Club Med

So my fiancee, I mean wife, and I went to Club Med for our honeymoon last week and was it amazing. Club Med has a very clear vision of what they want their customer experience to be.

If you’ve been to any Club Med, one of the first things you’ll notice is their attention to their customer’s needs and their incredible employees. Their “Chief of Land Sports” not only is in charge of the obvious, but he was in their nightly shows singing, dancing, and acting. The cooking staff even has their own dance! Club Med employees appear to be incredibly friendly, outgoing, flexible, and very knowledgeable about their position. I kept asking myself how can Club Med attract such amazing employees?

Is it the locations? Maybe. We were in the Turks and Caicos islands in the Caribbean, so yeah, the weather was awesome. But Club Med employees move to the middle of nowhere and leave their family behind, and spend most of their time in the village as most don’t have cars.

Is it the pay? Rumor has it pay was only about $200 a week. It’s almost like joining the military, but without the monetary benefits.

Whatever they are doing, I found myself saying they should write a book about how they attract such talented, bi-lingual employees from all over the globe.

I think that a CU conference should rent an entire village out (yes, you can do that) just to study the customer experience that Club Med provides.

1 thought on “Club Med”

  1. It’s the culture, of course. Culture attracts, engages, and keeps employees, and is easily one of the most underutilized potential competitive differentiators. Club Med is just one of many examples that could be pointed to. We could easily add Ritz-Carlton, Southwest, Zappos, et al.

    The credit union industry, and by extension, individual credit unions, have a huge opportunity to gain a competitive advantage by intentionally cultivating a unique and healthy culture and identity. As the credit union industry evolves, we seem to be losing our way a bit in regards to that identity. Who are we, anyway? I understand the fundamental differences in structure and business model, and I know we like to say we offer better service than the big, bad banks (which I’m not really convinced we do to the degree we think we do); however, that doesn’t really answer the question of who we are.

    In a way, it’s similar to what Maya Bordeau said at the recent CU Symposium. We need to provide a compelling reason for people to switch to a credit union. By the same token, we need to provide a compelling context for those within the movement to stay, innovate, and excel.

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