Important School Tips for Parents From a Principal

Important School Tips for Parents From a Principal For teachers, parents can be your worst enemy or your best friend.  Over the course of the last decade, I have worked with a handful of the most difficult parents, as well as many of the best parents. I believe that the majority of parents do a terrific job and genuinely try their best. The truth is that being a parent is not easy. We make mistakes, and there is no way we can be good at everything. Sometimes as a parent it is critical to rely on and seek advice from experts in certain areas. As a principal, I would like to offer a few school tips for parents that I believe every educator would want them to know, and that will also benefit their children. 1. Be Supportive Any teacher will tell you that if a child’s parent is supportive that they will gladly work through any issues that might arise over the course of the school year. Teachers are human, and there is a chance they will make a mistake. However, despite perception, most teachers are dedicated professionals who do a terrific job day in and day out. It is unrealistic to think that there are not bad teachers out there, but most are exceptionally skilled at what they do. If your child does have a lousy teacher, please don’t judge the next teacher based on the previous, and voice your concerns about that teacher to the principal. If your child has an excellent teacher, then make sure that the teacher knows how you feel about them and also let the principal know. Voice your support not only of the teacher but of the school as a whole. 2. Be Involved and Stay Involved One of the most frustrating trends in schools is how the level of parental involvement decreases as a child’s age increases. It is an extremely discouraging fact because children of all ages would benefit if their parents would stay involved. While it is certain that the first few years of school are arguably the most important, the other years are important as well. Children are smart and intuitive. When they see their parents taking a step back in their involvement, it sends the wrong message. Most children will start to slack off too. It is a sad reality that many middle school and high school parent/teacher conferences have an exceedingly small turnout. The ones who do show up are the ones that teachers often say don’t need to, but the correlation to their child’s success and their continued involvement in their child’s education is no mistake. Every parent should know what is going on in their child’s daily school life. A parent should do the following things every day: Ask your child how their school day went. Engage in conversation about what they learned, whom their friends are, what they had for lunch, etc.Make sure your child has time set aside to complete homework. Be there to answer any questions or assist when needed.Read all notes/memos sent home from the school and/or teacher. Notes are the primary form of communications between a teacher and parents. Look for them and read them to stay up-to-date on events.Contact your child’s teacher immediately if you have any concerns.Value your child’s education and express the importance of it every single day. This is arguably the single most valuable thing a parent can do when it comes to their child’s education. Those that value education often thrives and those that don’t often fail. 3. Do Not Bad-Mouth the Teacher in Front of Your Child Nothing undermines the authority of a teacher any faster than when a parent continuously bashes them or talks bad about them in front of their child. There are times when you are going to be upset with a teacher, but your child should never know exactly how you feel. It will interfere with their education. If you vocally and adamantly disrespect the teacher, then your child will likely mirror you. Keep your personal feelings about the teacher between yourself, the school administration, and the teacher. 4. Follow Through As an administrator, I cannot tell you how many times I have dealt with a student discipline issue where the parent will come in tremendously supportive and apologetic about their child’s behavior. They often tell you that they are going to ground their child and discipline them at home on top of the school’s punishment. However, when you inquire with the student the next day, they tell you that nothing was done. Children need structure and discipline and most crave it on some level. If your child makes a mistake, then there should be consequences at school and at home. This will show the child that both the parent and school are on the same page and that they are not going to be allowed to get away with that behavior. However, if you do not have any intent on following through on your end, then do not promise to take care of it at home. When you practice this behavior, it sends an underlying message that the child can make a mistake, but in the end, there is not going to be a punishment. Follow through with your threats. 5. Do Not Take Your Child’s Word for the Truth If your child came home from school and told you that their teacher threw a box of Kleenexes at them, how would you handle it? Would you instantly assume that they are telling the truth?Would you call or meet the principal and demand that the teacher be removed?Would you aggressively approach the teacher and make accusations?Would you call and request a meeting with the teacher to ask them calmly if they could explain what happened? If you are a parent who chooses anything other than 4, then your choice is the worst kind of a slap in the face to an educator. Parents who take their child’s word over an adult before consulting with the adult challenge their authority. While it is entirely possible that the child is telling the truth, the teacher should be given the right to explain their side without being viciously attacked first. Too many times, children leave out crucial facts, when explaining situations like this to their parent. Children are often devious by nature, and if there is a chance they can get their teacher in trouble, then they will go for it. Parents and teachers who stay on the same page and work together alleviate this opportunity for assumptions and misconceptions because the child knows they won’t get away with it. 6. Do Not Make Excuses for Your Child Help us hold your child accountable. If your child makes a mistake, don’t bail them out by constantly making excuses for them. From time to time, there are legitimate excuses, but if you are constantly making excuses for your child, then you are not doing them any favors. You won’t be able to make excuses for them their whole life, so don’t let them get into that habit. If they didn’t do their homework, don’t call the teacher and say it was your fault because you took them to a ball game. If they get in trouble for hitting another student, don’t make the excuse that they learned that behavior from an older sibling. Stand firm with the school and teach them a life lesson that could prevent them from making bigger mistakes later on.

Indus Civilization Timeline and Description

Indus Civilization Timeline and Description The Indus civilization (also known as the Harappan Civilization, the Indus-Sarasvati or Hakra Civilization and sometimes the Indus Valley Civilization) is one of the oldest societies we know of, including over 2600 known archaeological sites located along the Indus and Sarasvati rivers in Pakistan and India, an area of some 1.6 million square kilometers. The largest known Harappan site is Ganweriwala, located on the bank of the Sarasvati river. Timeline of the Indus Civilization Important sites are listed after each phase. Chalcolithic cultures 4300-3200 BCEarly Harappan 3500-2700 BC (Mohenjo-Daro, Mehrgarh, Jodhpura, Padri)Early Harappan/Mature Harappan Transition 2800-2700 BC (Kumal, Nausharo, Kot Diji, Nari)Mature Harappan 2700-1900 BC (Harappa, Mohenjo-Daro, Shortgua, Lothal, Nari)Late Harappan 1900-1500 BC (Lothal, Bet Dwarka) The earliest settlements of the Harappans were in Baluchistan, Pakistan, beginning about 3500 BC. These sites are an independent outgrowth of Chalcolithic cultures in place in south Asia between 3800-3500 BC. Early Harappan sites built mud brick houses, and carried on long-distance trade.The Mature Harappan sites are located along the Indus and Sarasvati rivers and their tributaries. They lived in planned communities of houses built of mud brick, burnt brick, and chiseled stone. Citadels were built at sites such as Harappa, Mohenjo-Daro, Dholavira and Ropar, with carved stone gateways and fortification walls. Around the citadels were an extensive range of water reservoirs. Trade with Mesopotamia, Egypt and the Persian gulf is in evidence between 2700-1900 BC. Indus Lifestyles Mature Harappan society had three classes, including a religious elite, a trading class class and the poor workers. Art of the Harappan includes bronze figures of men, women, animals, birds and toys cast with the lost was method. Terracotta figurines are rarer, but are known from some sites, as is shell, bone, semiprecious and clay jewelry.Seals carved from steatite squares contain the earliest forms of writing. Almost 6000 inscriptions have been found to date, although they have yet to be deciphered. Scholars are divided about whether the language is likely a form of Proto-Dravidian, Proto-Brahmi or Sanskrit. Early burials were primarily extended with grave goods; later burials were varied. Subsistence and Industry The earliest pottery made in the Harappan region was built beginning about 6000 BC, and included storage jars, perforated cylindrical towers and footed dishes. The copper/bronze industry flourished at sites such as Harappa and Lothal, and copper casting and hammering were used. Shell and bead making industry was very important, particularly at sites such as Chanhu-daro where mass production of beads and seals is in evidence.The Harappan people grew wheat, barley, rice, ragi, jowar, and cotton, and raised cattle, buffalo, sheep, goats and chickens. Camels, elephants, horses, and asses were used as transport. Late Harappan The Harappan civilization ended between about 2000 and 1900 BC, resulting from a combination of environmental factors such as flooding and climatic changes, tectonic activity, and the decline of trade with western societies.   Indus Civilization Research Archaeologists associated with the Indus Valley Civilizations include R.D. Banerji, John Marshall, N. Dikshit, Daya Ram Sahni, Madho Sarup Vats, Mortimer Wheeler. More recent work has been conducted by B.B. Lal, S.R. Rao, M.K. Dhavalikar, G.L. Possehl, J. F. Jarrige, Jonathon Mark Kenoyer, and Deo Prakash Sharma, among many others at the National Museum in New Delhi. Important Harappan Sites Ganweriwala, Rakhigarhi, Dhalewan, Mohenjo-Daro, Dholavira, Harappa, Nausharo, Kot Diji, and Mehrgarh, Padri. Sources An excellent source for detailed information of the Indus civilization and with lots of photographs is Harappa.com. For information on the Indus Script and Sanskrit, see Ancient Writing of India and Asia. Archaeological sites (both on About.com and elsewhere are compiled in Archaeological Sites of the Indus Civilization. A brief Bibliography of the Indus Civilization has also been compiled.

Brand Benefit Ladder Essay Example | Topics and Well Written Essays - 1000 words - 112

Brand Benefit Ladder - Essay Example At the apex lies the essence of the brand, which is also an implication of the emotional benefit. The focus keeps increasing in concentration as ladder rises. Ascending the ladder reduces the focus on the lower attachments such as the attributes associated with the brand while increasing the function of the brand in the lives of consumers. Unearthing why the mother of a football player drives an SUV instead of a simple mini-van clearly illustrates the flow of the ladder. At first, an analyst considers the attribute of the product (car) for instance, SUV’s do not have doors that slide. It means that an SUV is stylish because of the attribute, therefore; it constitutes a functional consequence of the absence of sliding doors. When the Mom feels trendy while driving, it amounts to the emotional or psychosocial consequence of owning a car with a stylish design. In the end, the bottom-line is the personal value where people, as well as the owner, accept the act of feeling fashionab le. Marketing experts define a brand as a set of memories, expectations, relationships, and stories that, taken together, explain a decision by a consumer to select one service or product over another. A brand differentiates services, products, as well as organizations (Barsalou 640). Milward Brown developed the most common type of Brand Pyramid towards the end of the twentieth century. The pyramid identifies five important stages traversed by a consumer when analyzing a brand. The process starts with primary awareness and ends with total loyalty. Business organizations can apply the Brand Pyramid when in the process of designing a marketing strategy. The strategy could be for a product, a brand, or a service. Comprehending the five steps traveled by the consumer forms the best foundation for designing the marketing strategies. The steps are essential as they help the consumer build loyalty on a particular product or brand.

Operations and Quality Improvement Strategies Coursework

Operations and Quality Improvement Strategies - Coursework Example Organizations can apply a set of skills and tools to reduce operational cost, increase efficiency and productivity, and improve the quality of their processes, products and services. 1. Lean Manufacturing. Critically discuss the differences, using examples, between the Lean and Mass (Traditional) Production strategies. A. Rationale: Lean Manufacturing, a Japanese philosophy, gained attention at the beginning of the 1980’s when the western leaders could not stop wondering the inimitable industrial advances and permanent employment of the Japanese businesses (A to Z Management Concepts and Models 2007). It has been described as â€Å"the most fundamental change to occur since mass production was brought to full development by Henry Ford early in the 20th century† (Hindle 2008). Lean manufacturing has been established as one of the crucial factors for Japanese success. There are two basic concepts that are involved here: making the management work to give lower cost per un it produced which directly enhances productivity, secondly, striving for continuous improvement (kaizen). Workers are expected and encouraged to adopt a new approach to their work and reap the benefit of it (A to Z Management Concepts and Models 2007). Generally, in lean production systems employees are organized in teams and each worker must be able to do all the tasks required of the team. â€Å"These tasks are less narrowly specialised than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line† (Hindle 2008) B. Evolution: In 1776, Adam Smith in the Wealth of Nations described that mass production is based on the principles of specialization and division of labour. To design products and to set up production systems highly skilled labours are used whereas to produce standardized components and assemble them the labours used are highly unskilled. The latter are dis posable and can be laid off depending on the situation. In mass production, parts used are often manufactured elsewhere and then put together on a moving production facility called assembly line. â€Å"The result is a standardized product made in a fairly small number of varieties, produced at low cost and of mediocre quality.† If a problem needs to be corrected at any point in an assembly line the entire process stops (Hindle 2008). Lean production system requires the components to be delivered just-in-time and each worker is allowed to stop production when a fault is discovered. This is the basic difference from classic assembly line process where stoppages are expensive and should be avoided at all costs. With a mass production system the worker learn nothing because all the faulty products are put aside to be dealt with later. They are replaced immediately, from the large stock of spares, without causing any hold-ups. In case of lean production, problems are immediately r esolved when a stoppage occurs and gradually this diminishes the number of stoppages. Eventually, a mature lean-production line stops a much lesser number of times than a mature mass-production assembly line (A to Z Management Concepts and Models 2007). Yet another advantage of lean production is that designers, workers and suppliers work hand-in-hand with production which never happens in a mass-production system. A separate team of insiders or specialists participate in designing which

San Diego Zoo Essay Example for Free

San Diego Zoo Essay 1. Do you think the San Diego Zoo’s old appraisal system needed to be changed? I think it needed to be changed because before they weren’t taking it seriously and it was a low priority to them. Now with the new system the employees will get raises depending on their performance which in turn will increase company performance. 2. What do you think are the pros and cons of using a Web-based appraisal system? The pros of using a web-based appraisal system is that it is convenient because a large group of people can be rated in less time and it will control personal bias. The cons of using a web-based appraisal system is that it gives too little attention to the overall performance of workers and in person interviews are more effective in rewarding or pointing out deficiencies in workers. 3. How do you the new appraisal system will affect employees and the types of employees who work at the zoo? The new appraisal system will affect employees positively for those employees that are looking to grow with the company and be a part of the growth. When an employee is given targets and goals to reach, then they know what they are working towards and they are aware that if they reach the targets and goals there is a gain for them at the end. With this set, you will get employees that are willing to do the work and the time to get a job done right.

The Detrimental Effects of Soda :: Coke Pepsi

What is your favorite soda? Coke? Do you know what is in soda? Cutting down on soda can be the geginning of a healthy lifestyle. Studies show that soda, though it tastes good, has many negative effects that outweigh the positive effects. Soda, especially diet, is detrimental to the health of your body. My cousin’s teacher did an experiment with coke. She put a tooth in coke and left it for at least a week. The next time they checked the tooth had disintegrated. The coke had eaten away at the tooth. If this can happen to a tooth imagine what it does to your body. How healthful are these drinks, which provide a lot of sugars, calories and caffeine but no significant nutritional value? And what happens if you drink a lot of them at a very young age? Soda is a sweetened, carbonated, acidic, often caffeinated drink. Forty-five gallons of soda is consumed per person/per year by the average American. Even adults are just as vulnerable to tooth decay, from drinking excessive amounts of soda, even though they have good enamel and well calcified teeth. In America soda manufacturers are the biggest users of sugar. At least ten teaspoons are in each, 12 ounce, can which provides you with the maximum recommended intake of sugar a day. Sugar creates insulin which tells the body to store all carbohydrates as fat. Sugar in soda can cause heightened cholesterol levels, heart disease, diabetes, weight gain, and premature aging. (Mercola) Sugar isn’t the only thing in soda that is bad for teeth, but the acids included in many soft drinks eat away enamel and make teeth more vulnerable. The pH, measure of acidity or alkalinity of a solution, of regular and diet sodas ranges from 2.47-3.35, the lower the pH the more acidic it is. The pH in our mouth is normally about 6.2 to 7, slightly more acidic than water. A pH of 5.2 to 5.5 or below can dissolve the hard enamel of our teeth. Phosphoric acid is in all soda and interferes with the use of calcium which can lead to osteoporosis. Phosphoric acid also neutralizes hydrochloric acid and so digestion cannot properly take place. Aspartame is another ingredient in sodas, particularly Diet Soda. Aspartame is a carcinogen and becomes wood alcohol also known as methanol. In large amounts Aspartame can make someone who drinks diet soda, constantly, feel depressed, fatigued, dehydrated, and/or hungry.

Banyan Tree Essay

Minimal advertising, still high level of brand awareness through company’s public relations and global marketing programs. Faced the challenge of translating and maintaining the success of a niche Asian hospitality brand into various market segments on a global scale ‘Innovative niche product that could also bridge the price gap in this market’ Building a resort comprising individual villas with locally inspired architectural design and positioned as a romantic and intimate escapade for guests; ‘Sanctuary for the senses’. Banyan Tree Gallery: ‘local culture and heritage and promoting cottage Crafts, retail outlet showcasing indigenous crafts, works closely with village cooperatives and not-for-profit craft marketing agents. Marketing: high-end travel magazines in key markets – public relations – global marketing programs (increase editorial coverage) – few key wholesalers in each targeted market – agents specializing in exlusive luxury holidays targeted at wealthy customers – membership in the Small Luxury Hotels and Leading Hotels of the World – GDS cose ‘BY’ (own global distribution system used by travel providers to process airline, hotel, car rental and other distribution partners around the world. Actively caring for the natural and human environment, revitalizing local communities, worked actively to preserve, protect, and promote the natural and human environments in which BYT resorts where located. Minimizing the impact on the environment Green Communities = planted trees, engage local communities, associates, guests to share the causes of climate change and actions that can reduce our collected carbon footprint. Green Imperative Fund to further support community-based and environmental initiatives in the regions where it has a presence. The company believed in building profitable resorts that would benefit the surrounding environment and contribute to local economies through the creation of employment and community development projects. Businesses with local farmers and traders by making it a point to purchase fresh produce from them. Community Relations Department was set up to develop and manage community outreach programs. Seedling: BTHR’s formalized program which aimed to help  young adults from local communities and motivate them and provide the means for completing their education to successfully enter the labor force as adults. Future: openening city hotels and angsana hotels in Dubai and London (angsana brand in response to the demand for hotel operators in Asia that were keen to introduce spa services in their hotel, it is more contemporary and affordable brand. Musem Shop by banyan tree: joint partnetship with Singapor’s national heritage board to showcase Asi’a rich and diverse cultural heritage through unique museum-inspired merchandise. Banyan Tree Holdings (Banyan Tree) is an investment holding company involved in managing and developing premium resorts, hotels and spas in the Asia Pacific. To date, the Banyan Tree Group manages and/or has ownership interests in close to 36 hotels and resorts, around 73 spas, 91 galleries  and 3 golf courses in 28 countries The company operates in Asia, Mexico and Morocco, New Zealand, Africa, Dubai, and the UK. Banyan Tree operates through three business segments: hotel investment, property sales, and fee-based. 1: The hotel investments segment relates to hotel and restaurant operations. The property sales segment comprises hotel residences, Laguna property sales and development project/site sales. Hotel residences business relates to the sale of hotel villas or suites which are part of hotel operations, to investors under a compulsory leaseback scheme. Laguna property sales business relates to the development and sale of properties which are standalone vacation homes in Laguna Phuket. Development project/site sales relates to pure development land sales or development land sales which are fully or partially developed with infrastructure. The fee-based segment comprises the management of hotels and resorts, the management of an asset-backed destination club, the management of private-equity funds, the management and operation of spas, the sales of merchandise, the provision of architectural and design services, the management and ownership of golf courses, and rental of retail outlets and offices. The company’s subsidiaries (dochterbedrijf) include Banyan Tree Spa Bangkok, Banyan Tree Spa Bintan, Banyan Tree Spa Ringha, Banyan Tree Spa Phuket, Banyan Tree Sanya, and Banyan Tree Macau, among others. Banyan Tree Holdings (Banyan Tree) is engaged in the management and development of premium resorts, hotels and spas. The company’s key services include the following. Hotel and restaurant operations Sale of hotel villas or suites – Development and sale of properties – Pure development land sales – Management of hotels and resorts – Management of an asset-backed destination club – Management of private-equity funds -Management and operation of spas – Architectural and design services – Management and ownership of golf courses – Rental of retail outlets and offices. The following companies are the major competitors of Banyan Tree Holdings Limited: Central Plaza Hotel Public Company Limited – Four Seasons Hotels Inc – Associated International Hotels Ltd In the past few years, such events risks as the Tohoku earthquake and tsunami, bird flu, floods and riots in Thailand have been hard on our industry, causing tourism as a whole to dry up in their wake. By comparison, economic recessions are part and parcel of the business cycle, which we are able to take in our stride and counter with a variety of measures. During the year, the world remained mired in the European sovereign debt crisis and American economic weakness. Although these conditions affected our arrivals primarily from Europe, we were able to capitalise on the flourishing Chinese market. At our four resorts in the Maldives, for example, the number of Chinese guests surpassed those from Europe. In our continuing efforts to rebalance the Group’s assets, we made the bargain purchase of Banyan Tree Seychelles which gave rise to a net gain. We also sold and leased back Angsana Velavaru in January 2013. The hybrid structure of this deal is a first for Banyan Tree, and we are pleased with how it allows us to rebalance our portfolio while still participating in the profits from the operations of Angsana Velavaru. 2012: with overall revenue growing 3% to S$338. 4 million. Due to improved results from our hotel investments and fee-based businesses, as well as a higher contribution from completed sales of property units. Group EBITDA was S$74. 5 million, up 51% on the back of higher revenue and a gain on the bargain purchase of Banyan Tree Seychelles. This in turn resulted in PATMI increasing by 856% (S$14.9 million), tempered by higher finance costs and income tax expenses. HOTEL INVESTMENTS Our hotel investments delivered a stronger performance in 2012, with Group-owned hotels posting total revenue of S$187. 7 million, up 15% from the previous year. This was due to the higher contribution from our Thai properties and the consolidation of revenue from Banyan Tree Seychelles from 2Q12 onwards. These gains were partially offset by lower revenue from our Maldives properties as Banyan Tree Vabbinfaru and Angsana Ihuru were temporarily closed for refurbishment. As a result of the increase in revenue, EBITDA for this segment grew by a healthy 69% to S$36. 6 million. PROPERTY SALES Revenue from property sales was S$42. 7 million. The 36% decrease was due to the sale of development sites in Lijiang, Yangshuo and Huangshan to our China Fund in 2011. Excluding those transactions, revenue and EBITDA from property sales saw growth of 43% and 74% respectively, thanks to a higher contribution from completed sales of property units. FEE-BASED Total revenue from our fee-based businesses registered growth of 9% to reach S$108. This was attributable to an increase in fees from hotel management and architectural and interior design and other services. Accordingly, EBITDA for our fee-based businesses grew by 23%. 2013 appears to be another challenging year for the global economy. We anticipate continued weakness in our European target markets. In Asia, which has been the world’s economic engine these past four years, growth is likely to moderate. Despite the cooling of China’s economy, the tourism market both inbound and outbound is expected to continue to grow. The Chinese government is aggressively promoting domestic tourism as part of its strategy to increase domestic consumption, thereby cushioning the slowdown in export manufacturing. Banyan Tree’s strong branding and rapidly expanding footprint in China will position us to take advantage of this trend. Our seven regional marketing offices in China will be invaluable in enabling us to tap the vast potential of this market and to enhance awareness of our hotels with key accounts in China. Our strategy going forward will include continuing with our asset rebalancing to unlock value and deploy capital to more promising markets. At the same time, we are exploring the possibility of extending the successful Fund model into other areas. In terms of growing particular segments, we will be focusing on increasing income from our fee-based and property sales businesses. We have built the fee-based segment to a point where it now has an impetus of its own. On the property sales front, we plan to move into selling more primary and serviced residences. Primary residences under the Banyan Tree brand, â€Å"We will also be going forward with the establishment of a third brand of residences to be wholly sold and managed by us. † Rather than compete with local property developers, we will leverage our branding and design skills to market to a niche audience in China. We will also be going forward with the establishment of a third brand of residences to be wholly sold and managed by us. Catering to an entirely new market of price-conscious buyers, these properties will be smaller in size yet deliver the quality and innovation that are hallmarks of Banyan Tree. Strongly associated with our brand is the concept of a triple bottom line. In our pursuit of economic, social and environmental success, we made major investments in resource conservation, training and benchmarking, greening and community efforts in 2012. Under the EarthCheck system of sustainability certification, we also planted in six-year a total to over 220,000 trees. Banyan Tree Hotels and Resorts offer an intimate retreat experience featuring its signature blend of romance, rejuvenation and exotic sensuality. Our philosophy is based on providing a place for rejuvenation of the body, mind and soul – a Sanctuary for the Senses. Placing special emphasis on providing guests with a sense of place, each Banyan Tree property is designed to fit into its natural surroundings, using indigenous materials as far as possible and reflecting the landscape and architecture of the destination. Pioneering  the tropical garden spa concept with Asian health and beauty remedies passed down from generations, Banyan Tree Spa was created as the signature experience in all Banyan Tree resorts, to complement the â€Å"Sanctuary for the Senses† wellness concept. With the emphasis on high service standards and consistency, therapists are professionally trained at Banyan Tree Spa Academies in Phuket, Thailand, and Lijiang, China. The Banyan Tree Gallery supports local communities by exhibiting and retailing indigenous handicrafts, which are also found in the resorts. A quintessential highlight of the Banyan Tree experience, Banyan Tree Gallery aspires to recreate the unique Banyan Tree experience with  its extensive selection of  Asian-style furnishings, Banyan Tree Spa collection, eco-friendly products, indigenous village handicrafts, ethnic apparel and accessories, and objects d’art. Banyan Tree Holdings Limited is a leading, international hospitality brand that manages and develops premium resorts, hotels and spas. Its innovative business model is based on seven business segments generating multiple income streams that is unique in itself within the hospitality industry. This formula of developing and managing complementary product offerings with in-house talent makes it difficult for competitors to duplicate with the same level of success. Banyan Tree’s vertically integrated business model comprises: Hotel investment– Banyan Tree owns and manages luxury hotels under its brands, as well as hotels that are managed by other world-class operators. Hotel management– Banyan Tree additionally manages properties under the Banyan Tree and Angsana brands for other owners. Canopy Marketing Group Pte Ltd – A company wholly owned by Banyan Tree Services, Canopy Marketing Group Pte Ltd provides high-level strategic insights on various global niche markets to drive top line performance of our diverse range of lifestyle products including hotels, resorts, spas, gallery, destination club and residential ownership. It has a full-suite of marketing capabilities specializing in the branding, marketing and promotion. Spa operations– Banyan Tree Spa pioneered the tropical garden spa concept, and has since grown to over 60 outlets worldwide. Gallery operations– The retail arm is consolidated under Banyan Tree Gallery, which comprises five brand segments located in over 70 stores worldwide. Hotel residences – Hotel inventory are primarily sold under the brand name Banyan Tree Residences. Property sales – Properties that are not part of hotel operations are sold by our subsidiary company, Laguna Resorts and Hotels, and its subsidiaries, in Laguna Phuket. Design and other services – Revenue from design services is earned by Architrave, Banyan Tree’s in-house architectural arm. Other service fees include income from operating golf clubs. Real Estate Hospitality Funds – Banyan Tree Capital was set upto tap private equity and other sources of investments in order to provide a cost efficient structure to fund the Group’s future developments. With about 8,000 associates of over 50 nationalities, the diversity of its workforce is a key feature of the Group and helps to inspire its international outlook. To address its talent development needs, Banyan Tree launched Banyan Tree Management Academy (BTMA) in 2008. This centralised training facility located in Phuket, Thailand will train future Banyan Tree leaders needed to sustain organisational effectiveness and to meet the demands of its rapid global growth. Part of Banyan Tree’s vision has always been to grow into a global business, with a portfolio of properties strategically placed around the world. The Group’s mission is inextricably intertwined with its commitment to corporate social responsibility and sustainable growth, as it continues to expand globally. The launch of Banyan Tree Residences, which allows investors to buy their own signature villa, townhouse or apartment in Banyan Tree resorts. Banyan Tree Private Collection was launched to cater to the growing niche for destination club membership 2005: Marking the group’s long awaited foray into China is Banyan Tree Ringha, in Yunnan. 2001: Banyan Tree established the Green Imperative Fund to formalise its corporate social responsibility efforts. The Banyan Tree Spa Academy was set up to provide training for new therapists as well as research new treatment recipes and techniques. Banyan Tree Capital is a real estate fund management company established by the Banyan Tree group, a renowned luxury hospitality company listed in Singapore, to focus on hospitality-based real estate investment. Banyan Tree Capital raises, develops and manages branded hospitality funds in key development markets of the Banyan Tree group. With a combination of fund management and asset development capabilities, Banyan Tree Capital leverages on the group’s expertise in premium hospitality real estate development and management to generate attractive investment returns for its investors. Banyan Tree Capital is headquartered in Singapore with offices in China and Vietnam. We have successfully achieved higher room rates than the existing market in locations such as Lijiang, the Maldives and Seychelles. We have also found that our iconic brands also help raise the value of the surrounding land. Our innovative city products combine all the iconic elements of our brand and differentiate developers within established, high cost city markets. We have the flexibility and capabilities to adapt our model to various locations so as to maximize returns for the developer As part of our strategy of enlarging our footprint in China, we will also be launching two more hotels in Shanghai and one in Tianjin, adding to our ever growing presence in various gateway cities. We are also employing our capabilities all across China, where large tracts of land are being developed into gated residences and luxury hotels offered to the Chinese elite. One of Banyan Tree’s prime concerns is its associates. We pride ourselves in providing high levels of service excellence and providing tailor made training and career development programmes for our employees. No stone is left unturned in regards to training and proper introduction before a Banyan Tree is put into operation. Trained to the basic standards of 5 star hotels. Employees were empowered to exercise creativity and sensitivity although the strict administrative rules of the management. Employees were taken to and from work in air-conditioned buses, access to various amenities (good-quality canteens, medical services, childcare facilities). Banyan Tree is one of the world’s biggest and well known spa operators. Our levels of quality and service are unparalleled and uncompromised. We are the only vertically integrated hospitality company with strong capabilities to tackle and anticipate the challenges of master planning and developing an integrated resort. We are able to take a property from inception to delivery with efficiencies that is entirely brand specific. Our  in-house design team, Architrave, and project services team are extremely involved in all phases of the development – master planning, designing, developing and coordinating, to ensure developers a timely delivery of their asset. Being experienced developers, we are able to ensure that efficiencies and economies of scale are maximized along with guest experiences. Bintan, the Maldives and Phuket where the Angsana resort is positioned next to a Banyan Tree resort with shared back of house facilities. This model has allowed us to lower costs without cannibalizing rates, thereby boosting returns for our developers.