Our Strategy

Our strategy sets out how we intend to achieve our long-term goals in a changing environment. At the forefront is satisfying the interests of shareholders and members, optimising the business model and attracting new customers.

Unser Fortschritt
Our New Strategy

It has been developed together with our shareholders, shareholders' associations, guests, employees, the Management Team and the Board of Directors - I am very delighted about this.

 

Hassan Kadbi, Chief Executive Officer
Our Vision & Mission

It’s our belief that holidays make people happy, and a world with more happy people is a better world. We’re convinced of that. Our vision is therefore “More Happy People For a Better World”.

Our mission and thus our hope is to create an authentic holiday experience that exceeds the expectations of our guests and makes them happy.

Our Goals

Optimise the Business Model

The share forms the basis of our business model. Our product will need to be even more customer-friendly and flexible in future and meet the challenges of our times. By breaking down entry barriers, we hope to reach new customers and make it easier for them to join in. 

Improve & Enhance the Holiday Experience

A holiday with Hapimag should continue to inspire. For this reason, we are devoting ourselves to meeting the needs of our shareholders and members as well as those of the next generation.

Promote Sustainability & Innovation

With the help of the right cooperation partners, we want to create added value for our community that goes beyond the Hapimag holiday experience, while also contributing to a sustainable future.

Our Priorities

Share Product

Make the share product simple, flexible and transparent.

New Customers

Reach new customers and reduce their barriers to entry

Points Usage

Increase points usage and ensure an optimal occupancy at the resorts.

Holiday Experience

Create an inspiring, high-quality holiday experience.

Sustainability & Innovation

Create a sustainable and innovative customer experience.

Share Product

We are creating a simple, flexible and transparent share product. It is our belief that we can better satisfy our shareholders, members and the next generation with a product in keeping with the times; this should also make it easier for Hapimag to win over new shareholders.

More specifically, this means, for example, making the general terms and conditions more customer-friendly, offering more advantages for shareholders and bringing together potential buyers and sellers of shares with the Hapimag Marketplace. 

New Customers

We are developing a share product with the lowest possible barriers for entry to more easily bring new shareholders over to Hapimag. Today, people have less of an appetite for long-term commitment and want to test an offer before reaching a decision on it.

More specifically, this means, for example, optimising marketing channels, strengthening referral marketing and giving new customers the opportunity to realise the value of a Hapimag experience before becoming a shareholder. 

Points Usage

We are increasing points usage and improving the occupancy rates of our resorts by promoting flexible use of residence points among shareholders and members. As a result, fewer points are expiring. 

More specifically, this means, for example, making it easier to trade points using the Points Platform, increasing the purchase rate per share and simplifying the points system.

Holiday Experience

Our aim is to inspire our current and future guests with a high-quality holiday experience. In doing so, we are deliberately addressing their needs and increasingly involving them in the decision-making process.

More specifically, this means, for example, improving the holiday experience at the resorts as well as our digital channels, and establishing and increasing cooperation with other holiday resorts. 

Sustainability & Innovation

We are making Hapimag more attractive to shareholders, members and the next generation, while also creating added value that extends beyond the standard Hapimag holiday. This also entails being aware of our responsibility for a better world and solidifying sustainability within our strategy. 

More specifically, this means, for example, supporting cooperation with innovative start-ups and taking various measures to promote sustainability at Hapimag. 

Our Progress (september 2021)

  • Holiday experience

    Aim: Our aim is to inspire our current and future guests with a high-quality holiday experience. We focus on their specific needs and increasingly involve them in the decision-making process.

    • We are able to maintain the high quality level for our guests and also strive to improve further: The regularly measured satisfaction score is currently at an excellent level of around 85%. In a Covid-19 survey, the most recent score was even an excellent 87 % in the areas of “satisfaction”, “information”, “hygiene” and “safety”. 

    • We are constantly investing in our resorts: Over the next five years, we are planning to make targeted investments in the holiday apartments at more than 15 resorts – from face-lifts to complete renovations. At the same time, maintenance, repair and replacement measures will be carried out on an ongoing basis at all resorts alongside capital expenditure to preserve their value. 

    • We were able to sell our resort in Orlando (USA) in July 2021. We have also sold the facility in Nysted (DNK), which had been leased out for the last ten years. We will use the proceeds from these sales that are in excess of ten million for capital expenditure in our resorts.
  • Share product

    Aim: We are creating a simple, flexible and transparent share product. It is our belief that we can better satisfy our members – and the next generation – with a product in keeping with the times; this should also make it easier for Hapimag to win over new members.

    • We have been able to create a customer-friendly legal basis for our members of today and tomorrow with the introduction of the new general terms and conditions (GTC) for the Hapimag Classic share in October 2020. Among other things, these GTC contain a shortened minimum term of three years (instead of seven). Subsequently, a flexible, annual suspension (cancellation) of holiday rights is possible. In addition, it is much “leaner” and therefore more customer-friendly than our previous versions of the GTC.

    • For Switzerland (in February), Austria (in August) and Germany (in September), we launched the Hapimag Marketplace this year – a digital meeting place for potential buyers and sellers of Hapimag shares. The marketplace will be made available to a large majority of our existing customers by the end of the year. Over the course of next year, it will also be possible for parties interested in Hapimag to buy their first share – or additional shares – via the marketplace. You can find more information here.
  • Points usage

    Aim: We are increasing points usage and improving the occupancy rates of our resorts by promoting flexible use of residence points among members. As a result, fewer points are being forfeited. 

    • Since the launch of the points platform in July 2019, members can buy and sell their points more easily. This considerably increased the exchange and use of points. Significantly more points were exchanged in 2020 than in 2018. 

    • With IT solutions in the field of marketing, we can provide our members with more targeted information. Specific campaigns with a focus on expiry points or occupancy have helped to promote occupancy – and therefore points usage.

    • We are also making our booking conditions more flexible for the time after the coronavirus crisis: With the “Flex Option”, it is possible to cancel up to one day before the planned holiday without incurring a loss of points. A moderate surcharge will be charged for this.
  • New Customers

    Aim: We are developing a share product with the lowest possible barriers for entry to more easily bring potential new members over to Hapimag. These potential new members want to test an offer first before they decide in favor of it. They also do not want to tie themselves into a long-term commitment.

    • The foundation for a simplified website has been created, which includes a digital booking process, points platform and Hapimag marketplace. A trial access option will be introduced soon. The new website, which will gradually merge the functions of the previous website with the booking portal, will make it easier for users to book holiday apartments or additional services. The concept has been tested and is currently being implemented. 

    • We have developed a concept that allows prospective customers to try out Hapimag without obligation before making a decision to take out a membership. Entry into the world of Hapimag is done primarily via the marketplace.
  • Sustainability and Innovation

    Aim: We are making Hapimag more attractive for our members and the next generation. We create added value that goes beyond the usual holiday. This also entails being aware of our responsibility for a better world and solidifying sustainability within our strategy.

    • Over the next few years, we plan to implement a number of additional measures in the area of sustainability. We have adopted a comprehensive CSR strategy (Corporate Social Responsibility). This focuses on environmental responsibility, community engagement, sustainable supply chains and responsible treatment of our employees. 

    • Around 20 single-use plastic products, such as straws and dishes, were banned from the resorts last year by almost 90%, and some were replaced with alternatives. In certain cases, remaining stocks are still being used up.

    • We are increasingly relying on digital solutions for our holiday homes and reducing paper consumption.
    • Since 2019, we have been promoting collaborations with innovative start-ups that help us to optimise our processes or even improve the holiday and customer experience. We test products from these partners. One meeting place that we use for this purpose is our co-working space.

For our members: