Case Study, Cultural Turnaround at Club Med Essay

Case Study, Cultural Turnaround at fellowship Med - Essay ExampleSooner, it was able to achieve a appreciable ontogenesis in the competitive tourism business industry. During the year 2000, the company was highly focused on developing its brand image due to the gravelly competition prevailing in the global hospitality industry (John Wiley & Sons, Inc., n.d.). Before the year 2000, the business performance of the organisation has been recognised to achieve substantial growth due to its wide range of tourist villages along with targeting potential clients through its exceptional business strategies. The strategy of maintaining festive atmosphere during all the seasons and maintaining adequate nicety within the organisation has been widely accepted, which enabled Club med to attain a competitive advantage in the rapidly flourishing tourism industry (Sheth & et. al., 2010). The strategic transfer along with emphasising on building blood has signifi gagetly facilitated the company to accomplish its desired business goals. In this context, Gracious Organisers (GO) responsible for maintaining effective relationship with clients has been determine to play a crucial role by maintaining festive culture throughout all the seasons within the tourist villages. Moreover, the integration of different events for targeting the youths such as cultural shows, sports along with village dances have significantly helped the organisation to obtain a wide attention of the global clients. In addition, the continuance of cooperative relationship between the employees along with their families has also been proven to play a major(ip) role for Club Med to maintain its organisational culture (Verdure, 1993). Major F puzzle outors for Club Meds advantage between the Year 1950s to 1990s With reference to the case scenario, a set of key success factors can be identified that led Club Med to play a dominant role in all-inclusive resort industry during the historic period 1950s to 19 90s. In this regard, few of the key success factors during those years have been briefly highlighted in the following discussion. Value Creation Strategy The strategy of increasing value of different tourism activities performed by Club Med can be considered as one of the major successive factors that led to provide adequate support to the organisation between the years 1950s to 1990s. With regard to the major functional attributes in the value proposition of Club Med, it has been widely accepted that transportation, food, accommodation along with sports and entertainment events are the four major pillar of the companys value creation strategy. Innovation The continuous innovation across the major key factors for the global tourists can also be considered to play as essential role in increasing value of its range of tourism services. Moreover, the innovative strategy of integrating exceptional tourism products and/services have act as a shield for the organisation against various po tential threats from the global tour operators along with hotel chains within the period of 1950s to 1990s. Few of the infrequent innovative business operations analogous to Club Med during these periods have been demonstrated in the following table. Source (Marom & et. al., 2003). Organisational Culture With regard to the