group
or Tutor’s name must be
clearly shown, to ensure that your assignment goes to the
correct person for marking. (Put
the class day and time if you cannot remember tutor’s name)

10. 5
Marking Scheme and Feedback Sheet
Module number and Title: 307MKT Global Marketing
Student ID No: ……………………………………………
Assessment Criteria (tick as
appropriate)
Poor Satisfactory Good Very
Good
Excellent
Structure and Presentation
10%
Content is organised and
appropriate;
coherent; flow of information,
arguments, concepts
Knowledge and Understanding
20%
Identifies, explains, draws on
appropriate global marketing
theories, models, literature to
demonstrate depth and breadth
of research to address the
questions

11. Application
30%
Application of theory or practical
examples given appropriate to
context
Analysis and
Recommendations
30%
Evaluation and critical analysis of
the topic, synthesis of
ideas/concepts, appropriate
conclusions, justified
recommendations
Presentation 10%
Spelling, punctuation, grammar,
layout,
accurate CU Harvard Referencing
style, writing style
academic/professional

12. Feedback grading:
<40 Poor; 40-49 Satisfactory; 50-59 Good; 60-69 Very Good;
70+ Excellent
First Marker: Date:
Second Marker: Date:
General Comments:
Agreed Mark: First Marker
Mark:
Second Marker
Mark:
MGT201. Communication and Soft Skills
gement and Technology

13. 1
MGT201. Communication and Soft Skills
Assignment 2
Harden, Harden, & Harden is a venerable Wall Street stock
brokerage firm. It has
its business offices located in downtown Manhattan in the Wall
Street district. Its
information technology offices are located across the Hudson
River in Jersey City.
One of HHH’s most important corporate clients is Mammoth
Capital Corporation.
For years, HHH has been handling Mammoth’s financial
security transactions in
a semi-automated fashion. Mammoth would supply HHH with
financial data
generated from its financial systems formatted in accordance
with Mammoth
requirements. This data would have to go through a multi-step
reformatting
process so that HHH could deal with it. Similarly, when HHH
needed to send
data back to Mammoth, it would have to be reformatted so that
Mammoth’s
computers could accept it.
It was obvious that this process was time-consuming, costly,
and error prone.

14. Mammoth approached its principal account executive at HHH
and said that it
would be willing to fund a project that would enable to engage
in seamless
financial transactions with HHH. It established some special
requirements. For
example, instructions to and queries of the system should be
web-based. Also,
data security protocols would have to be established to assure
the financial
integrity of the transactions.
Songsri Singh of HHH’s Information Technology Department
was put in charge of
the project. She had two IT professionals to help her, including
an expert on web
based transactions. All three of these people worked in Jersey
City, a forty
minute train ride from headquarters on Wall Street.
Songsri also identified four business people from headquarters.
One was the
account executive, who was familiar with the wants and needs
of Mammoth. The
other three were experts on financial processes relevant to the
project’s
requirements.
Songsri also included a specialist from Mammoth’s IT
department, who would
coordinate activities from the Mammoth perspective. His name
was Joseph, and
he and his department were located in Phoenix, two time zones
away from
Songsri. Mammoth’s business headquarters were located in
Chicago, one time

15. zone away from Songsri. The project “owner” was located there.
He was a Senior
MGT201. Communication and Soft Skills
2
Vice President at Mammoth. He assured HHH that he would
make three or four
business experts available to help out with the project, when
their expertise was
needed.
A careful analysis of business and technical requirements
suggested that the
project would take nine months to complete. While most of this
time entailed
standard software development, testing, and integration activity,
a significant
portion was also dedicated to getting approvals from senior
managers in both
companies at crucial milestones (e.g., HHH had a rule requiring
all web-based
activities of substantial size to undergo a legal review by the
legal department.
This review typically would take from two to six weeks).
Clearly, Songsri was leading a virtual project team, with
important players located
in three different time zones. A major challenge she faced was
establishing

16. effective communications among the players.
a. Identify at least four significant team communication
challenges she would be
facing on this project that would be tied to the fact that she was
working with a
virtual team. Explain carefully the problems associated with
each challenge.
Describe the negative impact the project would face if these
challenges were
not successfully handled.
b. For each of the challenges, describe how Songsri could deal
with them.
Explain why you think your proposed solutions would make
things better.
Important! Don’t provide superficial comments. The situation
Songsri faces is
becoming common in modern organizations. Dealing with this
situation effectively
is crucially important. In developing your response, take into
account a range of
factors, such as organizational issues, psychological issues,
geographical issues,
group dynamic issues, and technical issues.
You should devote 3-5 pages (single spaced, 12 point font) to
your answer.