Recent economic transformation across Asia has led business leaders to search for new ways to stimulate economic growth development and wealth creation. The competitive environment for Asian companies is changing dramatically and we need different paradigms to compete effectively. This year, INSEAD’s Best of Management is designed as interactive group discussions aimed at stimulating thinking and generating new ideas. This brainstorming technology will engage participants actively to learn, not only from the faculty but from other participants.
Case Study-Banyan Tree
Sharing of Ideas, summary and conclusions
Summary and Conclusions
Discussion Brainstorming and Group Discussion
Discussion Brainstorming and Group Discussion
Lecture1 Understanding Institutional Comparative Advantage
Lecture2 Building Strong Brands
Welcome Introduction and Overview of session
  Case Study-Banyan Tree

Oct.16th 16:00-17:30, MGB1,2

Screening of special video interview with Mr Ho Kwon Ping, Executive Chairman of Banyan Tree Holdings, which owns both listed and private companies engaged in the development, ownership and operation of hotels, resorts, spas, residential homes, retail galleries and other lifestyle activities in the region on his brand strategy for Banyan Tree Resort Hotels.  

  Sharing of Ideas, summary and conclusions

Oct.16th 11:45-12:30, MGB 1,2


  Summary and Conclusions

Oct.16th 17:30-17:40, MGB 1,2


Chattopadhyay, Amitava   Professor,  The L’Oreal Chaired Professor of Marketing-Innovation and Creativity

Discussion  Brainstorming and Group Discussion

Oct.16th 15:20-16:00, MGB 1,2


Discussion  Brainstorming and Group Discussion

Oct.16th 11:00-11:45, MGB 1,2


Lecture1  Understanding Institutional Comparative Advantage

Oct.16th 09:20-10:30, MGB 1,2

This session explores the concept of "institutional comparative advantage" as a new way of understanding variation in comparative advantage across different nations. The underlying key concept is that different societies follow different sets of informal and formal rules, with 4 each set encouraging some forms of business activity and discouraging others. As a consequence, for a given country, excellence may come almost naturally in some areas, but prove beyond reach in others.
For instance, a caring customer service orientation is a matter of course for many Asians, but is notoriously difficult to develop in countries such as Germany. By implication, the likelihood is rather slim that German firms will be able to build their competitive strength around attentive customer service. This was demonstrated by Lufthansa German Airlines, which is reported to have tried to get its cabin personnel to become as friendly and caring as flight attendants on Singapore Airlines. Predictably, this effort failed; instead, the airline has been successful on the basis of more "German" virtues, such as reliability and safety.
Discovering these predispositions requires a systematic tool for gaining a holistic understanding of the informal and formal rules of society and their interdependencies. In this session, we present the business systems framework as such a tool, and we apply it to the case of South Korea to diagnose possible sources of comparative strengths and weaknesses.

Optional Reading:
Excerpt from Redding, Gordon, & Michael A. Witt (forthcoming 2007). The Future of Chinese Capitalism: Choices and Chances. Oxford, UK: Oxford University Press.

Witt, Michael   Professor of Asian Business and Comparative Management,  INSEAD

Lecture2  Building Strong Brands

Oct.16th 13:30-15:00, MGB 1,2

The session presents the thesis that brands are crucial assets for firms and asks two key
questions: 1) What is a brand? 2) What are the key drivers of a successful brand? The session
introduces the concept of brand positioning as well as a tool for structuring the brand
positioning decision, and illustrates how successful positioning enables a firm to achieve
superior returns on its marketing investments.
Participants are required to read the Banyan Tree Resorts and Hotels (BTRH) case study.
The case presents the development and extension of a new brand in a crowded industry. In
particular it discusses the successful development of a brand from a region not well know for
brands. As you prepare the case, please consider the following questions:

Chattopadhyay, Amitava   Professor,  The L’Oreal Chaired Professor of Marketing-Innovation and Creativity

Welcome  Introduction and Overview of session

Oct.16th 09:00-09:20, MGB 1,2

As one of the world’s leading and largest graduate business schools, INSEAD brings together people, cultures and ideas from around the world to change lives and transform organisations. The unique global perspective and multicultural diversity of INSEAD are reflected in all aspects of its research and teaching. Currently, at the school’s two
comprehensive and fully connected campuses in Asia (Singapore) and Europe (France), as well as at the school’s centre in the Middle East (Abu Dhabi), 143 renowned faculty members from 32 countries inspire more than 882 MBA participants, 59 Executive MBAs, 59 PhD candidates and over 8,000 executives. On both campuses and at research centres in the Middle East (Abu Dhabi) and Israel, faculty conduct leading edge research projects with the support of 17 Centres of Excellence. The INSEAD-Wharton Alliance further extends the reach of INSEAD business education and research across three continents.

Dutta, Soumitra   Dean of External Relations and Roland Berger Chaired Professor of Business and Technology,  INSEAD