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With its premium all-inclusive approach, Club Med is raising the bar for seamless, sustainable travel in Asia and beyond.
<figure id="attachment_147845" aria-describedby="caption-attachment-147845" style="width: 700px" class="wp-caption aligncenter"><img loading="lazy" decoding="async" class="wp-image-147845 size-full" src="https://staging.destinasian.com/wp-content/uploads/Club-Med-Trade-Talk.jpg" alt="Gregory Lanter, Club Med’s Deputy CEO, Chief Development /Construction, Property &amp; Mountain Strategy; a Club Med snow holiday resort in Hokkaido, Japan." width="700" height="450" srcset="https://staging.destinasian.com/wp-content/uploads/Club-Med-Trade-Talk.jpg 700w, https://staging.destinasian.com/wp-content/uploads/Club-Med-Trade-Talk-300x193.jpg 300w" sizes="auto, (max-width: 700px) 100vw, 700px" /><figcaption id="caption-attachment-147845" class="wp-caption-text">Left to right: Gregory Lanter, Club Med’s Deputy CEO, Chief Development /Construction, Property &amp; Mountain Strategy; a Club Med holiday resort in Hokkaido, Japan.</figcaption></figure>
Once the province of package deals and buffet queues, the all-inclusive holiday has undergone a change. At the helm of this transformation is Club Med, whose ambitious pivot towards premium, experience-led travel is paying off—especially in the Asia-Pacific region.
At a time when the hospitality sector is navigating seismic shifts, from the post-pandemic boom in multigenerational travel to an increased demand for sustainability and seamless experiences, Club Med has emerged with a quiet confidence. The brand, long known for its idyllic locations—from Bali to the French Alps—is setting the standard for what a modern, upscale all-inclusive holiday should look like.
“In many ways, we were ahead of our time,” says Gregory Lanter, Club Med’s Deputy CEO, Chief Development /Construction, Property &amp; Mountain Strategy. “Seventy-five years ago, we were already creating experiences—not just facilities—for people. Today, everyone is talking about experiences. It’s been in our DNA all along.”
What sets Club Med apart isn’t just its longevity. It’s the bold bet it made two decades ago: to gradually shutter underperforming properties that couldn’t meet evolving luxury expectations, while investing heavily in the renovation and repositioning of others. The result is over 50 flagship resorts globally, each designed to offer what the company calls l’esprit libre—a stress-free atmosphere where everything from childcare to fine dining is covered.
This reimagined model has struck a particular chord in Asia, where Club Med is expanding both its mountain and sun portfolios. Skiing, once a niche pursuit for the region’s affluent, is booming—and Club Med has been at the forefront. Its premium ski resorts in Hokkaido, such as Tomamu and Sahoro, have become coveted winter escapes for families from Singapore, Hong Kong, and Australia.
“That’s where all-inclusive makes sense. You’re not just buying convenience. You’re buying back quality time,” explains Lanter.
Indeed, families are central to Club Med’s strategy, and nowhere is that clearer than in its newly refurbished Phuket resort. The “Family Oasis” concept—a design-forward enclave that caters to multigenerational travelers includes upscale rooms, dedicated play areas, and elevated F&amp;B offerings. It’s a sign of where the brand is headed: more tailored, more premium, but never pretentious.
By next year, Club Med will unveil a new property in Kota Kinabalu, Borneo—a destination chosen not just for its rich biodiversity but for the potential to deliver transformative experiences rooted in culture and nature. “It will be the epitome of what Club Med now stands for,” says Lanter. “Sustainable, immersive, and family-focused.”
Club Med has long embraced low-density, environmentally sensitive developments. But recent years have seen the company go further, implementing Building Research Establishment Environmental Assessment Method (BREEAM) certification—a leading global standard for sustainable building—across new projects. “We’re not just following the trend. In many of our destinations, we’re setting the benchmark,” adds Lanter. “No one else is doing what we’re doing at this scale, and at this level of quality.”
<figure id="attachment_147844" aria-describedby="caption-attachment-147844" style="width: 700px" class="wp-caption aligncenter"><img loading="lazy" decoding="async" class="wp-image-147844 size-full" src="https://staging.destinasian.com/wp-content/uploads/Club-Med-Trade-Talk-2.jpg" alt="A romantic hideaway at Club Med Finolhu Villas, Maldives." width="700" height="450" srcset="https://staging.destinasian.com/wp-content/uploads/Club-Med-Trade-Talk-2.jpg 700w, https://staging.destinasian.com/wp-content/uploads/Club-Med-Trade-Talk-2-300x193.jpg 300w" sizes="auto, (max-width: 700px) 100vw, 700px" /><figcaption id="caption-attachment-147844" class="wp-caption-text">A romantic hideaway at Club Med Finolhu Villas, Maldives.</figcaption></figure>
With 82,000 travelers from the Asia-Pacific region choosing Club Med ski holidays last year—a 57 per cent year-on-year jump—and more expected with the upcoming season, the brand’s momentum is undeniable. And while it has one legendary sailing yacht—Club Med 2—there are no immediate plans to expand into the cruise space.  
In a world awash with choice, Club Med’s offering is refreshingly straightforward: a place where luxury is measured not just in thread count or square footage, but in memories made.

Gregory Lanter, Club Med’s Deputy CEO, Chief Development /Construction, Property & Mountain Strategy; a Club Med snow holiday resort in Hokkaido, Japan.

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