Gregory Lanter joined Club Mediterranée Group and its development teams in 2004, especially in charge of Africa and Middle East. He was appointed Vice President Global Development in 2009, which was later extended to Construction matters.
His teams are positioned in Miami, Paris, Singapore and Shanghai.
Over the last ten years, Club Med and its partners invested above a billion Euros in transforming historical assets.
Career development in hospitality can be a long and rewarding journey. In this TV show Gregory Lanter of Club Med shares his career story.
Career development show
I believe starting in this industry is a great element. It's very difficult to start in another industry and to join this industry and this, very specific type of companies, because there is a culture, and this culture is not shared with all the industries. Myself, I started in Club Med and I started in the allotment for Club Med. So I'm pure in-house, product of Club Med. That's how it worked out, and I agree that developing Club Med around the world is about finding the most beautiful places in the world, and that's the sweetest part of the job, and that's the dream part of the job. Then, there is, as for any jobs, the other part of it, which is more difficult, but even if challenging, fascinating, and, and great, and a great thing to experience, definitely. So! Start in the travel industry, that's probably one of the best ways to end up in the travel industry, if I have one advice.
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The history of club med is on one side, we have a very specific product, which is this all-inclusive, friendly, family, upscale resorts. That's what we offer. It appeals to a lot of clients, which shows that it is in the trends, and it is in what people are looking for today. On the other side, our second job in Club Med is to be a tour operator. And we are distributing holidays in thirty five countries in the world. By this we have direct connection with the guests, so we have an understanding of the trends, we don't use online travel agents, we only distribute directly or with selected travel agents of our own. And thanks to this we know that what works, and what doesn't work. We strongly believe that, to be successful in the resort business, you need to be, either upscale, or affordable, that's why we chose to be upscale.
If you want a success in upscale family business, you need to be international in your clientele, and that's what we try to do, and we try to make sure that the different type of clientele - our Chinese client, Japanese, Korean, Hong Kongese but also our French, British, Italian, but also American, Brazilian, clients, can gather in the same resorts and enjoy the same kind of product. That's a very big challenge, but you can see that there are common, trends, common things that people want to do, and want to have - very good service, good infrastructure, amazing sights, er and we offer the most beautiful sights of the world for our resorts. But also a hassle-free type of product where you enjoy holidays without having in your mind, what you're gonna pay, how you're going to pay it - because it is all-inclusive. Where you're gonna have dinner, because, it is offered to you, what sport will you have during your day because it is all-inclusive and the teachers are there for you any time you want to go for it. So this hassle-free thing, I think is in the trends today, and that’s what we're trying to offer, at Club Med.
For Club Med a new development is a pristine, extraordinary piece of land that's basics. It needs to be fifteen hectare, because we need to offer an extremely good product to our guests. Three hundred and fifty rooms, that's our target. Upscale resort, er, that's four and five star resorts. That's our positioning. With quite a strong sport and public facilities inside the resort, because we like people to be together, that's our strategy, and the places where we are looking for developing these resort is ski in the US, we are currently working on a project in Le Massif, Canada, but in the rest of the US of, in the US, is something that we're looking at right now. Caribbean, we're looking at a few projects there. Brazil also. We are looking in the French Alps at developing further Club Med resorts, target as being one resort per year, we're looking at East Africa also, because we believe a Safari Club Med would be a very interesting product. Middle East, and then Asia, obviously China, we have three resort there and we're continuously developing, we'll open two to three resort per year in the coming years, and our prospection places in Asia, where we already have resort are Thailand, Vietnam, Philippines, Cambodia, Indonesia - all these countries are dream countries for Chinese, Asian guests and where we also had the capability to bring European guests. That's the best situation, where in the same place, you can bring, during the year, at some periods Chinese, at some period Asian, and at some period Europeans. That's the way to increase your occupancy, your ADR and to, at the end of the day, make money for the owner, because we're asset light, we are the owners with us, and make money for Club Med and the resort operator tour operator. That's the best way to be a successful company.