Club Mediterranean was at the helm of creating one of the first holiday packages that was "all inclusive" and offered people to live at their own pace in heavenly places. For the last 50 years, it was the leader and a benchmark in this market. This structure, established in 1950, had been accorded corporate status and became a limited company in 1957, after the arrival of Gilbert Trigano in 1954.
Today, the stakes for the group is to differentiate itself from competitors by recalling the values that cemented the success of the brand "Club Med". Its outstanding features are its multicultural stance and pioneering spirit, sense of freedom, and responsibility. Each of these values will be at the heart of all the actions to create the upscale Club Med that is friendly and multicultural. It is believed to have been built with the strength, belief, and passion.
To transform the holiday villages company into a service company, three main strategies have been implemented:
- Improving and strengthening the core business: the villages activity
- The development of ancillary activities such as cruises
- Deployment of the Club Med brand and organization of trips to take advantage of the consolidation trend of tourism in Europe.
The French constitute the largest number of customers, but the customer base is largely international. Strengthening of international development was carried out in relation to the identification of strategic countries.
The external growth:With regard to external growth, we can list such elements as the acquisition of know-how, market share and building partnerships. Club Med has relied primarily on the agreements.
June 2004: Accor acquires stake in Club Mediterranean. This has been a great asset to the strategy of upgrading and development of Club Med.
As of April 6, 2006, the Company owns 264,265 shares or 1.36%.
May 2006 Club Med / Jet Tours and Air France renew their global strategic alliance on the occasion of the inauguration of the village of Buccaneer's Creek in Martinique. Air France is now the largest scheduled carrier of Club Med and Jet Tours in France. Club Med is the group's largest trading partner of the entertainment company.
Under the agreement, the two groups show their will to expand their strategic relationship. Customers of Jet Tours and Club Med will also benefit from the technological developments of Air France. Through this agreement, the group Club Med, the leader in its field of activity and Air France, a major global air transport company, indicate a willingness to strengthen over time, cooperation and coordination of projects to benefit their clients.
June 2006: Icade and Club Med reach agreements on real estate development. Icade holds 4% of Club Med. The agreement includes a partnership between the two companies for the promotion and marketing of a concept of luxury villas, located close to the villages of the Club. Under the agreement, Icade became owner of several villages.
Tags: Club Med, Gilbert Trigano, tourism industries
[...] └ ► Companies of non-scheduled flights also have a strong power because their services meet a real need for Club Med. • Travel Agency: Low bargaining power because Club Med has its own distribution network with their agencies and their websites • Communication Agency: Strong bargaining power with Club Med, but the competition is important among the various actors. Downstream: • Stakeholders and service providers have a strong bargaining power as the Club Med can offer a wide range of activities without their services. Bargaining power of customers: It is relatively important. [...]
[...] patterns are now • Withdrawal on more open: consumers domestic demand. are mixing their purchases between tourism packages and "à la carte" products. Consumption Specialists and Development potential potential luxury have the wind is on more in their sails; the specialized niches "mid-range" is no driven by price, longer the most proximity, or service promising niche. and content. Environments Economic • There has been a The tourism sector decrease of working is mainly and therefore changes in GDP, but people have more also by purchasing free time. [...]
[...] ) and organize human resources in the event of an attack. It is a crisis team to be mobilized within hours. These "anti-crisis GO" (about 2000) that meet very specific profiles (Head of clubs, logistics . ) will be trained in psychology among other skills. On the other hand, a charter for staff has been created with many recommendations such as a new distance, carefully recorded against customers (total break with the "forced togetherness"). Thus, the support function HR (particularly training) of the value chain is directly involved in satisfying this desire to differentiate themselves from the competition by quality staff. [...]
[...] The final implementation of the new business model of Club Med should be realized by the end of 2008. The group then evolved on a high-end market estimated at 39 million potential customers in Europe and the United States. Internal Organization Club Med is divided into two parts, the governing body and board of directors The governing body is composed of five departments: - General Management Committee, with Henry Giscard d'Estaing as President / CEO and several executive committees: - Corporate Executive Committee - Europe Executive Committee - Executive Committee Asia - America Executive Committee 7.2 The Board of Directors consists of 3 committees (comprising 12 members, including seven independent): - Strategic Committee - Audit Committee - Remuneration Committee The term of office of directors is three years and is renewable. [...]
[...] The quality of service has a direct impact on the major and final satisfaction of the customer. They are also a resource difficult to imitate (By competitors) and a vector of brand differentiation for "Club Med". Finally, they are certainly not substitutable (For other types of resources). This will require the special service companies to be contacted, whereas it is very difficult, if not impossible, to imagine any automation in this area. For all these reasons, the GO is a much more important competitive source for the company. [...]
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