problem Giscard d’Estaing is currently repositioning Club Med as an ‘upscale‚ friendly and multicultural’ tour operator. Having spent around EUR 1bn since 2004‚ this strategic turnaround had revived customers’ satisfaction toward Club Med’s tour experience. Unfortunately‚ revenue performance is still poor. Estaing is in need of a concrete strategy to increase Club Med’s revenue by 5 times by 2020 from 2010. The formation of the strategy is driven by Club Med’s 1) Strength - Strong and established brand
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Case 4: CLUB MED by Nakij Sonprasert Club Med: Going Upscale • • • • Club Mediterraneanee (Club Med)‚ French corporation‚ founded in 1950 A corporation in the all-inclusive resort market‚ manages over 100 resort villages in Mediterranean‚ snow‚ inland and tropical island located in over 40 countries. Club Med also operates tours and 2 cruise liners o Club Med1: the Caribbean‚ Mediterranean o Club Med2: the Pacific Club Med’s clients is about one-third French with the rest being mainly from North
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Toni & Guy is a global hairdressing and training business founded in London‚ England in 1963 by brothers Giuseppe (Toni) and Gaetano (Guy) Mascolo. They were later joined by younger brothers Bruno and Anthony Mascolo. There are more than 400 salons in the organization and it has won 55 British Hairdressing Awards in 13 categories including British Hairdresser of the Year three times‚ Best British Artistic Team a record eleven times‚ Newcomer and Southern Hairdresser seven times each‚ London Hairdresser
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Club Med (A) HBS Case- Strategic Audit in 1986 Club med provides cheap all inclusive and social holidays for costumers. These holidays are cheaper than what the customer could replicate by himself. The accommodations are simple‚ but localised in attractive holidays places. Everything is organised in order for the consumer not to spend any money outside the «club med village ». - Financial aspects: It is the 9th largest hotel company in the world. The stock was favorite on several Wall street
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MRP starts with customer orders and forecast demand (see p. 439). Analyse how your case company gets data about (potential) future orders‚ and indicate which of the two sources above is more important. The “Early Booking” Bonus In recent years‚ Club Med has practiced a deliberate policy of “early booking”‚ an incentive well-received by customers which was stepped up in 2008. On the strength to this approach‚ bookings for winter 2009‚ like those for summer 2008‚ got off to a fast start initially
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Club Méditerranée Club Méditerranée or Club Med‚ is an originally French corporation of vacation resorts found in more than 80 countries of the world. Its resorts do their job under the Valtur‚ Club Med‚ Club Med Affaires (developed for business travellers)‚ and Club Aquarius. At the same time it operates two cruise liners: Club Med 1 sails the Pacific and Club Med 2 - Mediterranee and Caribbean’s clients. Club Med’s history begins from 1930x‚ when
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Is GO turnover really a problem at Club Med? What are the causes of turnover at Club Med? How does the international factor play into Club Med’s issues? Club Med is experiencing considerable turnover rates with GOs. This turnover can be either good or bad depending on the type of employee that is involved. Turnover is advantageous if the employee that quits or is terminated is not adding value to the company. This would be functional turnover. The organization should try to stop dysfunctional
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Is GO turnover really a problem at Club Med? What are the pros and cons of high turnover? The main problems that the American HR department faces are: finding the right people to become GO’s and employee job satisfaction. Therefore‚ finding the right people will radically reduce turnover costs. There are numerous potential causes for GO’s turnover. We can find broader causes (e.g. economic conditions‚ labor market conditions) that affect general turnover rates and that are difficult to manage
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Case: Cultural Turnaround at Club Med Questions 1. Analyse Club Med’s culture before 2000. 2. Explain the reasons for Club Med’s success between the 1950s and the 1990s. 3. How do you explain Club Med’s difficulties in the early 1990s? 4. Why did Bourguignon’s plan fail? Do you think that Giscard d’Estaing’s plan will be more successful? This case example enables students to explore the impact of culture and history on an organisation’s strategy. 1. Club Med’s cultural web before 2000 should
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EXPOLORING STRATEGY TUTORIAL SESSION Case 2 Global Forces and the European Brewing Industry PESTEL Analysis - Political actions against over-consumption restrictions by government (prohibition‚ taxes..) - Economical cost reduction rise of off-trade because of sales/discounts in supermarkets rise prices of packaging economy crisis - Social health and fitness customers drink more wine then before beers demand - Technology innovation in beer
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