This strategic plan document outlines Carnival Corporation & PLC's strategic plan for 2013-2015. It includes an overview of the company, its mission/vision statements, an internal assessment using ratio analysis and organizational charts, an external assessment of opportunities and threats in the cruise industry using matrices, and recommendations for strategy formulation and implementation. The overall goal is to provide the best vacation experience for customers while maximizing profits for shareholders over the next three years.
Carnival Cruises Marketing plan and Business Case - Yolanda WilliamsYolanda Williams
by implementing and controlling the proposed fundamental marketing strategies and marketing mix strategies, Carnival will be able to achieve the stated objectives and maintain its leadership position in the multi-night vacation travel industry.
Carnival Cruise Lines carried over 3 million passengers in 2004 and launched their 20th ship, the 110,000 ton Carnival Valor. By 2005, Carnival's fleet capacity led the cruise industry. The document also provides an overview of Carnival's customers, sales and distribution channels, information systems, and organizational structure.
Carnival Cruise Lines began in 1972 when its founder purchased two ocean liners. Through competitive pricing, onboard activities and entertainment, and marketing, Carnival saw success and began acquiring other cruise lines to become a global industry leader. Today, Carnival aims to expand in European and Asian markets and differentiate itself through destinations, activities, and ship size. It funds operations through short-term liabilities, long-term liabilities, retained earnings, and stock offerings.
The document provides an overview and strategic analysis of Royal Caribbean Cruises Ltd. It outlines the company's history and growth since its founding in 1968. It also details the company's mission, vision, fleet of cruise ships, and port locations worldwide. The document performs both external and internal audits including a SWOT analysis, financial analysis, and provides recommendations and strategies to further the company's success and address challenges.
External Analysis of the Cruise Line IndustryNicole Bick
The document analyzes the cruise line industry, focusing on the key success factors and providing in-depth analyses of Carnival Corporation & plc and Royal Caribbean Cruises Ltd. It identifies the three key success factors as capitalizing on growing global markets, generating onboard revenue, and partnering with travel agents. The analyses of Carnival and Royal Caribbean evaluate the companies' performances against these success factors and provides recommendations to help Royal Caribbean improve its position in the industry.
Strategy Evaluation of Carnival corporation-plc Konok Mondal
Carnival Corporation is the largest cruise company in the world with over 100 ships. It has several cruise line brands and serves over 8 million passengers annually. An internal assessment found strengths in its size, fuel efficiency efforts, and home port locations, but weaknesses in its safety record and high agent commission costs. Externally, opportunities exist in expanding Asian markets and cruising growth, while threats include fuel costs, safety issues, and tight competition. The document recommends strategies around marketing, entertainment, safety improvements, and environmental initiatives.
Carnival Cruise Lines is a British-American owned cruise line founded in 1972 and headquartered in Miami. It has the largest cruise fleet in the world and is a member of the World's Leading Cruise Lines. The company began turning profits in 1975 and has experienced steady growth through expansion and acquisitions of other cruise lines such as Costa Cruises. Carnival aims to provide quality cruise vacations that exceed guest expectations through innovative entertainment, dining, and shore excursion options.
Carnival Cruise Lines was founded in 1972 by Ted Arison and began with two ships, the Mardi Gras and Carnivale. While the company experienced early deficits, through competitive pricing, onboard entertainment, and marketing Carnival began to see success and revenue growth. The company pursued an aggressive acquisition strategy in the late 1980s and 1990s, purchasing major cruise lines like Holland America, Seabourn, Costa Cruises, and Princess Cruises, becoming a global cruise line. Currently Carnival is expanding its presence in European and Asian markets while operating over 100 ships sailing to destinations worldwide from 22 US ports.
Carnival Cruises Marketing plan and Business Case - Yolanda WilliamsYolanda Williams
by implementing and controlling the proposed fundamental marketing strategies and marketing mix strategies, Carnival will be able to achieve the stated objectives and maintain its leadership position in the multi-night vacation travel industry.
Carnival Cruise Lines carried over 3 million passengers in 2004 and launched their 20th ship, the 110,000 ton Carnival Valor. By 2005, Carnival's fleet capacity led the cruise industry. The document also provides an overview of Carnival's customers, sales and distribution channels, information systems, and organizational structure.
Carnival Cruise Lines began in 1972 when its founder purchased two ocean liners. Through competitive pricing, onboard activities and entertainment, and marketing, Carnival saw success and began acquiring other cruise lines to become a global industry leader. Today, Carnival aims to expand in European and Asian markets and differentiate itself through destinations, activities, and ship size. It funds operations through short-term liabilities, long-term liabilities, retained earnings, and stock offerings.
The document provides an overview and strategic analysis of Royal Caribbean Cruises Ltd. It outlines the company's history and growth since its founding in 1968. It also details the company's mission, vision, fleet of cruise ships, and port locations worldwide. The document performs both external and internal audits including a SWOT analysis, financial analysis, and provides recommendations and strategies to further the company's success and address challenges.
External Analysis of the Cruise Line IndustryNicole Bick
The document analyzes the cruise line industry, focusing on the key success factors and providing in-depth analyses of Carnival Corporation & plc and Royal Caribbean Cruises Ltd. It identifies the three key success factors as capitalizing on growing global markets, generating onboard revenue, and partnering with travel agents. The analyses of Carnival and Royal Caribbean evaluate the companies' performances against these success factors and provides recommendations to help Royal Caribbean improve its position in the industry.
Strategy Evaluation of Carnival corporation-plc Konok Mondal
Carnival Corporation is the largest cruise company in the world with over 100 ships. It has several cruise line brands and serves over 8 million passengers annually. An internal assessment found strengths in its size, fuel efficiency efforts, and home port locations, but weaknesses in its safety record and high agent commission costs. Externally, opportunities exist in expanding Asian markets and cruising growth, while threats include fuel costs, safety issues, and tight competition. The document recommends strategies around marketing, entertainment, safety improvements, and environmental initiatives.
Carnival Cruise Lines is a British-American owned cruise line founded in 1972 and headquartered in Miami. It has the largest cruise fleet in the world and is a member of the World's Leading Cruise Lines. The company began turning profits in 1975 and has experienced steady growth through expansion and acquisitions of other cruise lines such as Costa Cruises. Carnival aims to provide quality cruise vacations that exceed guest expectations through innovative entertainment, dining, and shore excursion options.
Carnival Cruise Lines was founded in 1972 by Ted Arison and began with two ships, the Mardi Gras and Carnivale. While the company experienced early deficits, through competitive pricing, onboard entertainment, and marketing Carnival began to see success and revenue growth. The company pursued an aggressive acquisition strategy in the late 1980s and 1990s, purchasing major cruise lines like Holland America, Seabourn, Costa Cruises, and Princess Cruises, becoming a global cruise line. Currently Carnival is expanding its presence in European and Asian markets while operating over 100 ships sailing to destinations worldwide from 22 US ports.
This presentation summarizes key aspects of Carnival Cruise Line's overall operations. It discusses Carnival's history dating back to 1972, current operations including its large fleet of over 100 ships sailing worldwide. Details are provided on fleet management and ship classifications, onboard operations including crew management and food services, and marketing strategies. The presentation concludes with a tour of operations onboard the Carnival Pride cruise ship including turnaround procedures, passenger embarkation, and culinary operations.
Royal Caribbean Cruises was founded in 1969 to provide cruises to wealthy Floridians. It has since grown to include several cruise line brands and subsidiaries. In recent years, Royal Caribbean has focused on strengthening its brands, revitalizing older ships, cutting costs, and adding new onboard revenue generators and customer loyalty programs to drive continued growth while managing threats from competition and rising fuel prices.
This document provides an overview of cruise ships, including:
- Cruise ships are passenger vessels used for pleasure voyages that function as self-contained destinations with resort-style amenities.
- Cruise tourism began in the 19th century and cruise ships have increased in size and speed over the 20th century.
- Cruises offer activities, socialization opportunities, and educational experiences through various ports of call. They provide an all-inclusive vacation package in a safe, secure environment.
- Cruise ships are classified based on size and passenger capacity, and have areas for guest staterooms, crew quarters, and public spaces like dining rooms, pools, gyms, casinos, and shops.
Qatar Airways is the state-owned flag carrier of Qatar. It operates a hub-and-spoke network linking over 100 international destinations from its base in Doha. The airline has a fleet of 110 aircraft and was named Airline of the Year in 2012. Qatar Airways offers services across first class, business class, and economy class. Cabin amenities and services vary by class but include flat-bed seats, in-flight entertainment, and catered meals. The airline plans to expand its fleet and route network further in the coming years. An onboard crew member highlighted the airline's focus on customer satisfaction as contributing to its recognition as the world's best airline.
A cruise ship is a passenger used for pleasure voyages. Cruise ships are destinations in themselves With features and amenities comparable or superior to land-based resorts. Cruising is remarkably affordable and one can enjoy his/her dream vacations. Cruise tourism made its small beginnings in 1839 as part of the fortnightly crossing mail service between Liverpool and Boston.
For adventurous travel blog please visit http://wilsontom.blogspot.com/
This document discusses who buys cruises and how to become a successful cruise sales agent. It identifies the six main segments that purchase cruises, ranging from restless and enthusiastic baby boomers to luxury cruisers and ship buffs. It then outlines the nine key steps to becoming a certified cruise agent, including evaluating your passion for cruising, gaining sales experience, demonstrating strong customer service skills, and working on commission only.
This document provides a brief history of Carnival Cruise Lines from 1972 to present day. It discusses key events and acquisitions that allowed Carnival to become the largest cruise line company in the world, including purchasing its first ship in 1972, experiencing early deficits that were later overcome through competitive pricing and onboard activities/entertainment, and acquiring other cruise lines like Holland America, Seabourn, Costa Cruises, and Celebrity Cruises to expand globally. The document also reviews Carnival's mission statement, current performance objectives, historical corporate strategies of integration, diversification, and retrenchment, as well as its main competitors of Royal Caribbean and Norwegian Cruise Lines.
Lufthansa is the largest airline in Europe, with its headquarters located in Cologne, Germany. It operates flights to 18 domestic and 197 global destinations across Europe, North America, Asia, Africa, and has a fleet of over 280 aircraft. Along with its subsidiaries including Swiss International Air Lines and Austrian Airlines, Lufthansa services around 500 destinations worldwide with over 620 aircraft. It is a founding member of the Star Alliance, the world's largest airline alliance.
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
This document provides an overview of the cruise ship industry. It begins with the objectives and defines key terms like cruise ships and ocean liners. It then discusses the history of cruise ships from transatlantic voyages in the 1900s to the modern era. The profile and growth of the cruise industry is examined. Facilities on cruise ships are outlined including staterooms, private spaces for crew, and public spaces. Career opportunities in the cruise ship industry are also listed. Top cruise ships are then highlighted like the Disney Magic, Celebrity Eclipse and Queen Mary 2. In conclusion, the document serves as an introduction to understanding the cruise ship tourism sector.
Royal Caribbean Cruises Ltd is the second largest cruise company operating about 43 ships carrying nearly 4 million passengers annually. The report discusses Royal Caribbean's business overview including key metrics, growth strategies, and industry analysis. Specifically, it notes Royal Caribbean's double-digit revenue and earnings growth targets, expanding loyalty programs, and opportunities from easing Cuba travel restrictions. Additionally, it analyzes the cruise industry and Royal Caribbean's position using Porter's Five Forces, finding competition disadvantages outweigh advantages with threats from the external environment and strong industry rivalry limiting growth potential.
Since the birth of flight in 1903, air travel has emerged as a crucial means of transportation for people and products. The hundred-plus years following the invention of the first aircraft have brought about a revolution in the way people travel. The airline business is a major industry, relied upon by millions not only for transportation but also as a way of making a living.
This document discusses cruise ship operations and management. It provides background on the growth of cruising from transatlantic crossings in the late 19th century. It then discusses key aspects of cruise ship operations like ship parts and maintenance, routing, waste management, and guest services. Finally, it reviews some key maritime terms related to cruise ships like areas of the ship, safety standards, and engine locations.
The document provides a history and overview of Emirates airline from its founding in 1985 to present day operations. It discusses the airline's founding, key events and expansions over the decades. It outlines Emirates' current fleet size, destinations served, and goals for the future. The document also reviews Emirates' mission, vision, strategies, products and services offered across various classes. It provides financial reports on revenue, passengers and market share from 2008-2015. Finally, it performs outside analyses including PESTEL, Porter's Five Forces and McKinsey 7S framework to evaluate the external and internal environment.
This document provides information on the cruise industry, including major cruise lines and ship classifications. It lists over 35 cruise lines operating globally, with Carnival Cruise Line, Royal Caribbean International, and Holland America Line identified as some of the largest operators. Cruise ships are classified into categories including luxury/upscale, mass market, niche/specialty, and bargain ships. The organizational structure and key departments on cruise ships are also summarized.
Success and Failure in the Cruise Line IndustryBobby Abbett
The document is a report analyzing the cruise line industry prepared by a team of business analysts for their managers. It identifies the key success factors in the industry as extending global reach into new markets, continuous innovation of amenities to increase onboard spending, and effectively marketing brands to target customer segments. It then analyzes the two top competitors, Carnival Cruise Lines and Royal Caribbean, and provides recommendations for Carnival to improve, including creating ships comparable to Royal Caribbean's Quantum of the Seas, changing its capital structure to be more leveraged, and responding more effectively to incidents.
The document discusses careers in the cruise ship industry. It describes some of the key roles on cruise ships including those in bridge operations like the captain and chief engineer, and hotel operations like the hotel manager and purser. It notes that cruise ships offer various career paths in tourism, both sea-based roles on the ship as well as land-based support positions.
Royal Caribbean Cruises Ltd is a global cruise company with several cruise brands including Royal Caribbean International, Azamara Club Cruises, Celebrity Cruises, Pullmantur, and TUI Cruises. It has over 100 ports of call worldwide and employees from 112 different nationalities. The company is looking to fill both corporate and shipboard positions in various disciplines like IT, finance, engineering, and hospitality.
This document provides information about Carnival Corporation. It includes:
- A short history of Carnival Corporation, including being founded in 1972 and acquiring P&O Princess Cruises in 2003.
- Company overview details, such as having 102 ships, 120,000 employees worldwide, 10 cruise line brands, and a 47% market share.
- Carnival Corporation's vision and mission statements, which focus on providing affordable cruises and exceptional vacation experiences.
- An analysis of Carnival's current mission statement against components like customers, markets, technology, and public image.
- A proposed revised mission statement that highlights providing fabulous cruises to a wide range of individuals regardless of budget.
-
This presentation summarizes key aspects of Carnival Cruise Line's overall operations. It discusses Carnival's history dating back to 1972, current operations including its large fleet of over 100 ships sailing worldwide. Details are provided on fleet management and ship classifications, onboard operations including crew management and food services, and marketing strategies. The presentation concludes with a tour of operations onboard the Carnival Pride cruise ship including turnaround procedures, passenger embarkation, and culinary operations.
Royal Caribbean Cruises was founded in 1969 to provide cruises to wealthy Floridians. It has since grown to include several cruise line brands and subsidiaries. In recent years, Royal Caribbean has focused on strengthening its brands, revitalizing older ships, cutting costs, and adding new onboard revenue generators and customer loyalty programs to drive continued growth while managing threats from competition and rising fuel prices.
This document provides an overview of cruise ships, including:
- Cruise ships are passenger vessels used for pleasure voyages that function as self-contained destinations with resort-style amenities.
- Cruise tourism began in the 19th century and cruise ships have increased in size and speed over the 20th century.
- Cruises offer activities, socialization opportunities, and educational experiences through various ports of call. They provide an all-inclusive vacation package in a safe, secure environment.
- Cruise ships are classified based on size and passenger capacity, and have areas for guest staterooms, crew quarters, and public spaces like dining rooms, pools, gyms, casinos, and shops.
Qatar Airways is the state-owned flag carrier of Qatar. It operates a hub-and-spoke network linking over 100 international destinations from its base in Doha. The airline has a fleet of 110 aircraft and was named Airline of the Year in 2012. Qatar Airways offers services across first class, business class, and economy class. Cabin amenities and services vary by class but include flat-bed seats, in-flight entertainment, and catered meals. The airline plans to expand its fleet and route network further in the coming years. An onboard crew member highlighted the airline's focus on customer satisfaction as contributing to its recognition as the world's best airline.
A cruise ship is a passenger used for pleasure voyages. Cruise ships are destinations in themselves With features and amenities comparable or superior to land-based resorts. Cruising is remarkably affordable and one can enjoy his/her dream vacations. Cruise tourism made its small beginnings in 1839 as part of the fortnightly crossing mail service between Liverpool and Boston.
For adventurous travel blog please visit http://wilsontom.blogspot.com/
This document discusses who buys cruises and how to become a successful cruise sales agent. It identifies the six main segments that purchase cruises, ranging from restless and enthusiastic baby boomers to luxury cruisers and ship buffs. It then outlines the nine key steps to becoming a certified cruise agent, including evaluating your passion for cruising, gaining sales experience, demonstrating strong customer service skills, and working on commission only.
This document provides a brief history of Carnival Cruise Lines from 1972 to present day. It discusses key events and acquisitions that allowed Carnival to become the largest cruise line company in the world, including purchasing its first ship in 1972, experiencing early deficits that were later overcome through competitive pricing and onboard activities/entertainment, and acquiring other cruise lines like Holland America, Seabourn, Costa Cruises, and Celebrity Cruises to expand globally. The document also reviews Carnival's mission statement, current performance objectives, historical corporate strategies of integration, diversification, and retrenchment, as well as its main competitors of Royal Caribbean and Norwegian Cruise Lines.
Lufthansa is the largest airline in Europe, with its headquarters located in Cologne, Germany. It operates flights to 18 domestic and 197 global destinations across Europe, North America, Asia, Africa, and has a fleet of over 280 aircraft. Along with its subsidiaries including Swiss International Air Lines and Austrian Airlines, Lufthansa services around 500 destinations worldwide with over 620 aircraft. It is a founding member of the Star Alliance, the world's largest airline alliance.
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
This document provides an overview of the cruise ship industry. It begins with the objectives and defines key terms like cruise ships and ocean liners. It then discusses the history of cruise ships from transatlantic voyages in the 1900s to the modern era. The profile and growth of the cruise industry is examined. Facilities on cruise ships are outlined including staterooms, private spaces for crew, and public spaces. Career opportunities in the cruise ship industry are also listed. Top cruise ships are then highlighted like the Disney Magic, Celebrity Eclipse and Queen Mary 2. In conclusion, the document serves as an introduction to understanding the cruise ship tourism sector.
Royal Caribbean Cruises Ltd is the second largest cruise company operating about 43 ships carrying nearly 4 million passengers annually. The report discusses Royal Caribbean's business overview including key metrics, growth strategies, and industry analysis. Specifically, it notes Royal Caribbean's double-digit revenue and earnings growth targets, expanding loyalty programs, and opportunities from easing Cuba travel restrictions. Additionally, it analyzes the cruise industry and Royal Caribbean's position using Porter's Five Forces, finding competition disadvantages outweigh advantages with threats from the external environment and strong industry rivalry limiting growth potential.
Since the birth of flight in 1903, air travel has emerged as a crucial means of transportation for people and products. The hundred-plus years following the invention of the first aircraft have brought about a revolution in the way people travel. The airline business is a major industry, relied upon by millions not only for transportation but also as a way of making a living.
This document discusses cruise ship operations and management. It provides background on the growth of cruising from transatlantic crossings in the late 19th century. It then discusses key aspects of cruise ship operations like ship parts and maintenance, routing, waste management, and guest services. Finally, it reviews some key maritime terms related to cruise ships like areas of the ship, safety standards, and engine locations.
The document provides a history and overview of Emirates airline from its founding in 1985 to present day operations. It discusses the airline's founding, key events and expansions over the decades. It outlines Emirates' current fleet size, destinations served, and goals for the future. The document also reviews Emirates' mission, vision, strategies, products and services offered across various classes. It provides financial reports on revenue, passengers and market share from 2008-2015. Finally, it performs outside analyses including PESTEL, Porter's Five Forces and McKinsey 7S framework to evaluate the external and internal environment.
This document provides information on the cruise industry, including major cruise lines and ship classifications. It lists over 35 cruise lines operating globally, with Carnival Cruise Line, Royal Caribbean International, and Holland America Line identified as some of the largest operators. Cruise ships are classified into categories including luxury/upscale, mass market, niche/specialty, and bargain ships. The organizational structure and key departments on cruise ships are also summarized.
Success and Failure in the Cruise Line IndustryBobby Abbett
The document is a report analyzing the cruise line industry prepared by a team of business analysts for their managers. It identifies the key success factors in the industry as extending global reach into new markets, continuous innovation of amenities to increase onboard spending, and effectively marketing brands to target customer segments. It then analyzes the two top competitors, Carnival Cruise Lines and Royal Caribbean, and provides recommendations for Carnival to improve, including creating ships comparable to Royal Caribbean's Quantum of the Seas, changing its capital structure to be more leveraged, and responding more effectively to incidents.
The document discusses careers in the cruise ship industry. It describes some of the key roles on cruise ships including those in bridge operations like the captain and chief engineer, and hotel operations like the hotel manager and purser. It notes that cruise ships offer various career paths in tourism, both sea-based roles on the ship as well as land-based support positions.
Royal Caribbean Cruises Ltd is a global cruise company with several cruise brands including Royal Caribbean International, Azamara Club Cruises, Celebrity Cruises, Pullmantur, and TUI Cruises. It has over 100 ports of call worldwide and employees from 112 different nationalities. The company is looking to fill both corporate and shipboard positions in various disciplines like IT, finance, engineering, and hospitality.
This document provides information about Carnival Corporation. It includes:
- A short history of Carnival Corporation, including being founded in 1972 and acquiring P&O Princess Cruises in 2003.
- Company overview details, such as having 102 ships, 120,000 employees worldwide, 10 cruise line brands, and a 47% market share.
- Carnival Corporation's vision and mission statements, which focus on providing affordable cruises and exceptional vacation experiences.
- An analysis of Carnival's current mission statement against components like customers, markets, technology, and public image.
- A proposed revised mission statement that highlights providing fabulous cruises to a wide range of individuals regardless of budget.
-
Royal Caribbean is a global cruise company founded in 1968. It currently operates three cruise brands - Royal Caribbean International, Celebrity Cruises, and Azamara Club Cruises. Innovation is key to Royal Caribbean's success, as it has introduced many cruise industry firsts across its 25 ship fleet. The company focuses on strategies like strengthening its brands, investing in new ships, and deploying ships efficiently to optimize returns. It also prioritizes environmental sustainability through initiatives like its Save the Waves program. Royal Caribbean faces risks from factors like economic conditions, fuel prices, and cyber threats. It manages these risks through diversification, hedging, and investment in cybersecurity.
This document provides an overview of Royal Caribbean International's strategy in Italy. Some key points:
- The Italian cruise market is growing but remains highly fragmented. Royal Caribbean aims to target "active socializers" aged 25-54.
- Main competitors Costa and MSC have majority market share due to being Italian brands and aggressive pricing.
- Royal Caribbean has invested heavily in Italy but profitability lags other markets due to high acquisition costs.
- A reorganization in 2013 led to cuts in marketing/sales and general & administrative spending in Italy to improve performance.
Costa Cruises is the largest cruise operator in Europe with over 67 years of experience. It has a young and multinational staff of over 19,000 employees from 70 countries. Costa Cruises offers state-of-the-art ships accommodating 1,600-5,000 guests that sail worldwide. The recruitment process involves applying online, assessments, interviews, training, and obtaining required documents like medical certificates, safety training certification, and police clearances before embarking.
The purpose of this report is to analyze the cruise ship company Royal Caribbean International as a whole and establish the key success factors with a focus on their cruise ship “Symphony of The Seas”.
A great example of how to impress sponsors by demonstrating recent partnership success stories. Results, positive testimonials, across several sponsor categories, with visuals of the sponsorship execution to support
CRUISE INTERNATIONAL, INC. A VIRTUAL SERVICE CASE .docxannettsparrow
CRUISE INTERNATIONAL, INC.
A VIRTUAL SERVICE CASE
Operations Management, 4e
Reid, Sanders
Mission Statement
We are committed to serving our customers, both the guests
and travel agents who book and support our cruises. Every
service we provide must be of the highest quality whether it be
shipboard or shore side.
We constantly seek improvement and innovation as we strive to
reduce costs in order to maintain reasonable fares, further
enhancing the value of our service. All bookings are serviced
promptly and accurately with the highest respect and courtesy.
We recognize that our suppliers and distributors must have an
opportunity to make a fair profit.
Cruise International, Inc. is concerned about our staff, the men
and women who work with us, whether shipboard or shore side.
All employees are provided with clean, orderly, and safe
working conditions. Each employee is treated with respect and
recognized for his/her effort. Cruise International is committed to
providing competent management.
Our ultimate responsibility is to our parent company and its
stockholders. Our business must make a reasonable profit.
Data and Charts
Cruise Data
• North American Passenger Capacity
• Cruise Destination Data
• Cruise Destination Data (Seasonalized)
• Average Length of Cruise Data
• Length of Cruise Demand Data
• Average Capacity Utilization
Quality Survey Data
• Billing Errors Data
• Guest Survey Data
• Housekeeping Stateroom Cleaning
Data
Work Sampling Data Hours Required to
Accomplish
Routine Maintenance Tasks
Cost Reports Processing Time Chart
Activities for Telemedicine System
Implementation
CRUISE DATA
North American Passenger Capacity
Individual Cruise Line Detail at Year-End 2009
Cruise Line
No. of Lower Berths No. of Ships
Carnival Cruise Lines 47,908 21
Celebrity Cruises 14,762 9
Costa Cruise Lines 17,265 10
Cruise International, Inc. 13,120 12
Crystal Cruises 2,014 2
Cunard Line, Ltd. 4.411 2
Disney Cruise Line 3,508 2
Holland America Line 16,929 12
MSC Cruises USA 9,073 7
Norwegian Coastal Voyages 5,923 13
Norwegian Cruise Line 20,950 11
Oceania Cruises, Inc. 2,052 3
Orient Lines, Inc. 845 1
Princess Cruises 28,800 14
Regent Seven Seas Cruises 2,410 5
Royal Caribbean International 45,570 20
Seabourn Cruise Lines 624 3
Silversea Cruises 1,356 4
Swan Hellenic 360 1
Windstar Cruises 604 3
Total 234,077 155
Cruise Destination Data
Cruise Destination Data (Seasonalized)
Average Length of Cruise
Length of Cruise Demand Data
Average Capacity Utilization
QUALITY SURVEY DATA
Billing Errors Data
Cruise Number
Number of
Defective Bills
1 47
2 45
3 59
4 50
5 74
6 71
7 65
8 49
9 26
10 29
11 32
12 35
13 48
14 46
15 51
16 64
17 52
18 44
19 46
20 51
21 45
Total 1029
Guest Survey Data
Cruise
Number
Number of
Outstanding
Respons.
Hawkes Ocean Sports, Inc - Investment DeckJoseph Oliver
This document describes an investment opportunity in Hawkes Ocean Sports, Inc., a company that develops and sells manned submersibles. The company aims to harness human interest in adventure tourism by providing underwater tours in its winged submersible craft. It sees opportunities in the $40 billion experiential tourism market and $3 billion dive and snorkeling tourism industry. Hawkes Ocean Sports was founded by renowned submersible pioneer Graham Hawkes and has developed six generations of winged submersible technology over 20 years of research and development.
Carnival Corporation is the largest cruise company in the world. It operates 10 cruise brands across North America, Europe, Asia, and Australia. The investment thesis is that cruising is the fastest growing sector of the travel industry due to increasing discretionary spending and mobility of ships. Carnival is well positioned to capitalize on this growth through its brand diversification and modern fleet. It offers value as shares currently trade at a discount due to overreaction to Zika virus fears, though the company is managing impacts well through diversification. Financials show improving margins, returns and free cash flow as costs fall through scale and efficient new ships.
Cirque du Soleil proposes a three-pronged strategy of analyzing, negotiating, and expanding by partnering with Royal Caribbean cruise ships to perform resident shows. This would allow Cirque to enter the European market and leverage Royal Caribbean's large theater spaces on its cruise ships. The strategy involves negotiating a deal with Royal Caribbean to produce two new shows and have Cirque perform on two Royal Caribbean ships by 2014. This partnership would provide sustainable growth opportunities for both companies and increased revenues for Cirque du Soleil.
The document provides an overview and post-show report of the Dubai International Boat Show 2015. It summarizes key metrics of the show including 28,273 visitors, over 800 exhibitors from 45 countries, and over $180 million in sales generated. New sectors in 2015 included the Dive Middle East Exhibition and expanded sailing and watersports areas. The report also outlines the various sectors, global and regional exhibitors, visitor demographics, marketing efforts, and praise from exhibitors and attendees about the success and business opportunities at the 2015 Dubai International Boat Show.
The luxury cruise market is expected to see healthy growth over the next 5 years due to global trends. Demand will be driven by the growing focus on experiential spending among affluent customers. Emerging markets like China also provide opportunities for growth as cruise becomes more popular globally. Luxury cruising is well positioned to benefit from these trends by offering customized experiences to meet demand from markets like China. Demographic shifts also favor experiential spending among older generations. Innovation will be key for companies like Silversea to remain leaders and cater to evolving customer preferences.
CRUISE INTERNATIONAL, INC.A VIRTUAL SERVICE CASEOper.docxannettsparrow
CRUISE INTERNATIONAL, INC.
A VIRTUAL SERVICE CASE
Operations Management, 4e
Reid, Sanders
An Overview of Cruise International, Inc.
Cruise International has been in business for more than two decades. The organization competes in all aspects of the cruise industry. They provide cruises with small ships (fewer than 500 passengers), medium ships (between 500 and 1,500 passengers), and large ships (over 1,500 passengers), as well as several different luxury levels.
Cruise International, Inc. currently uses the following port cities for embarkation and disembarkation.
Amsterdam, Holland
Rome, Italy
Auckland, New Zealand
San Diego, California
Barcelona, Spain
San Francisco, California
Beijing, China
San Juan, Puerto Rico
Buenos Aires, Argentina
Seattle, Washington
Cape Liberty, Bayonne, New Jersey
Seward, Alaska
Ensenada, Mexico
Singapore
Ft. Lauderdale, Florida
Southampton, England
Harwich, England
Stockholm, Sweden
Hong Kong, China
Sydney, Australia
Honolulu, Oahu, Hawaii
Valparaiso, Chile
Los Angeles, California
Vancouver, British Columbia
Miami, Florida
Venice, Italy
Corporate headquarters for Cruise International, Inc. are located in Miami, Florida.
The cruise ships used by CII have a number of departments and services. The Administration basically handles the paper work during the cruise. The Deck and Engine members are responsible for the operation and maintenance of the ship. Entertainment Services provide the onboard entertainment. Food and Beverage Services are responsible for dining and drinking aboard the ship. The Hotel function is responsible for the staterooms for guests and crew.
Housekeeping cleans the public areas of the ship as well as the staterooms. Information Technology is responsible for the operation and maintenance of all areas of the cruise ship's onboard computer system. The Cruise Staff is responsible for maintaining guest relations.
Clicking on the underlined department allows you to find out more about the department or simply go to the Cruise International, Inc. Departments and Services Page.
The descriptions of job positions were taken from http://www.cruiseservices.co.uk and http://www.cruiseshipjobs.biz.
CRUISE INTERNATIONAL, INC. A VIRTUAL SERVICE CASE
Operations Management, 4e
Reid, Sanders
Mission Statement
We are committed to serving our customers, both the guests and travel agents who book and support our cruises. Every service we provide must be of the highest quality whether it be shipboard or shore side.
We constantly seek improvement and innovation as we strive to reduce costs in order to maintain reasonable fares, further enhancing the value of our service. All bookings are serviced promptly and accurately with the highest respect and courtesy. We recognize that our suppliers and distributors must have an opportunity to make a fair profit.
Cruise International, Inc. is concerned about our staff, the men and women who work with us, whether shipboard or shore side. All employees.
1. Carnival Corporation grew from a single ship in 1972 to become the world's largest cruise company with over 80,000 employees and 88 ships across 12 brands as of 2010.
2. In 2009, Carnival restructured its customer service division in response to mistakes made. They examined what went wrong, the costs of errors, and lessons learned to improve future change management.
3. In 2011, Carnival realigned its operating model, reflecting prior learning from past changes. This informed their approach to future planning and change initiatives.
1) Carnival Corporation grew from a single ship in 1972 to become the world's largest cruise company operating over 100 ships across multiple brands.
2) It has experienced steady growth through expanding its brands targeted at different cultures and demographics in North America, UK, Europe, Germany, and Asia Pacific.
3) The document examines Carnival's past change management efforts, like restructuring its customer service division in 2009, to identify lessons that can help guide future planning efforts like realigning its operating model.
1) Carnival Corporation grew from a single ship in 1972 to become the world's largest cruise company with over 80,000 employees and 88 ships across 12 brands as of 2010.
2) In 2009, Carnival restructured its customer service division in response to mistakes made. They examined what went wrong, the costs of errors, and lessons learned to improve future change management.
3) In 2011, Carnival realigned its operating model and looked to apply lessons from prior changes, such as the 2009 customer service restructure, to future planning and change management approaches.
1. Carnival Corporation grew from operating 1 ship in 1972 to become the world's largest cruise company with over 88 ships and 12 brands, carrying over 168,000 passengers.
2. In 2009, Carnival restructured its customer service division in response to problems, looking to learn from mistakes in order to improve change management for the future.
3. In 2011, Carnival realigned its operating model, reflecting lessons learned from prior changes with the goal of applying those lessons to future planning and change initiatives.
This document discusses the state of the cruise industry in 2012, which was a challenging year due to the Costa Concordia accident and economic issues in Europe. It notes that cruising is a growing global industry, with over 20 million passengers in 2011. The cruise industry has a major global economic impact, generating over $127 billion and over 750,000 jobs. Specifically in Europe, the cruise industry generated over $14.5 billion in economic impact in 2011 and over 300,000 jobs. In Spain, the cruise industry generated over $1.3 billion in direct expenditures in 2011, with growth across all categories.
Esperanza is the protagonist of The House on Mango Street. Over the course of the book, she matures from an innocent child into a young woman. In the beginning, Esperanza is curious and observant of the world around her. She befriends older girls like Marin who teach her about womanhood. Through her experiences in her Latino neighborhood, Esperanza learns about hardships like poverty and oppression. By the end, she desires a better life and education beyond Mango Street. Esperanza serves as a symbol of hope and the next generation's potential for change and empowerment.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
1. STRATEGIC PLAN 2013-2015
Undergraduate Student Project
Entire Presentation should be prescriptive in nature. Never
read anything, not even the mission statement.
3. COMPANY OVERVIEW
•
HEADQUARTERS:
Miami, Florida, and London, England
•
CRUISE BRANDS:
Carnival Cruise Lines (24 ships) Princess
Cruises (17 ships) Holland America Line (15 ships)
Costa (14 ships) P&O Cruises (7 ships) Cunard (3
ships) Seabourn (6 ships) AIDA (10 ships) P&O
Cruises Australia (4 ships) Iberocruceros (3 ships)
•
TOTAL NUMBER OF SHIPS:
102
•
EMPLOYEES WORLDWIDE:
Approximately 90,000
•
STOCK EXCHANGE:
NYSE and LSE (symbol: CCL)
•
2012 REVENUES:
$15.4 billion
•
2012 NET INCOME:
$1.5 billion
•
CRUISING AREAS:
Alaska - Bahamas - Baltic – Bermuda- CaribbeanHawaii - Mediterranean – New England - North Cape
– Panama Canal -South America - South Pacific and
other worldwide destinations
4.
5.
6.
7. VISION STATEMENT
Carnival Corporation & PLC:
No current vision statement
Proposed Vision Statement:
Carnival’s vision is to provide the world with
the finest and safest vacation experience for
our employees and guests.
8. MISSION STATEMENT
Our mission is to take the world on vacation and deliver exceptional
experiences that appeal to a large variety of consumers, all at an
outstanding value. We believe our multi-brand strategy is essential to
achieving our mission and maintaining our leadership positions. Our ten
unique brands with worldwide sourcing of guests and diverse
itinerary options allow us to expand our offerings to our past guests,
while continuing to grow our business through the acquisition of new
guests in established and emerging markets. Our success also
depends on, among other things, our ability to exceed the expectations
of our guests by providing them with a wide variety of exceptional
vacation experiences. We strive to capture a greater share of
consumers’ spending on vacations by providing extraordinary cruise
products and services, all at an outstanding value.
9. PROPOSED MISSION STATEMENT
Our mission is to provide our valued customers with the ultimate
vacation experience through a variety of fabulous food and
entertainment (1,2, and 7). We provide state of the art cruise ships all
over the world while enhancing technology upgrades (3&4). We
follow all maritime regulations to ensure the safety of our
employees and passengers while at sea (5&9). We strive to provide
affordable vacations for all demographics, while maximizing our
shareholder’s profits (8). Our highest priority remains to perform in
an ethical manner while serving our guests (6).
10. ROYAL CARIBBEAN : MISSION/VISION
Vision Statement:
Our vision is to empower and enable our employees to deliver the best
vacation experience for our guests, thereby generating superior returns
for our shareholders and enhancing the well-being of our communities.
Mission Statement:
We always provide service with a friendly greeting and a smile. We
anticipate the needs of our customers. We make all efforts to exceed our
customers’ expectations. We take ownership of any problem that is brought
to our attention. We engage in conduct that enhances our corporate
reputation and employee morale. We are committed to act in the highest
ethical manner and respect the rights and dignity of others. We are loyal to
Royal Caribbean and Celebrity and strive for continuous improvement in
everything we do.
16. RATIO ANALYSIS
Carnival Corporation & PLC
Royal Caribbean
Current Ratio
0.2
0.2
Quick Ratio
0.2
0.2
Long Term Debt to Equity
0.3
0.8
Inventory Turnover
39.4
52.7
Total Assets Turnover
0.4
0.4
Accounts Receivable Turnover
21.1
27.4
Average Collection Period
17.3
13.3
Gross Profit Margin
0.9
0.9
Net Profit Margin
0.1
0
0
0
0.1
0
Return on Total Assets (ROA)
Return on Equity (ROE)
17. CURRENT ORGANIZATIONAL CHART
Chairman of the Board/ CEO
Vice Chairman of the Board/COO
CFO
Director
Director
Director
Director Director
Director Director
Director
CAO
Director Director
Director Director
18. RECOMMENDED ORGANIZATIONAL CHART
Board of Directors
CEO
CIO
HRM
President
of the
North
American
Market
President
of
Carnival
President
of
Princess
CFO
COO
President
of the
Australian
Market
President
of
Holland
President
of
Seabourn
President
of P&O
Australia
CAO
CMO
CSO
President
of the
Spain and
Brazil
Market
President
of the
European
Market
President
of Costa
President
of P&O
President
of Cunard
President
of AIDA
President
of Ibero
19. MARKET POSITIONING MAP
High Price
Royal Caribbean
Good Customer
Service
Bad Customer
Service
Carnival Corporation
& PLC
Low Price
20. COMPANY WORTH ANALYSIS
Carnival Corporation and PLC
Stockholders' Equity
Net Income x 5
(Share Price/EPS) x Net Income
Number of Shares Outstanding x Share Price
Method Average
$19,414
$6,490
$24,117
$28,942
$19,741
Royal Caribbean
Stockholders' Equity
Net Income x 5
(Share Price/EPS) x Net Income
Number of Shares Outstanding x Share Price
Method Average
$7,876
$92
$1,999
$8,157
$4,531
21. INTERNAL STRENGTHS
1.
Carnival Corporation and PLC is the largest cruise company in the world, having 48.4% of worldwide
market share in passengers.
2.
Passenger Capacity has increased over the last 4 years at an average rate of 3.59%.
3.
Fuel consumption has been reduced 21% since 2007, with a projection to reduce fuel consumption by
another 5% per unit.
4.
The Holland America line has the highest rate of repeat customers in the cruise industry.
5.
Seabourn Yachts have a service ratio of one staff member to one guest.
6.
P&O Cruises is the leading Australian cruise line, with 300,000 passengers annually. P&O Cruises
(Australia) carried almost half of all Australia and New Zealand cruise passengers in 2012.
7.
In 2012, our North America brand represented 61% of our total passenger capacity.
8.
Carnival Corp & PLC owns 40% interest in Grand Bahamas Shipyard, LTG, which is the largest cruise
ship dry- dock repair facility in the world.
9.
Carnival Cruise Line operates from 19 homeports in North America, which is more than our competitors.
Carnival Cruise Lines and PLC serves 8.5 million guests a year and has 10 distinct cruise lines under
10. ownership.
22. INTERNAL WEAKNESSES
1.
The net income was $1,298 in FY2012, a decrease of 6% as compared to 2011
2.
Revenues declined $410 million in 2012
3.
Protecting the health, safety, and security of our guests, employees and all others working on behalf of the
company since Costa Concordia tragedy.
4.
Carnival Corporation &PLC accounts for 30% of disapperances of guests at sea since 2000.
5.
Communicating with passengers and employees, if in crisis mode while sailing. (Costa Concordia tragedy)
6.
During 2012, $28 million was spent for ship incident- related expenses that were not covered by insurance.
7.
Sales of cruises mainly booked through travel agents cost 10% of sales fees and additional commissions.
8.
Cash can only be used in the gaming area of the boat
Full brand recovery from Costa Concorida tragedy will take 2-3 years, extra marketing would come in three
areas: funds directed at travel agents, including cooperative advertising; social media; and possibly more
TV ads.
9.
Loyalty program was recently expanded to six tiers from two, downgrading some members to lower
10. membership level and taking away perks.
23. IFE MATRIX
Internal Factor Evaluation Matrix (IFE)
Strengths
1.
Carnival Corporation and PLC is the largest cruise company in the world,
having 48.4% of worldwide market share in passengers.
2. Passenger Capacity has increased over the last 4 years at an average rate
of 3.59%.
3. Fuel consumption has been reduced 21% since 2007, with a projection to
reduce fuel consumption by another 5% per unit.
4. The Holland America line has the highest rate of repeat customers in the
cruise industry.
5. Seabourn Yachts have a service ratio of one staff member to one guest.
Weight Rating
Weighted
Score
0.08
4
0.32
0.05
3
0.15
0.06
3
0.18
0.05
3
0.15
0.04
3
0.12
0.04
4
0.16
0.06
4
0.24
0.07
3
0.21
0.05
4
0.20
0.06
4
0.24
6.
P&O Cruises is the leading Australian cruise line, with 300,000 passengers
annually. P&O Cruises (Australia) carried almost half of all Australia and New
Zealand cruise passengers in 2012.
7. In 2012, our North America brand represented 61% of our total passenger
capacity.
8.
Carnival Corp & PLC owns 40% interest in Grand Bahamas Shipyard, LTG,
which is the largest cruise ship dry- dock repair facility in the world.
9. Carnival Cruise Line operates from 19 homeports in North America, which is
more than our competitors.
10. Carnival Cruise Lines and PLC serves 8.5 million guests a year and has 10
distinct cruise lines under ownership.
24. IFE MATRIX CONTINUED
Weaknesses
1. The net income was $1,298 in FY2012, a decrease of 6% as compared to
2011
2. Revenues declined $410 million in 2012
3. Protecting the health, safety, and security of our guests, employees and all
Weigh
t
Rating
Weighted
Score
0.05
1
0.05
0.04
1
0.04
0.07
1
0.07
0.05
2
0.10
0.05
2
0.10
0.06
1
0.06
0.02
2
0.04
0.01
2
0.02
extra marketing would come in three areas: funds directed at travel agents, 0.06
including cooperative advertising; social media; and possibly more TV ads.
1
0.06
2
0.06
others working on behalf of the company since Costa Concordia tragedy.
4. Carnival Corporation &PLC accounts for 30% of disapperances of guests
at sea since 2000.
5. Communicating with passengers and employees, if in crisis mode while
sailing. (Costa Concordia tragedy)
6. During 2012, $28 million was spent for ship incident- related expenses that
were not covered by insurance.
7. Sales of cruises mainly booked through travel agents cost 10% of sales
fees and additional commissions.
8. Cash can only be used in the gaming area of the boat
9. Full brand recovery from Costa Concorida tragedy will take 2-3 years,
10. Loyalty program was recently expanded to six tiers from two, downgrading
some members to lower membership level and taking away perks.
TOTALS
0.03
1.00
2.57
27. EXTERNAL OPPORTUNITIES
1.
Long term expansion in Asian Vacation Markets due to increased prosperity and size of Asian countries
(2012: 8% and 2013: 10%)
2.
Worldwide, the cruise industry has an annual passenger compound annual growth rate of 7% from 1990 –
2017.
3.
Unveiling of nine cruise ships through March 2016. (Note, this is a Strength, not Opportunity)
4.
The UK Provides the largest number of cruise passengers sourced in Europe; 1.8 million are estimated to
have cruised in 2012.
5.
Europeans and Australians have significantly more vacation days a year than North Americans (4 weeks
paid vacation)
6.
The age group of 45 years and older is expected to grow by 13% in US and Canada and 11% in the major
Western European countries by 2022.
7.
The global travel and tourism industry is expected to grow approximately 2.8% during 2012
8.
Almost 60% of the cruise passengers in the world are sourced from the North American region, where
Carnival Corporation has 19 US ports.
9.
Demand for technology growing on cruise ships; In the past five years, Internet logins on the MTN network
almost doubled from approximately 15 million to 27 million per year
Cruising is about five percent of the overall vacation market and is the fastest growing segment of the travel
10. industry
28. EXTERNAL THREATS
1.
A 6.3% increase in fuel prices, since February 2013. (Fuel accounts for 20% of cruise ticket price)
2.
The Costa Concordia and European sovereign debt crisis impacted all cruise line revenues by about -5.1%
3.
Increasing cost of ship building; In 1990 it cost $250 million to build a ship, where as in 2012 it cost $740
million.
4.
Safety and security of travel- terrorism, drug attacks, vessel seizures
5.
Royal Caribbean passengers carried increased 0.3% last year
6.
Currency risk- the US dollar decreased 0.3% in Feb. 2013
7.
8.
The United States unemployment rate is currently still high at 7.40%
Trend toward healthy eating and lifestyles; 1 in 4 Americans are currently on a diet, which is 25% of US
Americans.
9.
Global warming is causing the oceans to absorb a great deal of extra heat (up to 90%).
10. Increase of corporate tax
29. EFE MATRIX
External Factor Evaluation Matrix (EFE)
Opportunities
Weight Rating
1. Long term expansion in Asian Vacation Markets due to increased prosperity and 0.05
3
size of Asian countries (2012: 8% and 2013: 10%)
2. Worldwide, the cruise industry has an annual passenger compound annual
0.07
4
growth rate of 7% from 1990 – 2017.
3. Unveiling of nine cruise ships through March 2016.
0.05
4
4. The UK Provides the largest number of cruise passengers sourced in Europe;
0.04
3
1.8 million are estimated to have cruised in 2012.
5. Europeans and Australians have significantly more vacation days a year than
0.05
3
North Americans (4 weeks paid vacation)
6. The age group of 45 years and older is expected to grow by 13% in US and
0.05
3
Canada and 11% in the major Western European countries by 2022.
Weighted
Score
0.15
0.28
0.20
0.12
0.15
0.15
7. The global travel and tourism industry is expected to grow approximately 2.8%
during 2012
8. Almost 60% of the cruise passengers in the world are sourced from the North
American region, where Carnival Corporation has 19 US ports.
0.07
3
0.21
0.06
4
0.24
9. Demand for technology growing on cruise ships; In the past five years, Internet
logins on the MTN network almost doubled from approximately 15 million to 27
million per year
10. Cruising is about five percent of the overall vacation market and is the fastest
growing segment of the travel industry
0.04
2
0.08
0.06
3
0.18
30. EFE MATRIX CONTINTUED
Threats
1. A 6.3% increase in fuel prices, since February 2013. (Fuel accounts for 20% of
cruise ticket price)
2. The Costa Concordia and European sovereign debt crisis impacted all cruise line
revenues by about -5.1%
3. Increasing cost of ship building; In 1990 it cost $250 million to build a ship,
where as in 2012 it cost $740 million.
4. Safety and security of travel- terrorism, drug attacks, vessel seizures
5. Royal Caribbean passengers carried increased 0.3% last year
6. Currency risk- the US dollar decreased 0.3% in Feb. 2013
7.
The United States unemployment rate is currently still high at 7.40%
8. Trend toward healthy eating and lifestyles; 1 in 4 Americans are currently on a
diet, which is 25% of US Americans.
9. Global warming is causing the oceans to absorb a great deal of extra heat (up to
90%).
10. Increase of corporate tax
TOTALS
Weighted
Weight Rating
Score
0.06
2
0.12
0.05
3
0.15
0.05
3
0.15
0.08
1
0.08
0.05
2
0.10
0.06
3
0.18
0.03
4
0.12
0.04
3
0.12
0.02
2
0.04
0.02
1
0.02
1.00
2.84
32. SWOT MATRIX
SO Strategies
1 Expand P&O Cruise Line (Australia) by 2 ships by 2016 (S6,O5)
2 Expand Costa Cruise Line (Asia) by 2 ships by 2016 (S1, O1)
3 Increase technology advancements on 50% of our fleets by 2014 (S2, O9)
4 Increase number of cruises available by 25% (S10, O10)
ST Strategies
1 Continue cost saving fuel energy practices by installing energy reduction techonologies on our ships. (S3,T1)
2 Offer departing specials from 8 homeports in North America. (S9,T5)
3 Custom prepared healthy meals for guests on our Seabourn Yachts (S5,T8)
Increase safety and security awarness on all 10 cruise lines, by offering special advertising reassurance to travel on CCL
4 (S10,T4)
WO Strategies
1 Launch four new vessels by 2014 (W2, O3)
2 Create marketing campagin for "baby boomer" generation to revamp our brand on safety/security . (W9,O6)
3 Upgrade Carnival's Website Services for online booking/questions (W7,O7)
4 Promote loyalty membership program on all luxury fleets to secure brand loyalty. (W10, O10)
WT Strategies
Add 1 employee per 100 guests to inform them of any safety or security issues while on board any Carnival Cruse Line Ships
1 (W5,T4)
2 Raise ticket price by 10% (W1,T10)
3 Create a new employee division to oversee and maintain all maintance on cruise ships (W6,T7,T2)
4 Renovate five ships with solar powered technology to reduce cost (W1,W2,T1)
33. SPACE MATRIX DATA
Internal Analysis:
Financial Position (FP)
Return on Investment (ROI)
Leverage
Liquidity
Working Capital
Cash Flow
Financial Position (FP) Average
Internal Analysis:
Competitive Position (CP)
Market Share
Product Quality
Customer Loyalty
Technological know-how
Control over Suppliers and Distributors
Competitive Position (CP) Average
6
5
3
3
5
4.4
-1
-3
-2
-4
-1
External Analysis:
Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market
Stability Position (SP) Average
External Analysis:
Industry Position (IP)
Growth Potential
Financial Stability
Ease of Entry into Market
Resource Utilization
Profit Potential
-2.2 Industry Position (IP) Average
-2
-3
-5
-3
-4
-3.4
5
5
6
5
7
5.6
35. BCG MATRIX
High
1.0
Medium
.50
High +20
Low
0.0
Star
Question Mark
NA
EAA
Industry
Sales
Growth
Medium 0
Rate
(Percentage)
Low
CS
Cash Cow
Dog
-20
North America
Cruise Brands
EAA Cruise
Brands
Cruise
Support
Profit
$
9,364
$
5,827
$
86
Remaining Profits
$
5,913
$
9,450
$
15,191
36. IE MATRIX (Note, the EFE and IFE
scores possibly do not match the position of the
The Total IFE Weighted Scores
divisions)
Strong
Average
Weak
4.0 to 3.0
4.0
2.99 to 2.0
II
I
High
1.99 to 1.0
III
EAA
NA
3.0
IV
The
EFE
Total
Medium
Weighted
Scores
2.0
Low
1.0
V
VI
VIII
IX
CS
VII
37. GRAND STRATEGY MATRIX
Rapid Market Growth
Quadrant II
Quadrant I
Weak
Competitive
Position
Strong
Competitive
Position
Carnival Corporation
Quadrant III
Quadrant IV
Slow Market Growth
38. QSPM
Convert safety and
security procedures Expand Costa
on all 10 Carnival Cruise Lines(Asia)
and PLC cruise by 2 ships in 2016.
lines.
Opportunities
Weight
1. Long term expansion in Asian Vacation Markets due to increased
0.05
prosperity and size of Asian countries (2012: 8% and 2013: 10%)
2. Worldwide, the cruise industry has an annual passenger compound
0.07
annual growth rate of 7% from 1990 – 2017.
3. Unveiling of nine cruise ships through March 2016.
0.05
4. The UK Provides the largest number of cruise passengers sourced in
0.04
Europe; 1.8 million are estimated to have cruised in 2012.
5. Europeans and Australians have significantly more vacation days a year
0.05
than North Americans (4 weeks paid vacation)
6. The age group of 45 years and older is expected to grow by 13% in US
0.05
and Canada and 11% in the major Western European countries by 2022.
7. The global travel and tourism industry is expected to grow approximately
0.07
2.8% during 2012
8. Almost 60% of the cruise passengers in the world are sourced from the
0.06
North American region, where Carnival Corporation has 19 US ports.
9. Demand for technology growing on cruise ships; In the past five years,
Internet logins on the MTN network almost doubled from approximately 15 0.04
million to 27 million per year
10. Cruising is about five percent of the overall vacation market and is the
0.06
fastest growing segment of the travel industry
AS
TAS
AS
TAS
4
0.20
2
0.10
2
0.14
3
0.21
0
0.00
0
0.00
2
0.08
1
0.04
0
0.00
0
0.00
0
0.00
0
0.00
3
0.21
2
0.14
0
0.00
0
0.00
4
0.16
2
0.08
3
0.18
4
0.24
39. QSPM CONTINUED
Convert safety and
Expand Costa
security procedures
Cruise Lines(Asia)
on all 10 Carnival and
by 2 ships in 2016.
PLC cruise lines.
Threats
Weight
1. A 6.3% increase in fuel prices, since February 2013. (Fuel accounts for
0.06
20% of cruise ticket price)
2. The Costa Concordia and European sovereign debt crisis impacted all
0.05
cruise line revenues by about -5.1%
3. Increasing cost of ship building; In 1990 it cost $250 million to build a ship,
0.05
where as in 2012 it cost $740 million.
4. Safety and security of travel- terrorism, drug attacks, vessel seizures
0.08
5. Royal Carribean passengers carried increased 0.3% last year
6. Currency risk- the US dollar decreased 0.3% in Feb. 2013
7. The United States unemployment rate is currently still high at 7.40%
8. Trend toward healthy eating and lifestyles; 1 in 4 Americans are currently
on a diet, which is 25% of US Americans.
9. Global warming is causing the oceans to absorb a great deal of
extra heat (up to 90%).
10. Increase of corporate tax
AS
TAS
AS
TAS
0
0.00
0
0.00
4
0.20
1
0.05
1
0.05
2
0.10
3
0.24
2
0.16
0.05
0
0.00
0
0.00
0.06
0
0.00
0
0.00
0.03
0
0.00
0
0.00
0.04
0
0.00
0
0.00
0.02
0
0.00
0
0.00
0.02
0
0.00
0
0.00
40. QSPM CONTINUED
Convert safety and
security procedures
Expand Costa
on all 10 Carnival Cruise Lines(Asia)
and PLC cruise
by 2 ships in 2016.
lines.
Strengths
Weight
1. Carnival Corporation and PLC is the largest cruise company in the world,
0.08
having 48.4% of worldwide market share in passengers.
2. Passenger Capacity has increased over the last 4 years at an average rate of
0.05
3.59%.
3. Fuel consumption has been reduced 21% since 2007, with a projection to
0.06
reduce fuel consumption by another 5% per unit.
4. The Holland America line has the highest rate of repeat customers in the
0.05
cruise industry.
5. Seabourn Yachts have a service ratio of one staff member to one guest.
0.04
6. P&O Cruises is the leading Australian cruise line, with 300,000 passengers
annually. P&O Cruises (Australia) carried almost half of all Australia and New 0.04
Zealand cruise passengers in 2012.
7. In 2012, our North America brand represented 61% of our total passenger
0.06
capacity.
8. Carnival Corp & PLC owns 40% interest in Grand Bahamas Shipyard, LTG,
0.07
which is the largest cruise ship dry- dock repair facility in the world.
9. Carnival Cruise Line operates from 19 homeports in North America, which is
more than our competitors.
10. Carnival Cruise Lines and PLC serves 8.5 million guests a year and has 10
distinct cruise lines under ownership.
AS
TAS
AS
TAS
4
0.32
3
0.24
3
0.15
4
0.20
0
0.00
0
0.00
0
0.00
0
0.00
0
0.00
0
0.00
0
0.00
0
0.00
3
0.18
2
0.12
0
0.00
0
0.00
0.05
0
0.00
0
0.00
0.06
3
0.18
2
0.12
41. QSPM CONTINUED
Convert safety and
Expand Costa
security procedures
Cruise Lines(Asia)
on all 10 Carnival and
by 2 ships in 2016.
PLC cruise lines.
AS
TAS
0.15
1
0.05
4
0.16
3
0.12
0
0.00
0
0.00
0.05
4
0.20
2
0.10
0.05
3
0.15
2
0.10
0.06
4
0.24
1
0.06
0.02
0
0.00
0
0.00
0.01
0
0.00
0
0.00
0.06
0
0.00
0
0.00
0.03
0
0.00
0
0.00
Weaknesses
Weight
1. The net income was $1,298 in FY2012, a decrease of 6% as compared to
0.05
2011
2. Revenues declined $410 million in 2012
0.04
3. Protecting the health, safety, and security of our guests, employees and all
0.07
others working on behalf of the company since Costa Concordia tragedy.
4. Carnival Corporation &PLC accounts for 30% of disapperances of guests
at sea since 2000.
5. Communicating with passengers and employees, if in crisis mode while
sailing. (Costa Concordia tragedy)
6. During 2012, $28 million was spent for ship incident- related expenses that
were not covered by insurance.
7. Sales of cruises mainly booked through travel agents cost 10% of sales
fees and additional commissions.
8. Cash can only be used in the gaming area of the boat
9. Full brand recovery from Costa Concorida tragedy will take 2-3 years,
extra marketing would come in three areas: funds directed at travel
agents, including cooperative advertising; social media; and possibly more
TV ads.
10. Loyalty program was recently expanded to six tiers from two, downgrading
some members to lower membership level and taking away perks.
TOTALS
AS
TAS
3
3.19
2.23
43. RECOMMENDATIONS
Recommendations
Amount
1
Appoint a "Chief Safety Officer" in each Carnival & PLC Cruise Brand
$
3,000,000
2
Unveil six ships (North American, EAA, UK, Costa)
$
2,843,000,000
3
Reconcile Concorida legal litigation
$
585,000,000
4
World-wide advertising campaign on safety
$
100,000,000
5
Employee procedures and training programs
$
1,200,000
6
Donate to Coral Reef Alliance
$
1,000,000
7
Install security devices throughout on all vessels
$
10,100,000
8
Offer additional support to guests and travel agents via telephone and email
$
250,000
9
Install scrubber technology
$
180,000,000
10
Build a smartphone application for passengers- "Carnival In-touch"
$
125,000
Total
$
3,723,675,000
See Appendix I for explanation
46. INCOME STATEMENTS
Income Statement (in millions)
Total Revenue
Cost of Revenue
Gross Profit
Operating Expenses
Research and Development
Selling and General Administrative
Non-recurring
Others
Total Operating Expenses
2012
2013
2014
2015
15,382
10,320
5,062
15,350
10,285
5,066
16,203
10,856
5,347
16,987
11,381
5,606
1,720
173
1,527
1,642
33.3
1,917
1
1,527.4
1,587
33.3
2,113
1,527.8
1,673
33.3
2,309
1,528.2
1,735
Total Other Income/Expenses Net
Earnings Before Interest and Taxes
Interest Expense
Income Before Tax
Income Tax Expense
Net Income
(4)
1,638
336
1,302
4
1,298
(6)
1,593
448
1,145
3.5
1,141
2
1,671
560
1,111
3.3
1,108
3
1,732
672
1,060
3.2
1,057
Dividends
Retained Earnings
1,168
130
1,168
(27)
1,168
(60)
1,168
(111)
See Appendix II for explanation
47. PROJECT BALANCE SHEETS
Balance Sheet (millions)
2012
2013
2014
2015
Assets
Current Assets
Cash and Cash Eqauivalents
Short Term Investments
Net Receivables
Inventory
Other Current Assets
Total Current Assets
Long Term Investments
Property Plant and Equipment
Goodwill
Intangible Assets
Other Assets
Total Assets
860
830
715
420
2,825
33,148
3,174
1,342
732
41,221
890
920
849
536
3,195
34,159
3,174
1,489
835
42,852
945
975
920
597
3,437
35,170
3,174
1,620
875
44,276
Liabilities
Current Liabilties
Accounts Payable
Short/Current Long Term Debt
Other Current Liabilities
Total Current Liabilites
Long Term Debt
Other Liabilties
Total Liabilities
See Appendix III
for explanation
465
730
390
236
1,821
32,137
3,174
1,314
715
39,161
1,977
1,734
3,629
7,340
7,168
724
15,232
2,200
1,786
3,702
7,688
8,409
738
16,835
2,215
1,840
3,776
7,830
9,650
753
18,233
2,243
1,895
3,851
7,989
10,891
768
19,648
Stockholders' Equity
Common Stock
Additional Paid In Capital
Retained Earnings
Treasury Stock
Other Stockholder Equity
Total Stockholder Equity
Total Stockholders' Equity and Liabilities
363
8,252
18,479
(2,958)
-207
23,929
39,161
363
8,252
18,452
(2,483)
-198
24,386
41,221
363
8,252
18,392
(2,213)
-175
24,619
42,852
363
8,252
18,281
(2,101)
-167
24,628
44,276
48. PROJECTED RATIOS
Current Ratio
Quick Ratio
Long Term Debt to Equity
Inventory Turnover
Total Assets Turnover
Accounts Receivable Turnover
Average Collection Period
Gross Profit Margin
Net Profit Margin
Return on Total Assets (ROA)
Return on Equity (ROE)
2012
0.25
0.19
0.30
39.44
0.39
21.07
17.32
0.89
0.08
0.03
0.05
2013
0.37
0.27
0.34
21.47
0.37
18.49
19.74
0.90
0.07
0.03
0.05
2014
0.41
0.30
0.39
19.08
0.38
17.61
20.72
0.90
0.07
0.03
0.05
2015
0.43
0.32
0.44
18.46
0.38
17.42
20.95
0.90
0.06
0.02
0.04
49. CONCLUSION
As Carnival Corporation and PLC continues to
improve the safety and security among our cruise
brands throughout the world, we hope our
consumers will regain the trust of the cruise industry
by cruising with us. The corporation needs to focus
on the internal and external factors in an effort to
further improve its operation and ultimately the
return to the shareholders of the company.
50. APPENDIX
I. Recommendation Notes
1- 10 cruise brands/ 10 new safety officers at $100K salary per year for 3 years
2- Due to increasing passengers carried in cruise industry market we believe that unveiling six news ships will help meet the demand of passengers
wanting to travel (North American, EAA, UK, Costa)
3- Legal fees/ reimbursing guests costs from Costa Concordia Tragedy
4- Create this marketing campaign similar to BP the marketing campaign after the oil spill; to reassure our consumers of the safety/security measures we
are taking on our cruise ships (Quote is from Chernoff/Newman Advertising Agency in Columbia, SC)
5- We are going to offer our employees an online training certificate program in safety and security measures for our ships; offered for one week; you
have to take an online test at the end of session to receive certificate
6- Due to the Costa tragedy we will donate $1Million to the Coral Reef Alliance to help our public images and social responsibility.
7- Install safety security devices throughout on all vessels -101 ships at 20 buttons per ship at $5,000 each -Cruise ships are designed and operated in
compliance with international and federal regulations specifically designed to maximize the safety of passengers and crew. 101 ships x20= 2020
8- Hiring consultants for customer service, send out brochures, postcards etc. to offer additional support to our guests.
9- Install exhaust gas cleaning technology on 32 ships, making it the first company to use this scrubber technology in restricted spaces on existing ships.
10- Smart Phone App to keep passengers in the loop while traveling with our company; such as what activities are going on and specific times; which our
rival firm implemented this a few years ago.
II. Notes for Projected Income Statement
Total Revenue Decrease:
Cost of Revenue:
Research and Development:
Selling and GA:
Non- Recurring:
Others:
Total Other income/ Expense:
Interest Expense:
Net Income:
Decrease is 2013 due to customer skeptic of cruising because of recent events within the cruise industry (i.e.- cruise
wrecks, fires, drowning's, etc.)
67% of revenue
Worldwide Advertising Campaign for 3 years @ $100M
Includes CSO, Legal Fees, Guest Support, Smart App
Donation to Coral Reef Alliance
Employee Training (1.2M)
Decrease in 2013 due to revenue decrease; increase 14, 15 due to increase revenue
Interest Expense from EPS at 112
Reason for decreasing net income, is due to the implementation of recommendations/ strategies for the safety/security
of our passengers and employees of Carnival PLC ; advertising campaign; Costa Concordia Debt; New ships
Hopefully through our positive feedback and reinforcement from our recommendations, we will see NI begin to
increase in 2016
III. Notes for Projected Balance Sheet
Property Plant Equipment:
Intangibles:
Accounts Payable:
Short Term Debt:
Other Current Liabilities:
Long Term Debt:
Other Liabilities:
Additional Paid in Capital:
Treasury Stock:
New Ships, Security Device, Scrubber ($5.625M per 32 ships)
Increase because of trademarks on six new ships ($84M - 6x$14M trademark cost)
Due to increase in ships and procedures
3% increase
2% increase
Increase debt 1,241 per year to cover recommendations 100% debt
2% increase unforeseen problems with new ships/programs
Using all debt, but could change depending on cash flow
Not buying back as much due to trying to implement recommendations