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Sustainability management in the hotel & cruise industry 2010 2012 market opportunities, hotel & cruise industry buyer demand, post recession dynamics and business trends forecast

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Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends Forecast” is a new report ...

Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends Forecast” is a new report by ICD research that analyzes how hotels and cruise companies perceive sustainability

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    Sustainability management in the hotel & cruise industry 2010 2012 market opportunities, hotel & cruise industry buyer demand, post recession dynamics and business trends forecast Sustainability management in the hotel & cruise industry 2010 2012 market opportunities, hotel & cruise industry buyer demand, post recession dynamics and business trends forecast Document Transcript

    • Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends ForecastSummarySustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities,Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business TrendsForecast” is a new report by ICD research that analyzes how hotels and cruise companiesperceive sustainability; specific procurement strategies and practices being undertaken; howsustainability initiatives have been affected by the economic downturn; and what actions arebeing taken to minimize its negative effects. This report also examines category-level spendingoutlooks; sustainable procurement budgets; supplier selection criteria; competitive structuredevelopments; the principal challenges associated with the implementation of sustainabilitypractices; market-specific growth opportunities; and the investment opportunities available forleading purchase decision makers. In addition, this report explores both buyer and supplierexpectations of profitability as the industry progresses into 2011, and reveals the stakeholdersresponsible for sustainability-related decisions.Scope• The report is based on primary survey research conducted by ICD Research accessing its B2Bpanels comprised of senior purchase decision makers and leading supplier organizations• Opinions and forward looking statements on sustainability management of over 100 industryexecutives are captured in our in-depth survey, of which 64% represent Directors, C-levels &Departmental Heads• Analysis of buyer spend on sustainability, sustainable procurement practices and post recessionindustry developments• Key topics include category-level sustainability spending outlooks, market-specific growthopportunities, available investment opportunities, sustainable procurement budgets and theprincipal challenges associated with the implementation of sustainability practices• In the report buyers identify sustainability measures suppliers should undertake to maintaintheir business, along with their sustainable procurement budgets• The geographical scope of the research is global – drawing on the activity and expectations ofleading industry players across the Americas, Europe, Asia-Pacific and Africa & Middle EastReasons To Buy• Drive revenues by understanding future sustainable product investment areas and growthregions by leading industry players• Formulate effective sales & marketing strategies by identifying how buyer sustainabilitybudgets are changing and where spend will be directed to in the future• Better promote your business by aligning your capabilities and business practices with yourcustomers’ changing sustainability needs during these times of market uncertainty• Secure stronger customer relationships by understanding the leading business concerns andchanging strategies of buyers
    • • Uncover the business outlook, key sustainability challenges and opportunities identified bysuppliers and buyers in the industryKey Highlights• Attracting new customers, positive outcomes for the environment and cost savings are majordrivers influencing sustainability efforts in the hotel and cruise industry.• Post recession some 66% of industry players are looking to increase their sustainability budgetover the next 12 months, with only 5% looking to decrease it.• More than 46% of companies in the hotel and cruise industry are collaborating with suppliers,customers and consultants to achieve sustainable supply chain objectives.Table of Contents :Chapter 1: Executive SummaryChapter 2: IntroductionHeading: Profile Of Survey RespondentsChapter 3: Sustainability In The Hotel and Cruise IndustryHeading: What sustainability means to the hotel and cruise industryHeading: Leaders of sustainability in the hotel and cruise industryHeading: Implementation of sustainability practices in the hotel and cruise industryHeading: The drivers of sustainability in the hotel and cruise industryChapter 4: How The Economic Downturn Has Affected Sustainability Initiatives In The Hoteland Cruise IndustryHeading: The importance of sustainability after the recessionHeading: Post recession spending trendsHeading: Post recession modifications to sustainability initiativesHeading: Leading concerns in the effective implementation of sustainable practicesChapter 5: Demand For Sustainability In 2010-2012Heading: How sustainability initiatives will impact future profitabilityHeading: Customer demand for sustainable products and services: regional growth forecastsHeading: Predictions of customer spend on sustainabilityHeading: Customer acceptance of green initiativesHeading: Important attributes of sustainable development in the value chainChapter 6: Hotel and Cruise Industry Sustainable Procurement DynamicsHeading: Critical sustainability factors for supplier selectionHeading: Leading collaborators for achieving sustainable procurementHeading: Leading challenges in achieving sustainable procurementChapter 7: Hotel and Cruise Industry Buyer Spend ActivityHeading: Annual procurement budgets: 2010-2011Heading: Sustainability budgets in the hotel and Cruise industry: 2010-2011Heading: Level of sustainable procurement by product and service categoryChapter 8: AppendixList of Tables
    • Table 1: Count of global hotels and cruise industry survey respondents by company type(number of respondents), 2010 industry surveyTable 2: Buyer respondents by job role (% of buyer respondents), global hotels and cruiseindustry, 2010Table 3: Buyer respondents by organization’s global company turnover (% of buyerrespondents), global hotels and cruise industry, 2010Table 4: Buyer respondents by organization’s total employee size (% of buyer respondents),global hotels and cruise industry, 2010Table 5: Buyer respondents by region (% of buyer respondents), global hotels and cruiseindustry, 2010Table 6: Supplier respondents by job role (% of supplier respondents), global hotels and cruiseindustry, 2010Table 7: Supplier respondents by organization’s global company turnover (% of supplierrespondents), global hotels and cruise industry, 2010Table 8: Supplier respondents by organizations total employee size (% of supplier respondents),global hotels and cruise industry, 2010Table 9: Supplier respondents by region (% of supplier respondents), global hotels and cruiseindustry, 2010Table 10: Hotel / Cruise operator: perceptions of sustainability in the global hotels and cruiseindustry (% of hotel / cruise operator respondents), 2010-2011Table 11: Hotel / Cruise industry supplier: perceptions of sustainability in the global hotels andcruise industry (% of hotel / cruise industry supplier respondents), 2010-2011Table 12: Perceptions of sustainability in the global hotels and cruise industry by companyturnover: (% of all respondents), 2010-2011Table 13: Regional variations: perceptions of sustainability in the global hotels and cruiseindustry (% of all respondents), 2010-2011Figure 14: Perceptions of sustainability in the global hotels and cruise industry by senior levelrespondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011Table 15: Perceptions of sustainability in the global hotels and cruise industry by senior levelrespondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011Table 16: Champions of sustainability in the global hotels and cruise industry: hotel / cruiseoperator vs. hotel / cruise industry supplier (% of all respondents), 2010-2011Table 17: Champions of sustainability in the global hotels and cruise industry by region: NorthAmerica, Europe, Asia-Pacific, Rest of the World (% of all respondents), 2010-2011Table 18: Champions of sustainability in the global hotels and cruise industry by companyturnover (% of all respondents), 2010-2011Table 19: Hotel / Cruise operator: level of implementation of sustainability practices in theglobal hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011Table 20: Hotel / Cruise operator: level of implementation of sustainability practices in theglobal hotels and cruise industry (% of hotel / cruise supplier respondents), 2010-2011Table 21: Drivers of sustainability practices in the global hotels and cruise industry: buyer vs.supplier comparison (% of all respondents), 2010-2011Table 22: Global hotels and cruise industry: the importance of sustainability after recession (% ofhotel / cruise operator respondents), 2010-2011Table 23: Hotel / Cruise industry supplier: the importance of sustainability in the global hotels
    • and cruise industry after recession (% of hotel / cruise industry supplier respondents), 2010-2011Table 24: Regional variations: global hotels and cruise industry: the importance of sustainabilityafter recession (% of all respondents), 2010-2011Table 25: Variations by company turnover: global hotels and cruise industry: the importance ofsustainability after recession (% of all respondents), 2010-2011Table 26: Global hotels and cruise industry: senior level responses on the importance ofsustainability after recession (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011Table 27: Global hotels and cruise industry: post recession spending trends in sustainability:hotel / cruise operator (% of all buyer respondents), 2010-2011Table 28: Global hotels and cruise industry: post recession spending trends in sustainability:hotel / cruise operator: all increase / all decrease / all no change responses (% of all buyerrespondents), 2010-2011Table 29: Global hotels and cruise industry: post recession spending trends in sustainability:buyer vs. supplier comparison (% of all respondents), 2010-2011Table 30: Regional variations in the global hotels and cruise industry: post recession spendingtrends in sustainability (% of all respondents), 2010-2011Table 31: Regional variations in the global hotel and cruise industry: post recession spendingtrends of companies who assign importance to sustainability after recession (% all respondentsexpecting increase in budget), 2010-2011Table 32: Variations by company turnover in the global hotels and cruise industry: post recessionspending trends in sustainability (% of all respondents), 2010-2011Table 33: Variations by employee size in the global hotels and cruise industry: post recessionspending trends in sustainability (% of all respondents), 2010-2011Table 34: Post recession spending trends of companies who assign importance to sustainabilityafter recession, global hotel and cruise industry (% all respondents expecting increase in budget),2010-2011Table 35: How sustainability initiatives have changed in the global hotels and cruise industry (%of hotel / cruise operator respondents), 2010-2011Table 36: Hotel / Cruise industry supplier: how sustainability initiatives have changed in theglobal hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011Table 37: How sustainability initiatives have changed in the global hotel and cruise industry bycompanies assigning higher importance to sustainability after recession: (in the process ofimplementing and implemented responses), 2010-2011Table 38: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: hotel / cruise operator (% of buyer respondents), 2010-2011Table 39: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: buyer vs. supplier comparison (% of all respondents), 2010-2011Table 40: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: regional variations (% of all respondents), 2010-2011Table 41: How sustainability initiatives will impact future profitability in the global hotels andcruise industry: hotel / cruise operator (% of all buyer respondents), 2010- 2012Table 42: Regional variations of how sustainability initiatives will impact future profitability inthe global hotels and cruise industry (% of all respondents), 2010-2012Table 43: How sustainability initiatives will impact future profitability in the global hotels andcruise industry by company turnover (% of all respondents), 2010-2012
    • Table 44: How sustainability initiatives will impact future profitability in the global hotels andcruise industry; by employee size (% of all respondents), 2010-2012Table 45: Hotel / Cruise operator: forecast growth in customer demand for sustainability bycountry (hotel / cruise operator respondents), 2010-2012Table 46: Hotel / Cruise industry supplier: forecast growth in customer demand for sustainabilityby country (hotel / cruise industry supplier respondents), 2010-2012Table 47: Predictions of customer spend on sustainability in the global hotels and cruise industry(% of hotel / cruise operator respondents), 2010-2011Table 48: Predictions of customer spend on sustainability in the global hotels and cruise industry(% of hotel / cruise supplier respondents), 2010-2011Table 49: Predictions of customer spend on sustainability in the global hotels and cruise industryby senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011Table 50: Anticipated level of customer acceptance of green initiatives in the global hotel andcruise industry: (% of all respondents), 2010-2011Table 51: Buyer vs. supplier comparison: anticipated level of customer acceptance of greeninitiatives in the global hotel and cruise industry (% of all respondents), 2010-2011Table 52: Senior level respondents: anticipated level of customer acceptance of green initiativesin the global hotel and cruise industry (% of CEO/MD/VP/SVP/HOD/Director levelrespondents), 2010-2012Table 53: Hotel / Cruise operator: important attributes of sustainable development in the valuechain, global hotels and cruise industry (% hotel / cruise operator respondents), 2010-2011Table 54: Hotel / cruise industry supplier: important attributes of sustainable development in thevalue chain, global hotels and cruise industry (% hotel / cruise industry supplier respondents),2010-2011Table 55: Critical sustainability factors for supplier selection in the global hotels and cruiseindustry: hotel / cruise operator (% all buyer respondents), 2010-2011Table 56: Leading collaborators for achieving sustainable procurement in the global hotels andcruise : hotel / cruise operator respondents (% all buyer respondents), 2010-2011Table 57: Global hotels and cruise industry: leading challenges in achieving sustainableprocurement (% all buyer respondents), 2010-2011Table 58: Annual procurement budgets in US$ in the global hotels and cruise industry (% of allbuyer respondents), 2010-2011Table 59: Annual procurement budgets in US$ in the global hotels and cruise industry by region(% of all buyer respondents), 2010-2011Table 60: Annual procurement budgets in US$ in the global hotels and cruise industry bycompany turnover (% of all buyer respondents), 2010-2011Table 61: Earmarked budget for sustainable products and services: hotel / cruise operator (% ofbuyer respondents), global hotels and cruise industry, 2010-2011Table 62: Regional variations in earmarked budget for sustainable products and services (% ofall buyer respondents), global hotels and cruise industry, 2010-2011Table 63: Variations by company turnover in earmarked budget for sustainable products andservices (% of all buyer respondents), global hotels and cruise industry, 2010-2011Table 64: Earmarked budget for sustainable products and services by companies who considersustainability increase profitability (% of all buyer respondents), global hotel and cruise industry,2010-2011
    • Table 65: Variations by decision making authority in earmarked budget for sustainable productsand services (% of all buyer respondents), global hotels and cruise industry, 2010-2011Table 66: Level of sustainable procurement by product and service category (% of hotel / cruiseoperator respondents), global hotels industry, 2010-2011Table 67: Full survey results – closed questions (Hotel Industry)Table 68: Full survey results – closed questions (Cruise Industry)List of FiguresFigure 1: Hotel / Cruise operator: perceptions of sustainability in the global hotels and cruiseindustry (% of hotel / cruise operator respondents), 2010-2011Figure 2: Hotel / Cruise industry supplier: perceptions of sustainability in the global hotels andcruise industry (% of hotel / cruise industry supplier respondents), 2010-2011Figure 3: Perceptions of sustainability in the global hotels and cruise industry by companyturnover: (% of all respondents), 2010-2011Figure 4: Regional variations: perceptions of sustainability in the global hotels and cruiseindustry (% of all respondents), 2010-2011Figure 5: Champions of sustainability in the global hotels and cruise industry: hotel / cruiseoperator vs. hotel / cruise industry supplier (% of all respondents), 2010-2011Figure 6: Champions of sustainability in the global hotels and cruise industry by region: NorthAmerica, Europe, Asia-Pacific, Rest of the World (% of all respondents), 2010-2011Figure 7: Champions of sustainability in the global hotels and cruise industry by companyturnover (% of all respondents), 2010-2011Figure 8: Hotel / Cruise operator: level of implementation of sustainability practices in the globalhotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011Figure 9: Level of implementation of sustainability practices in the global hotels and cruiseindustry: (% of hotel / cruise industry supplier respondents), 2010-2011Figure 10: Regional variations: level of implementation of sustainability practices in the globalhotels and cruise industry (% of in the process of implementing and implemented combinedrespondents), 2010-2011Figure 11: Variations by company turnover: level of implementation of sustainability practices inthe global hotels and cruise industry (% of in the process of implementing and implementedrespondents), 2010-2011Figure 12: Drivers of sustainability practices in the global hotels and cruise industry: buyer vs.supplier comparison (% of all respondents), 2010-2011Figure 13: Regional variations: high influence drivers of sustainability practices in the globalhotels and cruise industry (% of all high influence respondents), 2010-2011Figure 14: Variations by company turnover: high influence drivers of sustainability practices inthe global hotels and cruise industry (% of all high influence respondents), 2010-2011Figure 15: Global hotels and cruise industry: the importance of sustainability after recession (%of hotel / cruise operator respondents), 2010-2011Figure 16: Hotel / Cruise industry supplier: the importance of sustainability in the global hotelsand cruise industry after recession (% of hotel / cruise industry supplier respondents), 2010-2011Figure 17: Regional variations: global hotels and cruise industry: the importance of sustainabilityafter recession (% of all respondents), 2010-2011
    • Figure 18: Variations by company turnover: global hotels and cruise industry: the importance ofsustainability after recession (% of all respondents), 2010-2011Figure 19: Global hotels and cruise industry: post recession spending trends in sustainability:hotel / cruise operator (% of all buyer respondents), 2010-2011Figure 20: Global hotels and cruise industry: post recession spending trends in sustainability:buyer vs. supplier comparison (% of all respondents), 2010-2011Figure 21: Regional variations in the global hotels and cruise industry: post recession spendingtrends in sustainability (% of all respondents), 2010-2011Figure 22: Variations by company turnover in the global hotels and cruise industry: postrecession spending trends in sustainability (% of all respondents), 2010-2011Figure 23: Variations by employee size in the global hotels and cruise industry: post recessionspending trends in sustainability (% of all respondents), 2010-2011Figure 24: How sustainability initiatives have changed in the global hotels and cruise industry (%of hotel / cruise operator respondents), 2010-2011Figure 25: Hotel / Cruise industry supplier: how sustainability initiatives have changed in theglobal hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011Figure 26: How sustainability initiatives have changed in the global hotels and cruise industry byregion: North America, Europe, Asia Pacific, Rest of the World (in the process of implementingand implemented responses combined), 2010-2011Figure 27: How sustainability initiatives have changed in the global hotels and cruise industry bycompany turnover: (in the process of implementing and implemented responses combined),2010-2011Figure 28: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: hotel / cruise operator (% of buyer respondents), 2010-2011Figure 29: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: hotel / cruise industry supplier (% of supplier respondents), 2010-2011Figure 30: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: buyer vs. supplier comparison (% of all respondents), 2010-2011Figure 31: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: regional variations (% of all respondents), 2010-2011Figure 32: Global hotels and cruise industry: leading concerns in the effective implementation ofsustainable practices: variations by company turnover(% of all respondents), 2010-2011Figure 33: How sustainability initiatives will impact future profitability in the global hotels andcruise industry: hotel / cruise operator (% of all buyer respondents), 2010- 2012Figure 34: How sustainability initiatives will impact future profitability in the global hotels andcruise industry: buyers vs. suppliers (% of all buyer respondents), 2010- 2012Figure 35: Hotel / Cruise operator: forecast growth in customer demand for sustainability bycountry (hotel / cruise operator respondents), 2010-2012Figure 36: Hotel / Cruise industry supplier: forecast growth in customer demand forsustainability by country (hotel / cruise industry supplier respondents), 2010-2012Figure 37: Predictions of customer spend on sustainability in the global hotels and cruiseindustry (% of hotel / cruise operator respondents), 2010-2011Figure 38: Predictions of customer spend on sustainability in the global hotels and cruiseindustry (% of hotel / cruise industry supplier respondents), 2010-2011Figure 39: Predictions of customer spend on sustainability in the global hotels and cruiseindustry by region (% sum of a majority would be willing to pay more and a majority would be
    • willing to switch products and pay more respondents), 2010-2011.Figure 40: Predictions of customer spend on sustainability in the global hotels and cruiseindustry by company turnover (% sum of a majority would be willing to pay more and a majoritywould be willing to switch products and pay more respondents), 2010-2011Figure 41: Hotel / cruise operator: important attributes of sustainable development in the valuechain, global hotels and cruise industry (% hotel / cruise operator respondents), 2010-2011Figure 42: Hotel / Cruise industry supplier: important attributes of sustainable development inthe value chain, global hotels and cruise industry (% hotel / cruise industry supplier respondents),2010-2011Figure 43: Regional variations: important attributes of sustainable development in the valuechain, global hotels and cruise industry: sum of very important and important combined (% allrespondents), 2010-2011Figure 44: Variations by company turnover: important attributes of sustainable development inthe value chain, global hotels and cruise industry: sum of very important and importantcombined (% all respondents), 2010-2011Figure 45: Critical sustainability factors for supplier selection in the global hotels and cruiseindustry: hotel / cruise operator (% all buyer respondents), 2010-2011Figure 46: Critical sustainability factors for supplier selection in the global hotels and cruiseindustry by region: very important and important combined responses (% all buyer respondents),2010-2011Figure 47: Critical sustainability factors for supplier selection in the global hotels and cruiseindustry by company turnover: very important and important combined responses (% all buyerrespondents), 2010-2011Figure 48: Critical sustainability factors for supplier selection in the global hotels and cruiseindustry by decision makers: very important and important combined responses (% all buyerrespondents), 2010-2011Figure 49: Leading collaborators for achieving sustainable procurement in the global hotels andcruise : hotel / cruise operator respondents (% all buyer respondents), 2010-2011Figure 50: Regional variations: leading collaborators for achieving sustainable procurement inthe global hotels and cruise : yes responses (% of all buyer respondents), 2010-2011Figure 51: Company turnover variations: leading collaborators for achieving sustainableprocurement in the global hotels and cruise : yes responses (% of all buyer respondents), 2010-2011Figure 52: Global hotels and cruise industry: leading challenges in achieving sustainableprocurement (% all buyer respondents), 2010-2011Figure 53: Global hotels and cruise industry: regional variations: leading challenges in achievingsustainable procurement (% all buyer respondents), 2010-2011Figure 54: Global hotels and cruise industry: variations by company turnover: leading challengesin achieving sustainable procurement (% all buyer respondents), 2010-2011Figure 55: Global hotels and cruise industry: variations by employee size: leading challenges inachieving sustainable procurement (% all buyer respondents), 2010-2011Figure 56: Annual procurement budgets in US$ in the global hotels and cruise industry: hotel /cruise operator (% of all buyer respondents), 2010-2011Figure 57: Annual procurement budgets in US$ in the global hotels and cruise industry: hotel /cruise operator (% of all buyer respondents), 2010-2011Figure 58: Annual procurement budgets in US$ in the global hotels and cruise industry by region
    • (% of all buyer respondents), 2010-2011Figure 59: Annual procurement budgets in US$ in the global hotels and cruise industry bycompany turnover (% of all buyer respondents), 2010-2011Figure 60: Earmarked budget for sustainable products and services (% of all buyer respondents),global hotels and cruise industry, 2010-2011Figure 61: Earmarked budget for sustainable products and services by companies who considercost savings as a major driver of sustainability (% of all buyer respondents), global hotels andcruise industry, 2010-2011Figure 62: Earmarked budget for sustainable products and services by companies who considercost savings as a major driver of sustainability (% of all buyer respondents), global hotels andcruise industry, 2010-2011 (Cross Tab)Figure 63: Level of sustainable procurement by product and service category (% of hoteloperator respondents), global hotels industry, 2010-2011Figure 64: Level of sustainable procurement by product and service category by region (% of allbuyer respondents), global hotels and cruise industry, 2010-2011Figure 65: Level of sustainable procurement by product and service category by companyturnover (% of all buyer respondents), global hotels and cruise industry, 2010-2011For more information, please visit :http://www.aarkstore.com/reports/Sustainability-Management-in-the-Hotel-Cruise-Industry-2010-2012-Market-Opportunities-Hotel-Cruise-Industry-Buyer-Demand-Post-Recession-Dynamics-and-Business-Trends-Forecast-78804.htmlContact :SanaaAarkstore EnterpriseTel : +912227453309Mobile No: +919272852585Email : contact@aarkstore.com