Club Med in Spain Marketing Plan by Nicky

Club Med in Spain
Presents a marketing analysis of the Club Med in Spain (Club Med Espana), which is targeted to affluent Spaniards.
# 148885 | 1,470 words | 6 sources | APA | 2011 | US
Published on Nov 12, 2011 in Business (International) , Business (Marketing) , Tourism (General)

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This paper examines the external environment of the successful Club Med Espana and its current marking plan, based on product, promotion, place, and price, have made the Spanish resort market attractive to other all-inclusive resorts. Next, the author indicates that Club Med Espana is in a growth stage of the product life cycle (PLC) rather than the mature PLC of the French club; therefore, their marketing plans should be different. The paper focuses on a new marketing plan that creates product differentiation, penetration pricing, intensive distribution and mass market advertising and sales promotions while reducing expenditures.

Table of Contents:
The External Environment
Product Life Cycle
Customer Analysis and Evaluation
Analysis of Present Customer's Behavior
Current Marketing

From the Paper:

"The PLC phases of Club Med in France and Spain are very different. France is in the maturity phase as evidenced by France's position as the Club's largest single market providing over 35 percent of its total customer base with 431,700 GMs and having revenues of FF 2.3 billion and more than 300 employees. In sharp contrast, Spain is in the growth stage with only 8,000 customers, a national awareness rate of only 1.5 percent and 25 employees. Therefore, relevant marketing activities should be quite different. Spain will need to focus on creating product differentiation, penetration pricing, creating intensive distribution, advertising that builds awareness and interest in the mass market, and sales promotions that reduce expenditures to take advantage of consumer demand while France should concentrate on diversifying product brand and models, building more intensive distribution, advertising that stresses brand differences and benefits and increasing sales promotions to encourage brand switching.
""Domestic organizations entering international markets to sustain aggressive growth objectives continue to make the age-old mistake of ignoring the differences of individual locales by standardizing marketing communications for cost-efficiency reasons. Although markets may share fundamental human needs which may justify standardizing a product, marketing successfully to these wants and needs is never universal." . Therefore, Club Med would be making a huge mistake if it were to pursue a standardized communication mix in Spain."

Sample of Sources Used:

  • Emmons, G. (2000, April). Club Med: A brand restored. Harvard Business School Bulletin.
  • Improving customer retention is vital to profitability and growth.
  • Lang, Y. (2005, August 29). Marketing communications, culture, and localization.
  • Malthouse, E., Calder B., and Kobayashi, Y. Integrated marketing and customization.
  • New-product development and life-cycle strategies.

Cite this Marketing Plan:

APA Format

Club Med in Spain (2011, November 12) Retrieved March 05, 2021, from

MLA Format

"Club Med in Spain" 12 November 2011. Web. 05 March. 2021. <>