Club Med is having a moment. The French hospitality brand, which invented the premium all-inclusive model 75 years ago, was named to the 2026 TIME100 Most Influential Companies list under the Innovators category. It is also entering one of the most aggressive expansion cycles in its history, with new resorts opening in Borneo (November 2026), Tremblant, South Africa (July 2026), and the flagship Koh Samui Exclusive Collection property in 2028.
Vietnam is on that radar too. While Club Med does not yet operate a resort here, the company’s business development team has been quietly exploring opportunities, drawn by one of the fastest-growing premium outbound travel markets in Southeast Asia.
To understand the strategy, we spoke with Bruno Courbet, Country Director for Thailand, India, Indonesia, and New Markets, who oversees the brand’s most dynamic growth region.
What first drew you to Club Med, and what has kept you here through 75 years of the company’s evolution?
What brought me to Club Med initially was its concept, but what has kept me here for decades is our capacity for constant reinvention. At our core, we have always been pioneers of human connection. Seventy-five years ago, that meant introducing the world to vacationing as a community, something completely new at the time. Today, it means leading the hospitality sector toward something deeply experiential, where connection extends beyond people to include culture, nature, and personal wellbeing. The brand has continuously anticipated shifts in traveler behavior while remaining true to its founding spirit.
Club Med pioneered the premium all-inclusive model long before it became mainstream. In an era when travelers crave hyper-personalization, how do you keep the format fresh?
There is a common industry misconception that all-inclusive means standardization. We look at it from the exact opposite angle: true luxury today is peace of mind. When a guest doesn't have to think about logistics, schedules, or signing bills, they gain the mental space to focus on what truly matters.
We treat our all-inclusive framework as an ecosystem of choices. Across our resorts, guests can access over 60 activities, from sports academies with professional coaching to wellness programs and cultural experiences within a single stay. We deliver personalization not by adding complexity, but by removing friction. We provide a highly curated environment, but ultimately the guest defines their own rhythm. That is how you achieve hyper-personalization at scale.
With Koh Samui, Borneo, Tremblant, and South Africa all opening in the next three years, what is driving this aggressive expansion?
Our expansion strategy is not just about adding keys. It is about identifying where the next wave of premium travel is heading. We look for destinations with strong natural or cultural capital that remain underpenetrated in the premium all-inclusive segment. Borneo responds to growing global demand for immersive nature and eco-conscious travel. Koh Samui represents an opportunity to reinterpret a well-established destination through our Exclusive Collection lens, with more intimate, high-end positioning. From alpine resorts like Tremblant to safari experiences in South Africa, the common thread is our ability to integrate the destination into the experience, rather than simply placing a resort within it.
How has the Asian premium traveler shifted post-pandemic?
The shift we are seeing across Asia is a clear transition from material luxury to experiential value. Today’s premium travelers are prioritizing time, wellbeing, and meaning over status-driven consumption. We have evolved our offering from passive relaxation to active engagement: structured wellness programs, sports and outdoor activities, experiences that connect guests more deeply with the destination. Wellness at Club Med is not limited to spa treatments. It spans movement, mindfulness, nutrition, and social connection.
Sustainability is another critical factor. Travelers are increasingly informed and selective, and they expect transparency. Our commitment to Green Globe certification, responsible sourcing, and reducing single-use plastics directly influences guest trust and booking decisions, particularly among younger and more globally aware Asian travelers.
The Gentil Organisateur (G.O.) is arguably Club Med’s most iconic asset. How do you preserve that culture as you scale?
You cannot script or institutionalize the G.O. culture. It has to be lived. Our approach is to prioritize mindset over skillset in recruitment. Technical hospitality skills can be taught, but qualities like empathy, adaptability, and cultural intelligence are much harder to instill. The G.O. is not just a role. It is the embodiment of the Club Med spirit, and preserving that authenticity is what ensures consistency across markets.
Vietnam is one of Southeast Asia’s most dynamic premium travel markets. What does the Vietnamese traveler look like to Club Med today, and what would a property here need to offer?
The Vietnamese premium travel market is one of the most dynamic in Southeast Asia today. It is driven by a young, aspirational, and highly digital population, with strong growth in outbound travel and increasing demand for international-standard experiences.
A defining characteristic is the importance of multi-generational travel. Families often travel together across three generations, which requires a very balanced offering: activities for children, relaxation for parents, and comfort for grandparents. This is an area where Club Med’s model is particularly relevant.
While we do not currently operate a resort in Vietnam, we continue to explore opportunities. A successful property here would need to go beyond location. It would have to authentically reflect Vietnam’s cultural richness, culinary identity, and natural landscapes, while delivering the seamless all-inclusive experience that defines our brand.