The Brando Resort: A World-Class Sustainable Luxury Experience

Introduction to Brando Resort

The Brando is a world class resort which is located on the Tetiaroa Island. Tetiaroa Island was also known as a place of Tihitian royalty before Brando Marlon decided to make an investment. Brando is a unique resort for luxury as it appears beautiful in French Polynesia. In addition, it entails a dozen small islands which surround it. The main aim of Brando resort is to offer a carefree luxurious surrounding as well as a pristine nature. This resort features thirty-five villas which are found on the white sand beaches. The villas are frequented by manta rays, various exotic birds, and the sea turtles which makes it an attractive site. Brando’s resort design reflects the Polynesian culture and lifestyles.

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Brando Resort in the Dunphy’s Model

In reference to Dunphy’s model, Brando employs a situational model to facilitate change. In this case, Brando resort focuses on changing the sustainable practices and aligns them with the environmental factors to achieve maximum sustainability (Mears, 2014 p.313). For instance, Brando resort is designed in a way that it meets environmental requirements which leads it to be fully sustainable. For example, Brando is constructed using renewable sources of energy which do not entail fossil energy. Moreover, the resort acts as Tetiaroa Society where it is seen as a non-profit institution. In this case, it is a home for conservation, research, as well as other education-related activities that feature the Island’s ecology. The organizational structure of Brando resort features key values and processes which cannot be impacted by various situational variables which prevail. Based on the contingency model adopted in the Brando resort, it is clear that the managers are expected to exercise flexibility based on the strategic changes that take place. The leaders in the Brando resort seek on monitoring the environmental factors and leadership styles which can help the organization undergo the change process successfully (Hourçourigaray, Wary and Bitot, 2014 p.59). The changes in Brando resort are designed to occur on an incremental basis to arrive at a more sustainable position. Significantly, managers at Brando resort embrace the collaborative and consultative leadership styles to achieve transformational changes in the institution. The collaborative leadership style allows Brando to attract a large number of visitors as the employees portray togetherness (Al-Haddad and Kotnour, 2015 p.235). Also, this style of leadership is important to the future decisions made in the resort as well as to the future organizational changes (Perelli, 2014 p.45). The consultative leadership style guides Brando towards implementation of sustainable organizational changes as it focuses on the aim, mission, and vision of the resort. Finally, Brando resort campaigns for environmental preservation using Te Mana O Te Moana. This is a technique that focuses on protection of the marine wildlife such as the green sea turtle.

Sustainability through Dunphy’s Model

Brando experiences various strengths as well as weaknesses due to the implementation of sustainable practices. To start with the strengths, Brando resort is a unique example of an institution which employs sustainable technology. Brando launches its website ( which is a recent advancement where visitors can access information.  Through the website, peace, beauty, and tranquility of the island are uttered. Also, new paradigms are offered at Brando resort. For instance, senses of luxurious accommodation, as well as appointments offered, are incomparable (Dawson and Andriopoulos, 2014 p.21). There are prestigious dining, personalized services, and superb spa experiences which are tailored to meet the expectations of every guest. Brando’s goal is to be viewed as the first resort to adopt the LEED Platinum certification in the entire world. This goal is achievable due to the innovative technology, stunning environment, sustainable practices, cultural legacy, historical and scientific research done in the Brando resort. Brando’s vision is to establish strategies for Tetiaroa development which aims at facilitating protection to the natural beauty, cultural richness, as well as unbelievable biodiversity to allow guests to familiarize with the French Polynesian people. Significantly, Brando resort contains all the characteristics expected to ensure the visitors’ experience life-enriching and memorable experiences. The renewable sources of energy provide an exclusive environment for the guests as well as marine protection (Boniface, Cooper and Cooper, 2016 p.80). Moreover, Brando features thirty-five villas where guests can access luxurious shops, bar lounge, spa gym for fitness, orchard, organic garden, tennis court, boutiques, and other luxurious services.

On the other hand, the Brando resort experiences weaknesses such as conversion of expenses as it is expensive for every organization to undergo sustainability. Like in the case of renewable sources of energy, the resort will switch to the solar power creating the need to install solar panels. Also, Brando resort incurs additional costs for the products (Mann, 2014 p.100). This is because the resort requires eco-friendly products inclusive furniture and building materials which facilitates a sustainable environment (Mayer,2008 p.278). For that reason, the guests acquire services at higher prices. At some point, Brando may lack support from other spa institutions due to the technological advancements which supersede other institutions (Joseph, 2012 p.67). In addition, Brando resort may go paperless due to reduced paperwork as it focuses on employing environmentally friendly practices for a sustainable environment. Finally, adopting sustainable practices is not worthwhile as consumers may shy away. This is because they may be required to part with a large amount of money. In such a case, the revenue of the resort decreases in the long-run. However, the strengths of Brando resort may outdo the weaknesses if some issues are addressed.

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Strengths and Weaknesses of Sustainable Practices at Brando

Currently, Brando resort embraces a business strategy of acquiring a technological improvement which can lead to market domination as well as the productivity of the resort. Brando invests a large amount of capital to develop the technology as well as retain employees. Also, Brando employs a product differentiation business strategy which helps it stand out from other competitors. However, Brando needs to employ pricing strategies that attract and maintains the customers. For instance, Brando may opt to maintain low prices to attract customers, or, price the products and services beyond the affordability of ordinary consumers. This strategy will help to create aspirational values among consumers. In addition, Brando resort should focus on cornering a new market by buying the competitor institutions. This business strategy will help Brando resort merge with other organizations and it can bet for its future improvement. The two business strategies will help Brando resort minimize conversion of expenses, gain support from other institutions, as well as encourage customers to visit the resort (Klettner, Clarkeand Boersma, 2014 p.145). Moreover, Brando can use the technological advancements to overcome the weaknesses. For instance, the website launched will provide people with relevant information based on the amenities and services provided. Guests will be able to make sound decisions on what they need and if the services meet their expectations.


To conclude, Brando is a unique resort which contains all features which can facilitate life-enriching experiences as well as memorable moments for the visitors. Brando resort has employed significantly sustainable practices that pave a way for the future development. In the review of the Dunphy’s model, it is clear that Brando can easily leverage its strengths to overcome the weaknesses that prevail.

Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), pp.234-262.

Boniface, B., Cooper, R. and Cooper, C., 2016. Worldwide destinations: The geography of travel and tourism. Routledge.

Dawson, P. and Andriopoulos, C., 2014. Managing change, creativity and innovation. Sage.

Hourçourigaray, J., Wary, D. and Bitot, S., 2014. Renewable Energy in the Pacific Islands: An overview and exemplary projects.

Joseph, C., 2012. The Disadvantages of Going Green for a Corporation. Small Business.

Klettner, A., Clarke, T. and Boersma, M., 2014. The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy. Journal of Business Ethics, 122(1), pp.145-165.

Mann, M., 2014. The community tourism guide: Exciting holidays for responsible travellers. Routledge.

Mayer, A.L., 2008. Strengths and weaknesses of common sustainability indices for multidimensional systems. Environment international, 34(2), pp.277-291.

Mears, D.T.B., 2014. Renewable Energy in French Polynesia: From Unpredictable to Energy Independence?. Green Power: Perspectives on Sustainable Electricity Generation, p.313.

Perelli, C., 2014. Trouble in paradise: experts’ opinions on the current touristic situation in French Polynesia (Doctoral dissertation, Auckland University of Technology).