University Report: Asian Hospitality Branding in Non-Asian Countries

This report examines the branding strategies of Asian hospitality brands, specifically focusing on their expansion into non-Asian countries. It explores the concepts of brand identity, globalization, and the unique attributes of Asian hospitality, such as cultural sensitivity and personalized services. The report highlights successful examples like Mandarin Oriental, Banyan Tree Holdings, and Dusit International, analyzing their approaches to marketing, customer experience, and internationalization. It also considers the advantages these brands possess, including staff efficiency and market knowledge. The report references key academic sources to support its findings, providing a comprehensive overview of the factors contributing to the success of Asian hospitality brands in the global market.

Running head: ASIAN HOSPITALITY BRANDING IN NON-ASIAN COUNTRIES
ASIAN HOSPITALITY BRANDING IN NON-ASIAN COUNTRIES
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1ASIAN HOSPITALITY BRANDING IN NON-ASIAN COUNTRIES
Brand
The concept of brand refers to the name, symbol, design or term associated with an
organization that provides products or services to its customers. The goal of branding is to
make the organization appealing and memorable to the customers in the form of marketing
strategies that include advertisement through visuals aspects like symbols and logos.
According to Tan (2014), successful branding further aids in developing brand awareness or
recognition among the customers and the global market as is seen in Asian hospitality
organizations that have become internationally recognized. However, ineffectiveness in
proper branding can lead to miscommunications that may hamper the profitability of the
organization. Mandarin oriental, Banyan Tree Holdings and Dusit are international hotel
management and investment chains that are based in Hong Kong, Singapore and Bangkok
respectively that have become well renowned in the field of hospitality.
Brand Identity
Brand identity refers to the visible elements observed in the branding techniques of
organizations through the form of design, color and logo, thereby distinguishing them from
other competitors in the market. Developing a strong brand identity involves recognition and
awareness about the mission and values of the organization along with the creation of a brand
personality to ensure its unique position in the market. However, a negative brand identity
created through discrepancies within the organization can lead to changes in customer
preferences, thereby affecting the growth of the organization. Tan (2014) opines that the
Mandarin Oriental has built a strong brand identity as an iconic chain of luxury hotels in
Asia. This has been accomplished through excellent services provided by the organization.
Similarly, the brand of Banyan Tree Holdings has been recognized as a hospitality paradise in
Asia. Dusit International is a recognized luxury hotel in Thailand. Through the process of

2ASIAN HOSPITALITY BRANDING IN NON-ASIAN COUNTRIES
internationalization, the strong brand identities of these Asian luxury hotels have reached the
global market of tourism and hospitality through the establishment of brand-representative
properties across the world (Lam, Ho & Law 2015).
Asian hospitality
Asian hospitality techniques entail unique attributes that are recognized and preferred
internationally, thereby aiding the internationalization of Asia based hospitality
organizations. According to Tan (2014), the Asian culture is reflected through the hospitality
chains through their warm and gentle behavior with the customers, and provisions for
delightful cultural food and refreshment options for the customers (Baldwin, 2017). Travelers
from around the world receive a cultured refinement along with efficient services. The
Mandarin Oriental exceeds the expectations of their guests through innovations in hospitality
and oriental charm. Dusit International provides colorful refreshments through
personalization for the clients.
Globalization of Asian hospitality brands
Asian hospitality brands have grown exponentially in the global market as they
possess several advantages of staff efficiency, knowledge about markets, innate vision and
strong sense of branding and identification. Apart from appealing to the regional customers,
the hospitality provided by Mandarin Oriental, Dusit International and Banyan Tree Holdings
leverages these brands into the international market though their deluxe services. Falk (2016)
opines that cultural proximity aids internationalization. Strong Asian flavors were inculcated
by these hotels, thereby providing the clients with an exotic oriental experience. The eclectic
theory forwarded by John Harry Dunning, a British economist and scholar in the field of
international business, identifies the location, internationalization and ownership advantages
that have attracted foreign direct investments for these brands (Falk, 2016).

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4ASIAN HOSPITALITY BRANDING IN NON-ASIAN COUNTRIES
References
Baldwin, W. (2017). The transference of Asian hospitality through food: Chef׳ s inspirations
taken from Asian cuisines to capture the essence of Asian culture and hospitality.
International journal of gastronomy and food science, 8, 7-13.
Falk, M. (2016). A gravity model of foreign direct investment in the hospitality industry.
Tourism Management, 55, 225-237.
Lam, C., Ho, G. K., & Law, R. (2015). How can Asian hotel companies remain
internationally competitive?. International journal of contemporary hospitality
management, 27(5), 827-852.
Tan, X. C. (2014). Asian paradigm in hospitality management and its expansion to non-Asian
countries. CAUTHE 2014: Tourism and Hospitality in the Contemporary World:
Trends, Changes and Complexity, 602.