Etude de cas: le Club Méditerranée

Étude de cas Entreprises & gestion Stratégie

Date de publication :

04/06/2002

Langue :

Anglais

Format :

.doc

Nombre de pages :

9 pages

Niveau :

expert

Consulté :

99 fois

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non évalué

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Sommaire :

Sommaire

Competitive advantage strategies employed by Club Med over the past ten years
1. New Product Development
2. Franchising
3. Customer Relationship Marketing
4. Mergers and Acquisitions
5. Service Quality Enhancement
6. International expansion
7. Better value for money
8. Costs reduction
9. Strategic alliances
Reasons why Club Med chose to pursue these strategies
1. Too high prices compared to the value perceived by customers
2. An ageing clientele
3. An outdated concept
4. A declining turnover
5. Net losses
Strategies Club Med might adopt at the beginning of the new Millenium
1. Focusing on its core business
2. Emphasizing corporate values
3. Developing on-line sales
4. Adopting a vigorous external growth strategy
5. Concluding strategic alliances with foreign Tour Operators

Résumé :

In 1950, Gérard Blitz established the first club Med village in Mallorca (Spain). In 1959, Gilbert Trigano became CEO of Société des Villages de Vacances, and in 1963, he became CEO of club Med. For thirty years, he kept creating new "villages", those heavenly enclaves, surrounded by exotic landscapes, where money had been replaced by necklace pearls. In the 1970's and 1980's, the company grew very rapidly. But, at the beginning of the 1990's, club Med all the more suffered from the economic crisis as many of its villages had become quite outdated and needed refurbishing. In 1993, Gilbert Trigano nominated his son, Serge, to replace him as the CEO of the club. But three years later, Serge Trigano, who was being held responsible for the losses of the Company, was evicted by shareholders. Since 1997, it is a former Euro Disney manager, Philippe Bourguignon, who has been in charge of club Med's fate.