We have here are some recent ads (2007). This campain was signed by the famous advertising agency “Publicis EtNous”. These ads were made in order to be distributed in magazines, newspapers (press) and on Internet. To my mind, I think that they are like too simple and not very original 
What do you think?
Here are ads published in 2004 in a lot of magazines in French-speaking countries. You can see on the right, the logo (the trident) and the former slogan (il reste tant de monde à découvrir). Nevertheless, what I want you to notice is that there is a woman’s face hiden in the see. Can you find it? I am sure because it is very easy! Indeed, the Club Med uses a lot of illusions in their ads. There are the most of the time various faces hiden in the snow or in the see. I think that it is original and funny.
As the Club Med slogan is concerned, you have to know that it has changed several times. Here, you can find some famous slogans you might have seen on TV or magazines:
-Club Med: Il reste tant de monde à découvrir
-Club Med : Tous les bonheurs du monde
-Club Med: It is not where you go, It is who you meet (English speaking countries)
What would be a mark, a company or a brand without its logo! Indeed, we all know that every brand, company (or product in some cases) have a logo! This is part of their Marketing strategy. Why a logo? Simply because it helps (forces…) the customer to remember the brand and its values, its image in every situations. For example, when you will see the same logo several times, you will remember the brand easily and you will associate unconsciously the image to the concerned product.
So now let’s talk about the Club Med’s logo! I am sure that most of you have seen it several times on posters, TV ads, booklets… It is a blue trident (as you can see on the picture). Why a trident? Because it is the symbol of Neptune, who is the god of seas and oceans in the Greek mythology. Indeed, we know that the Club has a lot of villages in heavenly locations such as in the Indian Ocean (Australia) etc… So the blue trident makes us remember that point.
Hello!
This week, I found an article on the Web. I found it very interesting because it resumes all that I said on my last posts. In order words, we have here a precise description of the new Club Med’s marketing strategy. They are explaining why they have changed their strategy, how, when etc… You have all the information you need to know. It was published in 2002, so just after their changes, on the ATME website (the Association of Travel Marketing Executives). It is quite long…Good Reading 
Club Med
Club Med is France’s largest travel and tourism company, founded in 1950. It was the first company to offer all-inclusive vacation packages, which have become the fastest growing segment within the tourism sector. By year 2000, Club Med’s competition had become intense, and Club Med needed to refresh its image.
Club Med’s concept had become outdated, even though it had more than 100 resort villages in some of the most gorgeous locations in the world, visited by 1.5 million guests each year, explained John Vanderslice (left) President & CEO of Club Med America, a division of Club Méditerannée, at the ATME annual
conference in Baltimore this past May.
Club Med, as a brand had a high recognition level, but its positioning
lacked clarity, Vanderslice said. “The pricing was perceived as too
expensive, and building loyalty and winning new customers had become much
harder.”
Club Med needed to renovate many of its villages, revamp its information
systems, and deal with other financial, management and legal issues, he said.
“In short, we had to change everything, but …. keep everything the same.”
In 1997, Club Mediterannée named a new chairman of its board, Philippe
Bourguignon, and assembled a new management team, which included Vanderslice.
First, the company conducted a brand analysis to determine what originally
had made Club Med so successful, then developed a plan that would strengthen its core values and essential qualities that set it apart from competition.
The company coined a new slogan, “Do it now, do it fast, and do everything at
the same time,” Vanderslice said.
“The new Club Med team hit the ground running, rethinking our product,
regaining price competitiveness, improving sales, and re-engineering many of
our operations,” Vanderslice recalled.
To strengthen and reposition the brand, Club Med decided to:
o Renovate villages, spending more than $150 million just in North America.
o Increase spending on marketing, and focus on new media, especially online.
o Simplify Club Med’s price structure by offering fewer price levels and
reducing the number of promotions.
o Extend product offerings by upgrading shows and introducing new
activities, which included wall climbing, roller blading and circus arts.
o Reorganize operations, and move Club Med’s headquarters from New York to
Florida.
By late 2000, Club Med’s strategic reposition was in place. It had a
strong financial structure, new management, and a new culture. By 2001,
revenues were up, its operating profit was higher, it had more guests, and
morale was terrific, Vanderslice said. Club Med was ready to launch its
major campaign in New York, “Wanna Play,” on September 15, then the tragic
events of September 11 happened.
Club Med postponed the launch and wondered if its concept was out of sync
with the new reality. The “Wanna Play” concept had been planned as the theme to drive all other Club Med marketing programs. “Wanna Play” would encourage adults to add more pleasure to their lives, and involve their children in Club Med’s kids program.
“But most importantly, it was light-hearted and clear message to customers that Club Med cared about relationships,” Vanderslice explained.
After President George W. Bush and New York City Mayor Rudy Guiliani
initiated the first baseball game of the World Series less than two weeks
later, Club Med decided the time was right to launch “Wanna Play.”
“In difficult times, it’s more important than ever to identify and
strengthen your core values,” Vanderslice noteed. “Short-term results should
not preclude long-term brand building.”
To maintain the success of its rebranding, Club Med follows five principles.
(1) Successful branding efforts focus on building relationships.
That is why branding goes beyond advertising, which is a monologue. Branding
is a dialogue.
(2) Successful brands seize extraordinary opportunities created by social
and economic change.
(3) Successful branding efforts allow both personalization and economies of
scale.
(4) Brands, by their definition, are differentiated. They express attitude,
they tell stories, they resonate with consumers.
(5) To be personal, branding cannot be the same everywhere.
Club Med, which has 120 villages in 40 countries and five continents, is
pursuing a rebranding strategy that is geographically diversified,
Vanderslice said. Club Med uses the phrase, “global but local.” Because
branding is about relationship building, the role of the culture is huge.
The same service or product may have different benefits to customers who live
in different cultures.
Vanderslice summarized Club Med’s rebranding philosophy in two words,
“roots and links.” The company is rooted in its original concept, which are
the core values of freedom, creativity and spontaneity. Club Med also
supports strong links between its villages’ and their guests, which ensure
flexible responses to each guest experience and satisfaction.
Hello everybody! Here is my second post in which I would like to talk about the radical changes in the marketing strategy of the Club Med.
There is one important thing that you have to know : Before 2004 (which is quite recent), the Club Med was seen as a sort of ”popular” Club destinated to people like rednecks (beauf in French). Indeed, the club was nearly accessible for everybody and every budgets. Its image wasn’t very respectable. Their main target was the average citizen.
That is why , before 2004, the club’s benefits were not very high (we could say bad). This is due to several things: the Club Med’s targets which were people who used to have average wages, the 11th of September which has provocated a significant decrease in the Tourism activity, the ”popular” Club Med’s image…
After that, in 2002, Henri Giscard D’estaing (yes, the son of the former president of France) became the new chairman of the company. Since 2002, he is trying to change the image of the Club and of course…its marketing strategy. Now, the club has only ONE main goal: LUXURY! He wants to attract a new category of people in its villages: executives, entrepreuneurs, business men etc… That is to say people who have a lot of money (and not a lot of time) and who are ready to spend a lot of money in luxuary holidays!
We can see this changes simply in their ads. Indeed, we can see the a big difference between old advertisements and new advertisements. But you will see that in a next post…
Hello eveybody!!!
First, I would like to say Welcome to my blog about the Club Med and especially about its Marketing strategy! First, I am going to introduce myself rapidly…
I am 21 years old and I am living and studying in Le Havre, which is a city situaded in the North of France. As you can see, I have decided to create a blog about the Marketing strategy of the Club Med, known also as the”Club mediterranée”.
For those who don’t know The Club Med, I will make a little description of it. It is a french company created in 1950 specialized in the tourism industry. They have a lot of villages situated for most of them in exotic locations.
Why have I chosen to talk about the Club Med?
First, I think that it can be interesting for you to discover its new Marketing strategy (which have changed since several years).
Then, I am maybe interested in doing my last year of study in Deauville, where there is a master in English called “Tourism and Leisure Management” specialized in the management in the tourism industry. I would like to work in the Marketing sector in a company such as the Club Med or the ACCOR group. That is why I have chosen to create this blog.
