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 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 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.
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.
Carnival Cruise Lines is the largest cruise line operator in the world. It owns over 100 ships that sail from 28 home ports globally. Carnival aims to provide quality cruise vacations that exceed guest expectations through its variety of cruise brands catering to different budgets and lifestyles. It has a fleet of over 100 ships that comply with international regulations, with crew representing over 70 countries. Some of Carnival's most well known ships include the Carnival Sunshine, Carnival Breeze, and Carnival Dream.
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.
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.
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 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 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 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.
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.
Carnival Cruise Lines is the largest cruise line operator in the world. It owns over 100 ships that sail from 28 home ports globally. Carnival aims to provide quality cruise vacations that exceed guest expectations through its variety of cruise brands catering to different budgets and lifestyles. It has a fleet of over 100 ships that comply with international regulations, with crew representing over 70 countries. Some of Carnival's most well known ships include the Carnival Sunshine, Carnival Breeze, and Carnival Dream.
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.
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.
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 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 Cruise Lines has collected two years of customer transaction data but has not utilized it. The document evaluates options for a customer relationship management (CRM) system to convert the data into useful customer information. It proposes a hybrid CRM system allowing reward and personalization strategies. Key criteria for evaluation are costs, customer value/impact, and competitive advantage. Alternatives like not implementing CRM are considered due to high failure rates and costs of CRM systems.
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.
Harrah's Entertainment, Inc. Case Analysismbartugs
Harrah's Entertainment needs to decide how to attract new customers, retain existing customers, and regain lost customers while facing competitive pressures. It has strengths in strategic focus, 100% profit growth year-over-year, and strong marketing targeting specific customer segments. Harrah's has 18 casino locations, competitive pricing, and a loyalty program with 15 million members. However, aging facilities and increasing competition pose weaknesses and threats as competitors invest in newer, superior venues and technology like player cards and internet gambling expands.
In this Harvard Business School Case, I have analysed the case study of Disney Consumer Products : Marketing Nutrition to Children during marketing internship under the guidance of Prof. Sameer Mathur (IIM Lucknow).
Cunard is a luxury cruise line operating since 1840. It has 7 ships of varying luxury levels - 5 ultra luxury ships and 2 premium ships. Cunard focuses on maintaining a high-end brand image of elegance and proper British service across its fleet. While pressure is growing for more promotional tactics, Cunard's marketing head Leslie faces a dilemma in balancing strategic brand-building with tactical sales efforts while preserving the unified luxury image.
Marriott Corporation was founded in 1927 and has grown into one of the leading lodging and food service companies in the US. The document discusses Marriott's history, brands, elements of its financial strategy including managing rather than owning assets and optimizing its capital structure. It also provides details on Marriott's three main business lines, and calculates its weighted average cost of capital (WACC) as well as the costs of equity and debt. The discussion concludes with questions and answers about how Marriott uses its cost of capital estimates to evaluate investment opportunities across its different divisions.
Cunard Line Ltd : Integrated marketing communicationSwarupa Rani Sahu
Cunard Line faces challenges in integrating its marketing communications across its luxury cruise brands as the industry and customer tastes change. It must balance strategic branding with tactical campaigns while allocating budgets across advertising, direct mail, brochures, and promotions. An organizational realignment by ship type risks diluting the iconic Cunard brand and undermining past integration efforts. Maintaining a unified brand image while distinguishing multiple ship offerings poses ongoing risks to this legacy cruise line.
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.
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.
Mastercard's CMO wanted to transform marketing to better measure effectiveness and serve commercial objectives. Marketing evolved from Marketing 1.0 focusing on emotions to Marketing 4.0 leveraging digital connections. Key campaigns included Priceless Cities providing exclusive experiences, Priceless Surprises creating special moments people were passionate about, and Priceless Causes supporting charitable causes through spending. The Priceless Engine platform delivered personalized offers through stories and data to drive engagement and transactions with merchants and banks. Evaluations found the campaigns increased spending, brand preference, and were effective in engaging customers, though competitors could potentially copy the approach.
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.
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
EasyJet was founded in 1995 by Stelios Haji-Ioannou with an initial investment of £5 million and 2 leased aircraft. It followed the low-cost business model of Southwest Airlines, offering no-frills air travel at low prices. EasyJet outsourced many functions to lower costs and maintained high aircraft utilization and rapid turnaround times. It grew profitably despite initial losses by focusing on cost optimization, brand awareness advertising, and customer satisfaction. EasyJet faced competition from other low-cost carriers like Ryanair and GO but maintained its position through its brand and business strategy.
Rosewood Hotels and Resorts: Branding to increase Customer Profitability and ...Pallabh Bhura
This presentation is an in-depth marketing analysis of the Harvard Business Case "Rosewood Hotels and Resorts". It has been created by Pallabh Bhura of Jadavpur University during a marketing internship under Prof. Sameer Mathur, IIM Lucknow. It takes into account the various concepts of branding so as to increase Customer Profitability and Lifetime Value of Rosewood Hotels and Resorts.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Murphy's Irish Stout was founded in 1856 in Cork, Ireland and became a wholly owned subsidiary of Heineken International in 1983. It is primarily available in draft form in pubs in Ireland and launched draughtflow cans in 1992. While Guinness dominates the stout market, Murphy's markets its Irish heritage and origin. It faces competition from Guinness and faces challenges expanding beyond its core Irish market due to its smaller scale advertising. Its strategy focuses on differentiation through its unique packaging and leveraging its relationship with Heineken to expand internationally, targeting markets where demand for authentic Irish beers is growing.
This is a comprehensive analysis of Emirates company including "Introduction", "Environmental Analysis", "Inside Organizational Analysis", and "Strategic management".
Jet Blue Airways - Strategic Management Case Studysalmanchd
JetBlue Airways was established in 1998 and has grown significantly since starting service in 2000. It focuses on underserved markets and providing low-cost, enjoyable flights. By 2005, JetBlue had a fleet of 77 planes serving 32 destinations. While competition is high in the airline industry, JetBlue differentiates itself through high-quality customer service and using new technologies. It will need to address threats like rising fuel costs and regulations to continue its success.
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customer’s perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. “Exhibit 16” shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
The document contains trivia questions about the cruise industry: (1) The first commercial cruise set sail in 1844. (2) 25 million passengers traveled on cruise ships globally in 2015. (3) 62% of cruise customers are repeat customers.
5 Luis Ajamil New York Cruise Symposium June 2011Intercruises
This document discusses mega-trends in cruise ship infrastructure. It notes that ports and cities need long-term strategic planning as cruise lines tend to plan operationally and short-term. It highlights growth in ship size, with average passengers per ship increasing by 500 every 3 years. Future terminals will need to efficiently process more passengers across larger ships. Performance standards are suggested to ensure quality passenger experiences for embarking and disembarking across different levels of service. Destinations also need to creatively improve offerings to attract more passengers ashore.
Carnival Cruise Lines has collected two years of customer transaction data but has not utilized it. The document evaluates options for a customer relationship management (CRM) system to convert the data into useful customer information. It proposes a hybrid CRM system allowing reward and personalization strategies. Key criteria for evaluation are costs, customer value/impact, and competitive advantage. Alternatives like not implementing CRM are considered due to high failure rates and costs of CRM systems.
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.
Harrah's Entertainment, Inc. Case Analysismbartugs
Harrah's Entertainment needs to decide how to attract new customers, retain existing customers, and regain lost customers while facing competitive pressures. It has strengths in strategic focus, 100% profit growth year-over-year, and strong marketing targeting specific customer segments. Harrah's has 18 casino locations, competitive pricing, and a loyalty program with 15 million members. However, aging facilities and increasing competition pose weaknesses and threats as competitors invest in newer, superior venues and technology like player cards and internet gambling expands.
In this Harvard Business School Case, I have analysed the case study of Disney Consumer Products : Marketing Nutrition to Children during marketing internship under the guidance of Prof. Sameer Mathur (IIM Lucknow).
Cunard is a luxury cruise line operating since 1840. It has 7 ships of varying luxury levels - 5 ultra luxury ships and 2 premium ships. Cunard focuses on maintaining a high-end brand image of elegance and proper British service across its fleet. While pressure is growing for more promotional tactics, Cunard's marketing head Leslie faces a dilemma in balancing strategic brand-building with tactical sales efforts while preserving the unified luxury image.
Marriott Corporation was founded in 1927 and has grown into one of the leading lodging and food service companies in the US. The document discusses Marriott's history, brands, elements of its financial strategy including managing rather than owning assets and optimizing its capital structure. It also provides details on Marriott's three main business lines, and calculates its weighted average cost of capital (WACC) as well as the costs of equity and debt. The discussion concludes with questions and answers about how Marriott uses its cost of capital estimates to evaluate investment opportunities across its different divisions.
Cunard Line Ltd : Integrated marketing communicationSwarupa Rani Sahu
Cunard Line faces challenges in integrating its marketing communications across its luxury cruise brands as the industry and customer tastes change. It must balance strategic branding with tactical campaigns while allocating budgets across advertising, direct mail, brochures, and promotions. An organizational realignment by ship type risks diluting the iconic Cunard brand and undermining past integration efforts. Maintaining a unified brand image while distinguishing multiple ship offerings poses ongoing risks to this legacy cruise line.
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.
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.
Mastercard's CMO wanted to transform marketing to better measure effectiveness and serve commercial objectives. Marketing evolved from Marketing 1.0 focusing on emotions to Marketing 4.0 leveraging digital connections. Key campaigns included Priceless Cities providing exclusive experiences, Priceless Surprises creating special moments people were passionate about, and Priceless Causes supporting charitable causes through spending. The Priceless Engine platform delivered personalized offers through stories and data to drive engagement and transactions with merchants and banks. Evaluations found the campaigns increased spending, brand preference, and were effective in engaging customers, though competitors could potentially copy the approach.
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.
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
EasyJet was founded in 1995 by Stelios Haji-Ioannou with an initial investment of £5 million and 2 leased aircraft. It followed the low-cost business model of Southwest Airlines, offering no-frills air travel at low prices. EasyJet outsourced many functions to lower costs and maintained high aircraft utilization and rapid turnaround times. It grew profitably despite initial losses by focusing on cost optimization, brand awareness advertising, and customer satisfaction. EasyJet faced competition from other low-cost carriers like Ryanair and GO but maintained its position through its brand and business strategy.
Rosewood Hotels and Resorts: Branding to increase Customer Profitability and ...Pallabh Bhura
This presentation is an in-depth marketing analysis of the Harvard Business Case "Rosewood Hotels and Resorts". It has been created by Pallabh Bhura of Jadavpur University during a marketing internship under Prof. Sameer Mathur, IIM Lucknow. It takes into account the various concepts of branding so as to increase Customer Profitability and Lifetime Value of Rosewood Hotels and Resorts.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Murphy's Irish Stout was founded in 1856 in Cork, Ireland and became a wholly owned subsidiary of Heineken International in 1983. It is primarily available in draft form in pubs in Ireland and launched draughtflow cans in 1992. While Guinness dominates the stout market, Murphy's markets its Irish heritage and origin. It faces competition from Guinness and faces challenges expanding beyond its core Irish market due to its smaller scale advertising. Its strategy focuses on differentiation through its unique packaging and leveraging its relationship with Heineken to expand internationally, targeting markets where demand for authentic Irish beers is growing.
This is a comprehensive analysis of Emirates company including "Introduction", "Environmental Analysis", "Inside Organizational Analysis", and "Strategic management".
Jet Blue Airways - Strategic Management Case Studysalmanchd
JetBlue Airways was established in 1998 and has grown significantly since starting service in 2000. It focuses on underserved markets and providing low-cost, enjoyable flights. By 2005, JetBlue had a fleet of 77 planes serving 32 destinations. While competition is high in the airline industry, JetBlue differentiates itself through high-quality customer service and using new technologies. It will need to address threats like rising fuel costs and regulations to continue its success.
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customer’s perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. “Exhibit 16” shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
The document contains trivia questions about the cruise industry: (1) The first commercial cruise set sail in 1844. (2) 25 million passengers traveled on cruise ships globally in 2015. (3) 62% of cruise customers are repeat customers.
5 Luis Ajamil New York Cruise Symposium June 2011Intercruises
This document discusses mega-trends in cruise ship infrastructure. It notes that ports and cities need long-term strategic planning as cruise lines tend to plan operationally and short-term. It highlights growth in ship size, with average passengers per ship increasing by 500 every 3 years. Future terminals will need to efficiently process more passengers across larger ships. Performance standards are suggested to ensure quality passenger experiences for embarking and disembarking across different levels of service. Destinations also need to creatively improve offerings to attract more passengers ashore.
Canada New England Cruise Symposium Cruise 101 Michael CryeCruise Symposium
The cruise industry has evolved tremendously over the past few decades from converted ocean liners to a modern fleet of over 200 purpose-built cruise ships. The industry has grown from a small niche market to serving over 14 million passengers annually with an economic impact of over $40 billion in North America alone. Continuous innovation and adaptation have allowed the cruise industry to overcome challenges and achieve continued growth despite economic downturns.
The document summarizes the evolution of the cruise industry over the past several decades. It notes that the industry has grown from a small boutique industry utilizing converted ocean liners to a $40 billion industry with over 200 purpose-built cruise ships. It highlights some of the major milestones and innovations that have occurred, such as the addition of new amenities on ships and efforts to improve environmental stewardship. Industry passenger numbers have grown significantly despite economic downturns and events like 9/11, with over 14 million passengers annually. The cruise industry has become a major economic driver and employer in North America and Europe.
This document summarizes the economic impact of the cruise industry in Canada in 2007. Some key points:
- The cruise industry contributed $1.1 billion to the Canadian economy and supported over 9,700 jobs directly.
- Vancouver received over half of all cruise passengers to Canada, with over 960,000 passengers.
- Cruise lines spent $666 million in Canada, the largest segment. Passengers spent $420 million.
- The total output of the cruise industry for the Canadian economy was $2.3 billion, supporting over 16,600 jobs nationally.
Canada New England Cruise Symposium Cruise 101 John HansenCruise Symposium
This document summarizes the economic impact of the cruise industry in Canada in 2007. Some key points:
- The cruise industry contributed $1.1 billion to the Canadian economy in direct spending in 2007. This spending supported over 9,700 jobs in Canada.
- Vancouver received over 50% of all cruise passenger traffic in Canada in 2007, with nearly 1 million passengers. Victoria and Halifax were also significant ports.
- Cruise lines accounted for 60% of direct cruise-related expenditures in Canada, totaling $666 million. Passengers contributed $420 million, while crew spending was $30 million.
- In total, the cruise industry generated $2.3 billion in output for
Carine Yachts - Inventory Catalog April 2011Yachting.vg
This document appears to be an excerpt from a Carine Yachts catalog from April 2011. It provides listings and contact information for over 100 yachts for sale through Carine Yachts, including motor yachts from brands like Princess, Sunseeker, Ferretti, and others. Contact information is provided for brokers in the UK and Spain. The catalog is organized by brand and includes photos, descriptions, and prices for each listing.
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.
The document discusses issues facing Definitesurance, an insurance broker in Indonesia, including declining market share and income due to increased competition from other brokers. It analyzes the status quo of the insurance industry in Indonesia and Definitesurance specifically. To address challenges, solutions proposed include creating a distinctive brand image through education and loyalty campaigns, training employees to improve skills, and expanding to new cities and insurance products to increase market reach.
Pillsbury cookie sales in Canada have been flat in recent years, with household penetration falling. The document analyzes Pillsbury's current positioning and market share. It suggests exploring new market segments and implementing a marketing strategy focused on product innovation, maintaining price levels, leveraging existing distribution channels, and launching promotional campaigns through new advertisements, community events, and contests to boost sales volumes and household reach.
The document discusses Tinplate Company of India (TCIL), which produces tinplate used primarily for food and non-food packaging. It analyzes TCIL's market share and performance in key segments like edible oils, batteries, crowns, and processed foods. While TCIL has a large market share in edible oils, it faces competition from foreign and domestic producers. The document recommends TCIL focus on growing segments like batteries and processed foods to compete better. It provides forecasts and strategies for TCIL to improve customer satisfaction and market share.
1. The document outlines the marketing strategies and theories of an Indonesian tea company called Sosro from 1940-1999. It discusses their product expansion, market penetration, acquisitions, and new product launches over the decades.
2. Key aspects of their strategy included establishing tea processing plants and companies, expanding production and distribution locations across Indonesia, and distributing their tea products to street vendors and over 600,000 outlets nationally.
3. The company grew to control 90% of the tea market in Indonesia and expanded into other sectors by acquiring shares in hotels. They continuously launched new tea products and flavors and used cobranding strategies with restaurants in 1999.
South Beauty Group is a Chinese restaurant chain that began in 2000 with 2 restaurants in Beijing. By 2007, it had expanded to 19 restaurants across several Chinese cities. The group saw annual revenue growth of around 55% as it pursued an aggressive expansion strategy. However, with hundreds of menu items and quality relying on individual chefs, standardization was a challenge. The group was considering moving from a single-restaurant model to a centralized management structure to boost synergies and control quality. It also planned to explore new business lines like airline catering and retail food supply.
Saxonville is a 70-year-old sausage company that produces a variety of pork sausage products. Their Italian sausage brand Vivio has been growing at 15% annually but is only available in 16% of supermarkets. To expand nationally, Saxonville forms a task force to research positioning concepts and select the ideal name. They find that positioning focused on "Clever Cooking" gains more purchase intent than "Family Connection." Ann Banks decides to stick with the Vivio name and promote it as enabling creative meals prepared in minutes.
The document describes the 7-day orientation process for new employees at The Ritz-Carlton Hotel. Over the 7 days, employees are introduced to departments, service philosophy, grooming standards, and trained on procedures. They learn technical skills for their jobs and how to handle difficult customer situations. While some feel the training is too short, changing the established worldwide process could be risky for maintaining standards. Instead, maximizing on-the-job training after the initial period may better prepare employees.
The document discusses Operation Lighthouse, a project by Population Services International (PSI) to reduce HIV prevalence in India's major port communities through targeted behavior change communication programs focused on high-risk groups like sex workers and port workers. PSI conducted research to understand risk perceptions and barriers to condom use before developing a mass media campaign centered around the fictional character Balbir Pasha, who was portrayed in various risky sexual situations to educate people about HIV/AIDS prevention.
In 1996, cellular penetration in Italy had reached 7.5% with Omnitel aiming to gain market share as a new entrant. Analysis of customer segments showed that prospects and current users valued service quality and cost, with prospects having negative perceptions of brands focused on peak pricing. Omnitel's Libero plan targeted prospects by offering no monthly fee and usage-based pricing to meet needs around service, cost, and flexibility.
Verizon implemented a Human Resources Balanced Scorecard to address high employee and customer turnover. The Balanced Scorecard measures performance across financial, customer, operations, and strategic perspectives. It includes leading and lagging indicators linked to company strategy. Measures are weighted and targets are set to calculate summary quantitative results. The Balanced Scorecard was communicated throughout the company and linked data allowed drilling down into performance drivers. Linking non-financial measures to financial outcomes showed improved engagement, service, and financial benefits from reducing separation and absence rates. Compensation was also linked to balanced scorecard results.
Executive remuneration at reckit benckinser plcJoseph Enrico
1. Reckitt Benckinser plc was formed in 1999 through the merger of Benckinser N.V. and Reckitt & Colman plc. By 2002, it had total sales of 3.5 billion pounds and operated in 180 countries through 50 manufacturing facilities.
2. The company's strategy focused on growth through acquisitions, line extensions, and new products. It emphasized aggressive marketing and advertising to drive above-industry average revenue and net income growth.
3. Reckitt Benckinser's remuneration plan consisted of salary, short-term incentives based on revenue, profit and working capital targets, and long-term incentives based on three-year corporate
Honda Beat is a 110cc matic motorcycle brand. It currently has a small market share of 0.4% but is growing at 45% annually. Current trends in the segment include fuel injection, more storage space, and safety features. Honda Beat differentiates itself with its combi brake system. It has the potential to generate Rp. 18 trillion in estimated profits. While meeting some emerging needs, opportunities remain to improve fuel efficiency and add anti-theft features. Honda Beat targets young, urban consumers and positions itself as efficient, trendy, and agile.
The document provides background information on erectile dysfunction (ED) treatment options and market analysis. It discusses key events and competitors from 1990-2002. An analysis of ED patients' ages across different countries found the average age was highest in the US and UK. Barriers to treatment varied by age, with embarrassment and believing the condition wasn't serious enough being top barriers. A SWOT analysis identified Cialis' strengths as its effects lasting up to 36 hours and fewer side effects, while weaknesses included being a new drug and banned direct-to-consumer advertising in Europe. The document proposes targeting men aged 50-65 with Cialis and positioning it as allowing for more intimacy due to its duration and flexibility. It provides pricing
This document outlines an integrated marketing communications plan by Syndicate 5 to increase market share, revenue, and awareness of the Honda Beat motorbike. The plan's key objectives, messages, and modes of communication are described. The objectives are to increase market share, revenue, and brand awareness. The message is that the Honda Beat is the motorbike of the present trend. Modes of communication include visual media like TV, print, outdoor displays as well as non-visual media like radio. Target audiences are segmented into primary, secondary, and tertiary groups based on demographics and media consumption habits. An IMC matrix shows how different communication activities and media match each audience segment.
Pertamina is Indonesia's largest lubricant company but has seen declining market share as competitors increase their share. Motorcycle oil consumption contributes 50% of automotive lubricant consumption in Indonesia. Pertamina aims to increase its 52.3% market share by partnering with motorcycle dealers and garages to promote its products for motorcycles. It also plans to partner with passenger vehicle companies and garages to promote its products for cars. Additionally, it will partner with industrial companies to promote its industrial lubricants and gain their loyalty.
Five former French airlines merged to form Air France. In 2004, Air France and KLM joined forces. By 2007, Air France served 185 destinations with 383 aircraft. To increase online sales, Air France hired Media Contacts to implement a search engine marketing strategy across Google, Yahoo, MSN, and Kayak. Media Contacts' challenge was to structure future campaigns and determine the best search engine and keyword approaches to increase ticket sales and returns on investment.
Volkswagen is rebranding itself in Indonesia from a people's car to a luxury brand. It faces competition from other luxury brands like Toyota, Mercedes Benz, and BMW. Volkswagen entered Indonesia in 1960 but faced challenges maintaining success. It stopped importing cars in 1980 but resumed in 2001, launching models like the Golf, Passat, and Touareg. Volkswagen holds 10% of Indonesia's premium car market and targets areas like Jabodetabek with 60% of sales. It positions itself as a premium brand focusing on comfort, safety, and technology to compete with other European luxury brands.
The document discusses Toyota's plan to enter the low 4x2 vehicle market in Indonesia. It analyzes the status quo, including the growing demand for affordable vehicles and Toyota's lack of presence in the low segment. It then segments the market into young students, young professionals, and older people, targeting them in Java, Sumatra, and other regions. Toyota will launch three Avanza versions - standard, eco, and sport - priced between Rp. 100-150 million. It will use main dealers and promote the vehicles through various advertising tailored to each segment.
Anlene currently holds 52% of the high calcium low fat milk market in Indonesia. As awareness of osteoporosis grows among Indonesian consumers, the overall market is expanding. Other competitors have gained market share and now hold around 20% collectively. To maintain its strong leadership position, Anlene should explore new market segments by launching a new "Light and Balance" product line featuring non-fat/low-fat milk options. This would satisfy the growing demand for these products. Anlene should promote the new line using its brand association with strong bones and partnering with athletes. It can leverage its existing distribution network to place the new products.
PT MULTI BINTANG INDONESIA Tbk is a subsidiary of Heineken International and the leading beer producer in Indonesia. Heineken was founded in 1864 in Amsterdam and has since expanded globally. In Indonesia, Heineken first established operations in 1929 and PT Multi Bintang became its subsidiary in 1981. PT Multi Bintang aims to be the leader in the Indonesian beer market through its portfolio of brands like Bintang. While facing competition from other brewers, PT Multi Bintang leverages Heineken's global brand recognition and focuses on the growing young adult male demographic in Indonesia.
4. From the exhibit 1& 2 :
In winter 2004, more than 3 million
passengers would sail with Carnival
Carnival, launch 110.000 ton, 2974
passenger Carnival Valor, the 20th
ship.
2005, Carnival Liberty joined the
fleet, Carnival’s capacity lead the
industry.
Buyback, $1 billion stock and 20%
quarterly dividen increase to $0,15 /
5. The Cruise Industry
2004, projected
1970, carried
more than 10 million
500.000 passengers
guest
Dickinson : 300 Dickinson noted,
millions person only 16% of the
trips/year. We North American
carried 3 million market had ever
guest cruised
6. Industry Evolution
Mid 1960s, shifted to pleasure cruising
The ships carried 1800 to 3800
passengers.
70 brands serving the North American
market since 1960s.
Carnival Corporation, Royal Carribean
International Ltd, Star Cruise dominate
nearly 95% of the market.
Carnival Corporation became the
largest cruise company in the world
7. Exhibit 3 North American Cruise
Capacity & Market
Positioning, 2004
Carnival Corporation
Ships Double Occupancy Market Share Market Positioning
Carnival Cruise Lines 20 44934 23,20% Contemporary
Princess 14 28050 14,50% Premium
Holland America Line 12 16937 8,80% Premium
Costa Cruises 2 4224 2,20% Contemporary
Cunard Line 2 4411 2,30% Luxury
Womdstar Cruises 3 604 0,30% Destination
Yachts of Seabourn 3 624 0,30% Luxury
Total: 56 99784 51,60%
Royal Caribbean International
Royal Caribbean International 19 45570 23,50% Contemporary
Celebrity Cruises 10 16116 8,30% Premium
Total: 29 61686 31,90%
Star Cruises
Norwegian Cruise Line 10 17890 9,20% Contemporary
Orient Lines 1 845 0,40% Destination
Total: 11 18735 9,70%
Other CLIA-affiliated brands
Crystal Cruises 3 2960 1,50% Luxury
Disney Cruises Line 2 1754 0,90% Contemporary
MSC Cruise 2 3180 1,60% Contemporary
Oceania Cruise 2 1368 0,70% Premium
Radisson Seven Seas Cruises 6 2764 1,40% Luxury
Silversea Cruises 4 1356 0,70% Luxury
Total 19 13382 6,90%
Grand Total 115 193587
8. Target :
- Contemporary (Mass Market)
- Premium
- Destination (Specialty)
- Luxury
• Since 1990, more than 130 ships were
launched, increase the industry 20%.
9. Carnival Cruise Line
The Carnival Corporation portfolio of 12
cruiselines and 75 ships covered each of
the four North America market segment.
Carried 60000 passengers.
Seabourn, 21000 passenger/year.
Ted Arison was launching Carnival in
1972.
Carnival “Fun Ships” started because
they want everybody had fun. It were
designed to include a wide range of
activities and options for guests.
10. Overall Cruiser Customer
According Cruise Lines International
Association (CLIA) :
Average cruiser was 50 years
old, income $99000/year.
78% already married and sailed with
their spouses
54% had taken their first cruise within 5
years and took 2,6 cruises in this period
11. The Carnival Customer
According Cruise Lines International
Association (CLIA) :
The age : 55 (24%), 35 & 55 (40%), 35 or
younger (36%)
The Product : Families, singles, honeymooners
& multigenerational families.
Income cruiser : $65000
Carried 55% of married passenger
Promotion : TV, newspapers & direct marketing
12. Distributing The Carnival Product
Travel
Direct
Agents
Inbound :
The vital external sales but - 1-800-Carnival and
also the expensive carnival.com
(Commison of 10%) - Only few customer booked
online,
Outbound :
The agent’s commision one - Personal Vacation Planners
of the largest individual line (PVPs), is a separate
items on a cruise’s profit and division
loss statement - Proven to be an effective
sales
13. Delivering the Carnival
Experience
Guest typical booking time:
◦ 3-5 months before
◦ Last-minute
Information source for guests:
◦ Web
◦ Travel agents
14. Delivering the Carnival
Experience
Carnival didn’t get complete guest
information from travel agents
Carnival get guest information from the
Fun Pass
Carnival’s vision is to provide quality
service that exceed the expectations of
the guests
Average cruiser spend $30-$50 per day
on board, excluding gratituities
E-commerce applications includes
precruise online sign-up for shore
excursions and spa appointments
15. Sail & Sign Card
Pass to board / debark the ship
Sign-up for excursions
As a credit card on the board
16. Carnival’s Information
Systems
275 employees shoreside and 45
shipboard IS managers
Accumulated 2 years of individual
voyage data
Use data for pricing decisions and
measure travel agents’ performance
On-board applications:
◦ Property Management System (PMS)
◦ Point of Sale (POS) Fun Sales System
(FSS)
17. The Potential Value of Customer
Data
Loyalty programs:
◦ Redeemable cruise points
◦ Recognition card
Fear that loyalty spending may yield
low return
Consumer Response System (CRS)
to track service recovery efforts for
complains
18. Partial Organizational Chart
(from exhibit 5)
Bob Dickinson
President and CEO
Brendan
Paul Vicki Freed Natko Nincevic
Roberta Jacoby Corrigan Myles Cyr
Zacharsky Senior VP Senior VP
Senior VP Corp Senior VP VP & Chief
Senior VP Marketing&Sal Hotel
Training Cruise Information Officer
Finance es Operations
Operations
Dwayne
Onboard
Onboard Hotel Warner
Captains,
Directors VP Strategic
Pursars
Automation
Brenda
Edie Bornstein Maurice Terry Thornton Christine Arnholt
Yester
VP Business Zarmati VP Marketing VP Marketing
VP Revenue
Development VP Sales Planning Services
Management
Shannon Balliet- Diana Rodriguez-
Mike Hunssinger Velazquez
Antorcha
Manager Revenue Director Database and
Manager Revenue
Enhancement Internet Marketing
Enhancement
19. Carnival Corporation and PLC
Cruise Brands
(from exhibit 6)
North America
Double Occupancy Amount
Europe
United
Kingdom
Australia
Germany
20. Typical Activities Available on a
Carnival Cruise
(from exhibit 7)
Photo Gallery The Web Internet
Travelog Cafe
Formalities Funship Airbrushed
Shore Excursions Tattoos
Shops on Board Spa Carnival
Shogun Club Gym
Casino Theatre
Park West Art Music and Dancing
Auction Activities Schedule
Carnival Golf.com
22. Principal Shipboard Software
Systems
(from exhibit 8)
Shipboard Property Management System (SPMS)
Fun Ship Sales (FSS)
Silverware
Iverson
Ocean Player Club
Concession Systems
Consumer Response System (CRS)
Interactive Television
Crew Personal System (CPS)
Crew Pay Gratuity (CPG)
Fun Time
Info SHIPsql
VingCard Door Lock
23. Financial Analysis
(from exhibit 4)
Summary of Balance Sheets (millions of US$)
2004 2003
Current Assets 643 610
Total Assets 27,635 24,491
Current Liabilities 5,034 3,310
Total Liabilities 11,876 10,698
Total Equity 15,760 13,793
Total Equity and Liabilities 27,636 24,491
Summary of Income Statements (millions of US$)
2004 2003 2002 2001 2000
Revenue 9,729 6,718 4,383 4,549 3,779
Gross Profit 5,483 3,838 2,619 2,661 1,720
EBIT 2,168 1,391 1,038 1,001 991
Summary of Statement of Cash flows (millions of US$)
NAT 2004
1,854 2003
1,194 2002
1,016 926 965
CF from Operating activity 3,216 1,933 1,469
CF from Investing activity -3,089 -2,433 -2,061
CF from Financing activity -79 826 -198
24. Financial Analysis
(from exhibit 4)
Ratio Analysis
2004 2003 2002 2001 2000 Comment
Current Ratio 0.127731 0.18429 OK
Total Asset turnover 0.351981 0.274305 Good
Debt to Total Asset ratio 0.429745 0.436814 OK
Debt to Equity ratio 0.753553 0.775611 OK
Gross Income Margin 0.563573 0.571301 0.597536 0.584964 0.455147 OK
Operation Income Margin 0.222839 0.207056 0.236824 0.220048 0.262239 OK
Net Income Margin 0.190564 0.177731 0.231805 0.203561 0.255359 OK
EPS 2.31 1.66 1.76 1.82 1.61 Good
DPS 0.53 0.44 0.42 0.42 0.42 Good
ROE 0.11764 0.086566 Good
ROA 0.067089 0.048753 Good
25. SWOT Analysis
Strengths
• Carnival is the largest cruise line in the world
• Higher market share than its competitors
• It is the most popular choice among customers who
think of a cruise vacation
• 98% guest satisfaction rating
• Carnival has acquired several companies in different
market segments of the cruise industry
• Has a good relationship with many travel agents
• Offer many interesting facilities and entertainment
programs on board
• E-commerce application and Sail & Sign card to
facilitate the guests
26. SWOT Analysis
Weaknesses
• Customer loyalty was low
• Relied heavily on travel agents
• Aggresive direct marketing could affect relationship
with travel agents
• Less effort to create customer’s loyalty
• Didn’t have enough consumer data
27. SWOT Analysis
Opportunities
• The cruise industry appeals to a broad range
of demographic groups
• Large untapped market of people that have not cruised
of 84%
• Many of the potential passengers have expressed
interest in taking a cruise as a vacation alternative
• Strong annual growth
• Offer more destinations
• Expand to other countries like Asia
28. SWOT Analysis
Threats
• There are threats from diseases like SARS and
other epidemic health concerns in areas where the
company does business
• Hurricane and bad weather
• Seasonal demand
• Changes in Government regulations (in areas of
ports, customs, labor, immigration, gambling, security
etc)could impact the company’s financial position
negatively
• Tight competition
29. Recommendation
The customer data could be used to enhance the customer's
experience by doing the following:
Based on age and marital status of customers, special suitable
activities can be offered, like excursions and spa services for couple
For repeat guests, offer special discount on their favorite drinks
from the previous visit
Customer feedback from Customer Response System can be useful
to make the necessary adjustments to the quality of service, and to
retain the customer
Offer a birthday or anniversary package, with special discount or
special gift
Create a seasonal themed cruise vacation like
Haloween, Valentine, Christmas, etc
Create a special embarkation line for repeat guests
Send informational or promotional e-mail based on the guests’
travel pattern, preferences, and on-board purchases
Add new on-board facility and entertainment to attract more guest