Club Med wasn’t alone in using down time during the pandemic to assess its strategy as an international travel and tourism company. Other companies in the sector were also hard at work shoring up defences and planning recovery, even as pandemic revenues plummeted.

New horizons

In 2020, the Paris-founded, now Chinese owned company, received a €260 million (US$285m) loan, provided largely by the French government, with support (€80m) from owners Fosun Tourism Group. The loan gave Club Med the impetus to accelerate its recovery with a raft of development and marketing initiatives.

The rebound arrived quickly, Club Med’s results in the past year and first half of this year hastened the process of the loan repayment and drove significant decisions to pursue development of new resorts and key digital projects.

New developments have been spread across continents: New resorts opened in 2021 in the Seychelles, France, China, Canada and Spain. Another four resorts in France, (two) China and Japan opened in 2022.

Club Med Kiroro Grand opens this month in Hokkaido, Japan, and Club Med Borneo in 2025.

A new identity

Rachael Harding: “For more than 60 years, responsibility and sustainability has been part of the Club Med DNA.”

“Club Med's adaptability and nimble responses, coupled with our steadfast adherence to key brand pillars and commitment to expansion, have fortified our position and resilience globally, and especially within Asia-Pacific,” says Rachael Harding, Club Med chief executive, East, South Asia, Pacific.

Harding said Club Med “recognised the necessity” for a revitalisation of its brand not only in Asia Pacific but internationally with the recent unveiling of the new brand campaign, 'That's l'Esprit Libre.'

“This comprehensive initiative was designed to breathe new life into the premium holiday lifestyle brand and introduce a new visual identity to keep our brand fresh and engaging, captivating both new and returning guests,” Harding added.

The campaign aims to establish 'l'Esprit Libre' (the free spirit) as a way of life, harking back to Club Med's founding principles over 73 years ago.

“Concrete steps were also taken to align our properties with the vision of providing liberating and authentic experiences. Renovations were carried out to enhance guest experience. For example, Club Med Phuket in Thailand underwent renovations to offer guests a refreshed and rejuvenated environment,” Harding noted.

Sustainability focus

Club Med has recently turned its attention to Indonesia where at least five resorts are planned.

Kota Kinabalu will welcome Club Med’s first large-scale sustainably-built BREEAM-certified beach resort in Asia Pacific.

“Being newbuilds, these resorts present a unique opportunity for us to create resorts that align with our commitment to sustainability. For more than 60 years, responsibility and sustainability has been part of the Club Med DNA,” Harding said.

“’Happy to Care’ is one of our key strategic pillars, aimed to take care of the environment and communities, with the implementation of numerous measures in favour of responsible tourism.

“We aim to create spaces where guests can connect with nature, rejuvenate, and enjoy a sense of freedom, all while leaving a minimal environmental footprint.”

“Club Med's ‘Happy to Care’ policy constitutes another key pillar of our strategy, building upon the deep-rooted commitment to caring for both people and the environment. The integration of ‘Happy To Care’ as a strategic pillar has not only allowed Club Med to strengthen what the brand has done for over 60 years, but to also innovate during the pandemic.

“It underscored our efforts to prioritise the well-being of guests and team members, while conscientiously developing and implementing environmentally conscious practices.”