2. As we look at mega-trends in facilities and
infrastructure, ports and cities need to think
long-term and strategically
Cruise lines are thinking short-term and
operationally
3. Yesterday…………..
• Line executives indicated that the future
growth will occur when …….
• Consumer demand
• New offerings besides the fall leaves
• Profitability –
• Relative to other regions
• Strength of the currencies
• More ships to allow further deployment
4. What and when will it take?
7
6
5
4
3
2
1
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
11. 0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
14,000,000
16,000,000
18,000,000
12,000,000
Magic Kingdom
Disneyland
Global cruiseindustry
Tokyo Disneyland
EuroDisney
Disney Sea
EPCOT
Disneys Hollywood Studios
Disney Animal Kingdom
Universal Studios
Everland
Disney California Adventure
Seaworld
Universal Studios
Top 25 worldwide attractions
Ocean Park
Nagashima Island Spa
Islands of Adventure
Hong Kong Disneyland
Yokohama Hakkejimma
Universal Studios
Lotte World
Europa Park
SeaWorld
Busch Gardens
De Efteling
Tivoli Gardens
36 million
12. Strategic industry growth factors
FACTORS CONSTRAINT
PASSENGERS >+40 M (NA only annual)
SHIPS YES
SHIP YARDS 12-14 SHIPS/YR
CAPITAL / PROFITABILITY NO
MANAGEMENT CAPACITY NO
CURRENCY FLUCTUATIONS YES and NO
FUEL YES (NO)
ITINERARIES EXPANSION
WARM WEATHER PORTS EXPANSION
COMPETITION FEW COMPANIES
15. What’s realistic?
• A little or no-growth vision
• A moderate growth vision
• Mediterranean maturity
• Return of the US economy
• Capital investments have to last for the long-term
• Take years to execute
16. South Florida homeports
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
Formative years MIAMI
Consolidation New growth
4,000,000
3,000,000
2,000,000
PORT EVERGLADES
1,000,000
0
18. Average passengers per ship by year of construction
4,000
3,500 3456
3,000
2845
2703 2714
2,500
2200
2098 2077
2,000
1782 1833
1,500 1464
1427
1,000
On average cruise ships are increasing 500 passengers every
three years
21. Developing future infrastructure
• CNE region has already put in a considerable effort…
• NYC homeport berths – Manhattan and Brooklyn
• Boston, Portland
• Saint John – Cruise reception facilities
• Halifax – Cruise Pier redevelopment
• Sydney, Charlottetown, etc. with new berth and reception
facilities…
• BUT… to compete globally the region must focus on:
• Marine infrastructure to accommodate future vessels
• Consistent across the region
• Soft support infrastructure to compete for future
passengers
• Diverse in each destination
• Consistent in its quality and delivery
24. The evolution of the cruise terminal
TEMPORARY
FACILITY
CONVERSION OF
EXISTING
BUILDING
NEW
FACILITY
JOINT
DEVELOPMENT
25. The future terminal
• Focus on processing passengers at the least
cost
• Lines expect better functioning terminals
• Larger
• More comfort
• Two level operations
• Multiple gangways
• Elevators, escalators, etc
33. Facilities without operational targets…
• Will not work anymore
• Ships are too big
• Too many passengers
• There is no such thing as a small ship or large ship port
• The complexity of the fleet
• The introduction of multiple class vessels
• The mobility of the fleet
• All ports must be flexible to support universal designs
34. Performance standards
• Passenger experience
• Time
• Flow
• Queues
• Spaciousness
• Direction
• Friendliness
• Cruise company
• Cost
• Efficiency
• Labor
• Turn around time
• Passenger experience
• Destination
• Revenues and costs
• Volumes
35. LOS – time to process
Time to process
Levels of service
Level of service Total check-in Total disembark
LOS A 10 min 20 min
LOS B 15 min 30 min
LOS C 20 min 40 min
LOS D 25 min 50 min
LOS E 30 min 60 min
LOS F >30 min >60 min
Bermello, Ajamil & Partners
36. LOS – walking distances
Walking distances
Levels of service
Level of service Feet Meters
LOS A <500 <150
LOS B 1,500 500
LOS C 2,500 800
LOS D 3,000 1,000
LOS E 4,000 1,300
LOS F >5,000 1,600
Bermello, Ajamil & Partners
37. LOS - corridor capacity
Corridor capacity (passengers per minute)
Levels of service
Corridor width in meters
Level of service
2 3 4 4.5 5 6 6.5
LOS A 66 99 132 165 198 231 264
LOS B 77 115 154 192 231 269 308
LOS C 88 132 176 220 264 308 352
LOS D 98 146 195 244 293 342 390
LOS E 110 164 219 274 329 384 438
LOS F 124 185 247 309 371 433 494
Bermello, Ajamil & Partners
38. LOS - Queuing / waiting capacity
Spaciousness
Level of service (LOS) Metric
LOS A 1.3 mt2 per person or greater
LOS B 1.0-1.3 mt2 per person
LOS C 0.7-1.0 mt2 per person
LOS D 0.3-0.7 mt2 per person
LOS E 0.2-0.3 mt2 per person
LOS F 0.2 mt2 per person or less
59. 35.00%
40.00%
45.00%
50.00%
55.00%
60.00%
65.00%
70.00%
75.00%
80.00%
30.00%
Costa Rica
Cartagena
Guatemala
Belize
Dominica
Honduras
St Lucia
Acapulco
Jamaica
Cayman Islands
Nicaragua
StKitts and Nevis
Barbados
Grenada
Curacao
Ensenada
Aruba
Trindiad and Tobago
US Virgin Islands
Cozumel
Huatulco
Percent of passengers taking tours
St Vincent / Grenadines
Dominican Republic
Antigua / Barbuda
Cabo San Lucas
St Maarten
Bahamas
Puerto Rico
Turks and Caicos
60. $100.00
$120.00
$140.00
$180.00
$200.00
$160.00
$0.00
$20.00
$40.00
$60.00
$80.00
US Virgin Islands
St Maarten
Cozumel
Puerto Rico
St Kitts and Nevis
Cartagena
Jamaica
Cayman Islands
Belize
Acapulco
Aruba
Bahamas
Curacao
Cabo San Lucas
Antigua / Barbuda
Honduras
Barbados
St Lucia
Costa Rica
Total expenditure per passenger
Turks and Caicos
Guatemala
Ensenada
Huatulco
Grenada
Trinidad and Tobago
Dominica
Dominican Republic
Nicaragua
St Vincent / Grenadines
62. Keys
• Think strategically
• Community issues
• Port’s mission
• Short – term solutions without a strategic plan will be short lived and
more expensive
• Think financially
• How to finance the project
• Stay competitive with the industry
• Not considering pricing in design will create problems
• Think functionally
• Listen to your users and stakeholders
• Think globally –
• Comparing yourself against your neighbor – this is a global
business
• Focus on all parts of the business
• Operations
• Third party costs to the lines
63. Mega-trends
• Plan for the long-term
• Execute for the mid-term
• Plan for the large ships
• Improve the destination
• Create performance standards
• Improve the passenger experience
• New creative offerings
