The document summarizes the economic impact of the cruise industry in the Canada/New England market. It finds that over the past decade, cruise capacity in the region has trended upward and accounted for 1.5-2% of global cruise capacity. Direct spending by cruise lines, passengers, and crew totaled $1.1 billion in Canada and $19.1 billion in the US in 2007 and 2008 respectively, supporting thousands of jobs. A typical port call by a 2,500 passenger ship generates between 114-136 jobs through spending by passengers, crew, and cruise lines.
This is the presentation made by me and my colleagues for our Shipping project. It contains images of improvised containers challenging and hence increasing size of the container market.
Test drive the 2010 Chevrolet Avalanche at Fairway Chevrolet serving North Las Vegas Nevada. View our in stock selection of 2010 Chevrolet Avalanche trucks by visiting our website at wwww.fairwaychevy.com
Agoria : « 2015 pourrait être l’année du renversement de vapeur »
Coût des actions sociales pour l’industrie technologique : 400 millions € de production
Agoria, la fédération de l’industrie technologique, prévoit pour 2015 une baisse de 1,5 % du chiffre d’affaires dans les secteurs qu’elle représente. Néanmoins, certains éléments incitent à un optimisme – certes prudent – pour cette année.
This is the presentation made by me and my colleagues for our Shipping project. It contains images of improvised containers challenging and hence increasing size of the container market.
Test drive the 2010 Chevrolet Avalanche at Fairway Chevrolet serving North Las Vegas Nevada. View our in stock selection of 2010 Chevrolet Avalanche trucks by visiting our website at wwww.fairwaychevy.com
Agoria : « 2015 pourrait être l’année du renversement de vapeur »
Coût des actions sociales pour l’industrie technologique : 400 millions € de production
Agoria, la fédération de l’industrie technologique, prévoit pour 2015 une baisse de 1,5 % du chiffre d’affaires dans les secteurs qu’elle représente. Néanmoins, certains éléments incitent à un optimisme – certes prudent – pour cette année.
Netz Capital Airline Turn Around into Profitabilityatulpkhekade
Netz capital is exploring an opportunity to take over an airline and turn it around by increasing its non aero revenues through licensing of its brand for lifestyle and common use products to leverage global revenue
Netz Capital Airline Turn Around into ProfitabilityAtul Khekade
Netz Capital is exploring opportunity to take over and airline and turning it into profits by increasing it's non aero revenues by licensing brand for lifestyle, common use products and services to leverage global revenues.
As a small manufacturer, Cobra Motorcycles faces many of the same challenges as its larger counterparts: We strive to continuously improve our internal operations, we push to find the best and lowest cost global suppliers, and most importantly we attempt to design and develop the best products for our customers. To these ends, the company is currently facing a "Lean Conundrum": Cobra’s internal manufacturing operations are well developed. Finished goods inventory of motorcycles and ATVs turn many times per year, and in fact much of our volume is delivered on a make-to-order basis. Furthermore, our machining operations are consistently becoming leaner through big improvements in set-up reduction and likewise reduced batch sizes. In contrast, our supply chain – which we rely on for both volume and expertise – has become very bloated as we have followed current trends and outsourced many commodities to Asia. Large minimum order quantities, long and highly variable transport times, and quality issues are the realities we struggle with daily. To combat these issues we have developed a complete way of looking at the total cost of outsourcing, and as a result we have begun to in-source and home-source many of the components on our new CX65 model. This presentation will focus on lessons learned from that experience through case studies and cost data, and it will hopefully open good dialog on how other companies and industries are handling complex global supply chain issues.
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.
Model Based Benchmarking (MBBC) for Transportationnjain37
The ppt explains CHAINalytics unique way of benchmarking the Truckload freight market, LTL, Ocean and 3PL markets providing companies with powerful information of its standing as compared to the market. We build on the benchmarking by providing other value added services which will provide a comprehensive view of a shippper\'s transportation operations.
Netz Capital Airline Turn Around into Profitabilityatulpkhekade
Netz capital is exploring an opportunity to take over an airline and turn it around by increasing its non aero revenues through licensing of its brand for lifestyle and common use products to leverage global revenue
Netz Capital Airline Turn Around into ProfitabilityAtul Khekade
Netz Capital is exploring opportunity to take over and airline and turning it into profits by increasing it's non aero revenues by licensing brand for lifestyle, common use products and services to leverage global revenues.
As a small manufacturer, Cobra Motorcycles faces many of the same challenges as its larger counterparts: We strive to continuously improve our internal operations, we push to find the best and lowest cost global suppliers, and most importantly we attempt to design and develop the best products for our customers. To these ends, the company is currently facing a "Lean Conundrum": Cobra’s internal manufacturing operations are well developed. Finished goods inventory of motorcycles and ATVs turn many times per year, and in fact much of our volume is delivered on a make-to-order basis. Furthermore, our machining operations are consistently becoming leaner through big improvements in set-up reduction and likewise reduced batch sizes. In contrast, our supply chain – which we rely on for both volume and expertise – has become very bloated as we have followed current trends and outsourced many commodities to Asia. Large minimum order quantities, long and highly variable transport times, and quality issues are the realities we struggle with daily. To combat these issues we have developed a complete way of looking at the total cost of outsourcing, and as a result we have begun to in-source and home-source many of the components on our new CX65 model. This presentation will focus on lessons learned from that experience through case studies and cost data, and it will hopefully open good dialog on how other companies and industries are handling complex global supply chain issues.
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.
Model Based Benchmarking (MBBC) for Transportationnjain37
The ppt explains CHAINalytics unique way of benchmarking the Truckload freight market, LTL, Ocean and 3PL markets providing companies with powerful information of its standing as compared to the market. We build on the benchmarking by providing other value added services which will provide a comprehensive view of a shippper\'s transportation operations.
1. BREA
Economic Impact
of the Cruise Industry
in the Canada/New England Market
Presented by
Andrew J. Moody, Ph.D.
Canada/New England Cruise Symposium
Saint John, NB
June 9, 2010
2. Canada/New England Market
• Over the past decade the bed Cruise Capacity in the Canada/New England Market
day capacity in the CNE market
2,500,000 3.00%
has trended up.
1,911,135
2,000,000
• The CNE share of global 1,488,585
2.50%
capacity has been fairly stable 1,500,000 2.08%
1,107,689 1.93%
between 1.5 and 2%. 2.00%
1,000,000
• Its growth has come in spurts 500,000
1.50%
1.19%
with increases in excess of
30% in 2000, 2004 and 2007. - 1.00%
1998 2000 2002 2004 2006 2008
Global Share (Right() Bedday Capacity (Left)
• It appears that capacity will
Source: Cruise Lines International Association
exceed 2,000,000 bed days in
2010.
BREA Slide 2
www.breanet.com
3. Background
• Economic Impact Studies in Canada and the U.S.
– Canada (2007): Northwest Cruiseship Assn and Particpating
ports.
– U.S. (2008): Cruise Lines International Assn.
• Data Sources
– Survey of association member cruise lines
• Operations: capacity, passengers, cruise days
• Revenues: cruise fares, on-board revenues
• Expenses by category, vendor and location
– Survey of cruise ports: cruise ship calls and passenger flows
– Passenger spending surveys: BREA and third-party surveys
BREA Slide 3
www.breanet.com
4. Sources of Direct Spending
United States Europe Canada Caribbean Total
Passenger & Crew Spending
Capital Expenditures
Cruise Line Operations
Cruise Line Employees
: Greater than 40% : Between 25% and 40% : Between 10% and 25%
: Less then 10%
BREA Slide 4
www.breanet.com
5. Industry Impact of Direct Spending
Transportation Financial & Business
Manufacturing Trade
& Distribution Services
Passenger & Crew Spending
Capital Expenditures
Cruise Line Operations
Cruise Line Employees
: greatest impact ……….. : least impact
Manufacturing & Services: High Wages/High Productivity
Distribution & Trade: Low Wages/Low Productivity
BREA Slide 5
www.breanet.com
6. Cruise Industry Spending: Canada - 2007
• Throughout Canada the cruise industry generated a total of $1.1 billion in
direct spending or $571 per passenger visit.
– On average cruise lines accounted for 60% of the expenditures and passenger and crew
40%.
– The higher the share of embarkations in a market the higher the percentage for cruise
lines’ expenditures.
• Per passenger spending is higher in embarkation markets due to overnight
stays.
• Crew spending on a per passenger basis is fairly similar across markets.
Spend per British Spend per Spend per Atlantic Spend per
Segments Canada Quebec
Pax Columbia Pax Pax Canada Pax
Passenger Visits 1,955,937 1,415,631 110,136 409,514
Cruise Lines $666 $341 $381 $269 $51 $463 $30 $73
Passengers $420 $215 $362 $256 $24 $218 $24 $59
Crew $30 $15 $22 $16 $3 $27 $6 $15
Total (C$ Mil) $1,116 $571 $765 $540 $78 $708 $60 $147
Total Jobs 16,645 11,816 1,104 872 2,129
BREA Slide 6
www.breanet.com
7. Passenger Onshore Spending: Canada - 2007
• Lodging expenditures generally account for 40 to 50% of passenger
expenditures at embarkation ports.
• Per passenger spending at the major transit ports average between
$56 and $66.
– Tours and local transit account for about 40% of passenger expenditures and
retail just under 50%.
– Average spending was slightly lower among the other (smaller) ports.
Other
Montreal Quebec Halifax Saint John Sydney
Ports
Passenger Visits 28,540 63,443 167,905 126,992 40,710 67,963
Lodging $66.57 $14.19
Tours and Local Transit $35.04 $33.10 $26.21 $24.41 $27.02 $25.01
Food and Beverages $31.53 $12.61 $8.34 $6.30 $4.91 $2.94
Other Retail $24.53 $61.47 $31.57 $25.99 $29.48 $20.60
Total $157.67 $121.37 $66.11 $56.70 $61.41 $48.56
Total Pax Spend (C$ Mil) $4.50 $7.70 $11.10 $7.20 $2.50 $3.30
BREA Slide 7
www.breanet.com
8. Cruise Industry Spending: U.S. - 2008
• The principal CNE ports in the U.S. are New York, Boston, Portland and Bar
Harbor.
• Throughout the U.S. the cruise industry generated a total of $19.1 billion in
direct spending or $1,322 per passenger visit.
– On average cruise lines accounted for about 70% of the expenditures and passenger and
crew 30%.
– The higher importance of cruise line spending in the U.S. is the result of a higher proportion
of passenger sourcing in the U.S., higher percentage of embarkations and administrative
spending.
• Cruise line spending is higher in Massachusetts primarily due to spending
for business and professional services.
• New York leads on passenger and crew spending due to higher percentage
of embarkations.
United Spend per Spend per Spend per Spend per
Segments New York Mass. Maine
States Pax Pax Pax Pax
Passenger Visits 14,425,000 533,800 172,000 190,800
Cruise Lines $13,126 $910 $983 $1,842 $398 $2,314 $2 $10
Passengers $4,140 $287 $149 $279 $32 $186 $22 $115
Crew $255 $18 $9 $17 $3 $17 $5 $26
Total (US$ Mil) $19,070 $1,322 $1,141 $2,138 $433 $2,517 $29 $152
BREA
Total Jobs 357,710 13,512 6,388 500
www.breanet.com Slide 8
9. Passenger Onshore Spending: U.S. - 2008
• Lodging expenditures generally account for 40 to 50% of passenger
expenditures at embarkation ports.
• Per passenger spending at the major transit ports average between
$56 and $66.
– Tours and local transit account for about 40% of passenger expenditures and
retail just under 50%.
– Average spending was slightly lower among the other (smaller) ports.
New York Mass. Maine
Passenger Visits 533,800 172,000 190,800
Lodging $104.33 $14.85
Tours and Transportation* $19.02 $14.60 $19.83
Food and Beverages $23.00 $20.21 $20.57
Other Retail $28.45 $42.88 $58.25
Total $174.80 $92.54 $98.65
Total Pax Spend (US$ Mil) $93.31 $15.92 $18.82
BREA Slide 9
www.breanet.com
10. Estimated Impacts: CNE Market - 2009
• Embarking cruise passengers spend an average of $174.18.
– Those passengers who have a pre- and/or post-cruise overnight stay spend an average of
$448.73 during their average 2-night stay.
– Those passengers who arrive on the day of the cruise spend an average of $4.23 primarily on
taxis and parking.
• As noted previously, 42% of embarking passengers stay in NYC for an
overnight stay either prior to or after their cruise.
– These passengers spend an average of just over $245 per passenger for lodging and another
$72 for food and beverages
CNE Total
Individual Passenger Visits 1,629,415
Total Spend (C$ Mil) $1,740
Total Spend (US$ Mil) $1,582
Total Jobs 22,400
BREA Slide 10
www.breanet.com
11. Micro Impacts: 2,500 Pax Transit Call
• At the Port: 7 – 10 jobs
– Pilot, Ship Agent, Stevedores, Customs Agent
• Passenger Spending Impacts: 95 – 111 jobs
– 2,400 onshore visits: 1,500 tours; 1,500 shoppers; and 750 restaurant visits
– 25 - 30 tour buses with driver and guide: 50 - 60 jobs
– 50 - 75 taxi journeys/rental cars: 5 – 6 jobs
– 1,500 retail visits: 25 – 30 store employees
– 750 restaurant visits: 10 – 15 employees
• Crew Spending Impacts: 12 – 15 jobs
– 350 crew onshore visits: 250 shopper and 175 restaurant visits
– 50 - 75 taxi journeys: 5 - 6 jobs
– 250 retail visits: 5 - 6 store employees
– 175 restaurant visits: 2 - 3 employees
• Total Daily Employment Impact: 114 – 136 jobs per ship call
BREA Slide 11
www.breanet.com