The companymanaged several boutique resorts and spas around Asia and developed. What was an essential part of the Banyan Tree brand, and set the firm apart in the market, was its strong dedication to protecting the environment, both human and physical, driven by its leaders' fervent belief in acting ethically and responsibly.
The companyhad important plans for growth in Asia and all over the world. These growth plans funding that is needed, and one clear option was to take the company public by IPO.The question that has arose is whether the investors would feel as inclined as was he regarding the company’s pro-initiatives and environment values? Or would he and his supervisors have to compromise their values to deliver returns that are satisfactory to the investors of the firm? In the present economic climate in Asia and internationally, was it the ideal time?
This is just an excerpt. This case is about STRATEGY about STRATEGY & EXECUTION
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