  {"id":11305,"date":"2016-11-04T12:26:36","date_gmt":"2016-11-04T16:26:36","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/club-med-from-noneconomical-tourism-to-ecological-tourism\/"},"modified":"2016-11-04T12:36:17","modified_gmt":"2016-11-04T16:36:17","slug":"club-med-from-noneconomical-tourism-to-ecological-tourism","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/club-med-from-noneconomical-tourism-to-ecological-tourism\/","title":{"rendered":"\u201cClub Med\u201d: from (non)economical tourism to eco(logical)-tourism"},"content":{"rendered":"<p>As stated by Xavier Mufraggi, President and CEO, \u201c<em>Club Med\u2019s all-inclusive getaways give you the freedom and peace-of-mind to share unforgettable experiences with those you love<\/em>\u201d. (Exhibit 1)\u00a0So imagine what would happen if a hurricane, a storm or a tsunami happened\u2026<\/p>\n<p><em>Exhibit 1<\/em><\/p>\n<p><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM3.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-11291\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM3-300x131.jpg\" alt=\"cm3\" width=\"300\" height=\"131\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM3-300x131.jpg 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM3-600x261.jpg 600w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM3.jpg 652w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><\/p>\n<p>Indeed, <strong>climate change consequences can jeopardize the company\u2019s operating model<\/strong> in different ways. First, climate change will provoke <strong>greater weather volatility<\/strong> and increased frequency of <strong>extreme weather events<\/strong> that could threaten infrastructure and customers\u2019 safety (Exhibit 2). In addition to that, <strong>air travel costs<\/strong> will increase (e.g., carbon tax, increased price for fuel), leading altogether to <strong>decreased <\/strong><strong>attractivity of touristic destinations<\/strong>. In the long run, the company may also be<strong> criticized<\/strong> because climate change will have negatively impacted water and food resources, reduced biodiversity and changed the landscape.<\/p>\n<p>Exhibit 2<\/p>\n<p><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM2.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-11292\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM2-300x225.jpg\" alt=\"cm2\" width=\"300\" height=\"225\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM2-300x225.jpg 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM2-600x450.jpg 600w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/CM2.jpg 612w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><\/p>\n<p>With its dual positioning as <strong>a summer and winter destination<\/strong>, \u201cClub Med\u201d is <strong>all the more<\/strong> exposed to these threats. Indeed, its coastal and island destinations will face an increased vulnerability to rising sea level, hurricanes, flooding, water shortages and erosion. Its winter destinations will be characterized by reduced snow cover and shorter cold.<\/p>\n<p>In order to face such challenges, \u201cClub Med\u201d could implement two series of solutions &#8211; <strong>curative and preventive<\/strong>. Curative solutions could include the construction of resorts higher above sea level, storing food for emergencies, implementing disaster training or a &#8220;four-seasons&#8221; approach for mountain-based locations.<\/p>\n<p>Interestingly enough, \u201cClub Med\u201d seems to currently <strong>prioritize preventive solutions<\/strong>. Not only has the company taken a series of symbolic actions to show its commitment to the fight against climate change<a href=\"#_ftn1\" name=\"_ftnref1\">[1]<\/a>, but the management team has also launched a <strong>global strategy to fight global warming<\/strong>. Indeed, according to Agn\u00e8s Weil<a href=\"#_ftn2\" name=\"_ftnref2\">[2]<\/a>, Chief Sustainability Officer at Club Med in 2013, the strategy has three core components:<\/p>\n<ul>\n<li>Reduction of carbon intensity linked to the energetic use of buildings\/villages<\/li>\n<li>Efficient use of energetic resources with high-performing equipment and well-trained teams<\/li>\n<li>Gradual move to less carbon-intensive energy<\/li>\n<\/ul>\n<p>Beyond those principles \u2013 that a lot of companies are legally obliged to follow &#8211; \u201cClub Med\u201d also designed a more granular strategy aiming at reducing its environmental footprint<a href=\"#_ftn3\" name=\"_ftnref3\">[3]<\/a> (Exhibit 3). Such strategy is designed across three pillars:<\/p>\n<ul>\n<li><strong>\u201cVillage construction\u201d \/ \u201cClub Med\u201d as a pioneer of sustainable construction<\/strong>, including promotion of eco-certification, construction and \u201cgreeninnovation\u201d<\/li>\n<li><strong>Village operations \/ \u201cClub Med\u201d as a leader in environmental management<\/strong>, including operational bio-certification, protection of biodiversity and sustainability in resources utilization<\/li>\n<li><strong>Outreach to customers, suppliers and GO\/GE<\/strong>, including development of eco-nature villages, stakeholders\u2019 management and promotion of healthier\/more sustainable food<\/li>\n<\/ul>\n<p><em>Exhibit 3<\/em><\/p>\n<p><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm7.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-11296\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm7-300x159.png\" alt=\"cm7\" width=\"300\" height=\"159\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm7-300x159.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm7-768x407.png 768w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm7-600x318.png 600w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm7.png 907w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><\/p>\n<p>So far, the success of Club Med\u2019s strategy seems to be <strong>relative<\/strong>. One the one hand, successes have been achieved. For instance, the Green Globe certification process launched in 2010 was continued in 2015 and to led to 73% of all villages being eco-certified (Exhibit 4).<\/p>\n<p>Exhibit 4<\/p>\n<p><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm9.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-11298\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm9-287x300.png\" alt=\"cm9\" width=\"287\" height=\"300\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm9-287x300.png 287w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2016\/11\/cm9.png 359w\" sizes=\"auto, (max-width: 287px) 100vw, 287px\" \/><\/a><\/p>\n<p>On the other hand, carbon intensity linked to the energy use of buildings is still relatively high. Indeed, at constant scope, over the 2010-2015 period, the change in intensity is ~ 5% per THD, especially due to the increase in consumption of fossil fuels in Asia. In addition to that, the proportion of renewable energy is only 14% of the total of electricity consumed.<\/p>\n<p>Compared to one of its peers \u2013 Accor, <strong>environment efforts are aligned<\/strong>. Indeed, Accor has identified \u201ccommitments for 2020\u201d in its \u201cPlanet21\u201d strategy<a href=\"#_ftn4\" name=\"_ftnref4\">[4]<\/a>: 100% of renovated or new hotels to be low-carbon buildings, -5% of energy consumption per room and of water consumption per night by 2018 and &#8211; 65% of waste.<\/p>\n<p>Going forward, I think that \u201cClub Med\u201d should <strong>radically change its high-end positioning to transition to ecotourism<\/strong><a href=\"#_ftn5\" name=\"_ftnref5\">[5]<\/a>. I think that the strategy that has already been implemented in the company enables \u201cClub Med\u201d to obtain the ecotourism certification in a lot of countries.<\/p>\n<p>Having authentic ecotourism would not be too far from the original <strong>value proposition<\/strong> of Club Med\u2019s \u201cVillages\u201d and we could easily imagine \u201cClub Med\u201d create its high-end version of other recent examples: \u201cPorino Ecotourism Ltd\u201d \u2013 a safari company working with local Masai communities, which only uses renewable energy or even \u201cRainforest Expeditions\u201d &#8211; a Peruvian Ecotourism company which started offering \u201csustainable experiences\u201d in \u201cAmazonas Villas\u201d.<\/p>\n<p>(798 words)<\/p>\n<p><a href=\"#_ftnref1\" name=\"_ftn1\"><\/a><\/p>\n<p><a href=\"#_ftnref1\" name=\"_ftn1\">[1]<\/a> Support in the adoption of a new international climate agreement formed under COP21, Signing member of the &#8220;Paris Pledge for Climate&#8221;, Participation to the Carbon Disclosure Project (CDP) questionnaire since 2006 and increased rating from 70 C (2013) to 98 B (2015)<\/p>\n<p><a href=\"#_ftnref2\" name=\"_ftn2\">[2]<\/a> <a href=\"http:\/\/www.lechotouristique.com\/article\/club-med-le-changement-climatique-a-un-impact-sur-notre-strategie,55151\">http:\/\/www.lechotouristique.com\/article\/club-med-le-changement-climatique-a-un-impact-sur-notre-strategie,55151<\/a><\/p>\n<p><a href=\"#_ftnref3\" name=\"_ftn3\">[3]<\/a> Corporate Social and Environmental Responsibility report, 2016: <a href=\"http:\/\/developpementdurable.clubmed\/wp-content\/uploads\/2016\/06\/ENGL-CRS-report-2015.pdf\">http:\/\/developpementdurable.clubmed\/wp-content\/uploads\/2016\/06\/ENGL-CRS-report-2015.pdf<\/a><\/p>\n<p><a href=\"#_ftnref4\" name=\"_ftn4\">[4]<\/a> <a href=\"http:\/\/www.accorhotels-group.com\/uploads\/static\/planet21\/en\/buildings.html\">http:\/\/www.accorhotels-group.com\/uploads\/static\/planet21\/en\/buildings.html<\/a><\/p>\n<p><a href=\"#_ftnref5\" name=\"_ftn5\">[5]<\/a> United Nations Environment Programme (UNEP), \u201cThe components of successful ecotourism\u201d: <a href=\"http:\/\/www.unep.fr\/shared\/publications\/other\/WEBx0137xPA\/part-two.pdf\">http:\/\/www.unep.fr\/shared\/publications\/other\/WEBx0137xPA\/part-two.pdf<\/a><\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>If I asked you \u201cwhat industry is the most likely to be affected by climate change?\u201d, no doubt that some of you will say \u201cwell, tourism obviously!\u201d. Whether you prefer to go to a sunny beachfront resort or to majestic mountains after a turbulence-free flight, nearly every aspect of the journey (and therefore of the industry) depends on the stability and predictability of the weather. \u00a0<\/p>\n<p>Club M\u00e9diterran\u00e9e, commonly known as \u201cClub Med\u201d, is a French company specializing in the sale of \u201call-inclusive holidays\u201d at vacation villages, around the world. Recently, its positioning as a high-end holidays destination was reinforced.<\/p>\n","protected":false},"author":2421,"featured_media":11311,"comment_status":"open","ping_status":"closed","template":"","categories":[],"class_list":["post-11305","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/climate-change-challenge-2016\/","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>\u201cClub Med\u201d: from (non)economical tourism to eco(logical)-tourism - Technology and Operations Management<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/club-med-from-noneconomical-tourism-to-ecological-tourism\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u201cClub Med\u201d: from (non)economical tourism to eco(logical)-tourism - Technology and Operations Management\" \/>\n<meta property=\"og:description\" content=\"If I asked you \u201cwhat industry is the most likely to be affected by climate change?\u201d, no doubt that some of you will say \u201cwell, tourism obviously!\u201d. Whether you prefer to go to a sunny beachfront resort or to majestic mountains after a turbulence-free flight, nearly every aspect of the journey (and therefore of the industry) depends on the stability and predictability of the weather. \u00a0  Club M\u00e9diterran\u00e9e, commonly known as \u201cClub Med\u201d, is a French company specializing in the sale of \u201call-inclusive holidays\u201d at vacation villages, around the world. 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