This document summarizes Carnival Corporation's growth from a single ship company in 1972 to the largest cruise company in the world today operating over 100 ships across multiple brands. It discusses Carnival's portfolio of cruise brands, its market share compared to other regions, and opportunities for continued growth in the Australian market. The document also presents two case studies, one on a past customer service restructure and another on a planned operating model realignment, to examine lessons learned from previous change management efforts and how those lessons are being applied to future planning.

1. LEARNING FROM PAST CHANGE
MANAGEMENT EFFORTS

2. “Change is the only
constant”
Proverb
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3. THE BEGINNING
An Unlikely Success Story: 1972 - 1 ship
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4. CARNIVAL TODAY
?Carnival Corporation & plc is the largest cruise company
and one of the largest vacation companies in the world
?Operates 88 ships across 12 brands with a passenger
capacity of 168,000
?17 additional cruise ships on order valued at $9 billion
?83,000 global employees
?2010 EBITDA of $4.0 billion on revenues of $14.6 billion
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5. A HOUSE OF BRANDS
North United Continental Asia
America Kingdom Europe Pacific
Germany
Targeted at Specific Cultures & Demographics
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6. CARNIVAL AUSTRALIA – WHO ARE WE?
Net
Brand Passengers
Revenue
299k $361m
100k $336m
9k $12m
7k $44m
2k $9m
3k $19m
6 Passenger/Revenue split per brand per 2011 budget but not straddled by financial year

7. LOW PENETRATION RATE RELATIVE TO OTHER
MARKETS
Growth Rates
UK 6% 2009-2020
NAM 3% 2009-2020
AUNZ 5% 2011-2020
ESTIMATE
Source: 200-2010 CLIA, PSA, ICCA. UK growth extrapolates PSA 2011 estimate, AU growth at half 5 year CAGR.
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8. CRUISING OUTGROWING
THE HOLIDAY MARKET
Mkt
Size
5.6m trips 3.0m trips 0.4m passengers
2009:
8 Source: internal, ABS, NVS, ICCA, market size is for 2009

9. LOOKING TO THE PAST – A CASE STUDY
Customer Service Division Restructure 2009
– Context
– What went wrong?
– What was the cost of our mistakes?
– What did we learn?
– How did we carry our learning into the future?
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10. LOOKING TO THE FUTURE – A CASE STUDY
Re-alignment of our Operating Model - 2011
– Context
– What prior learning is reflected in our current change
management approach?
– What does this mean for our future planning?
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11. IN SUMMARY
“A pessimist sees the difficulty in every
opportunity; an optimist sees the
opportunity in every difficulty”
Winston Churchill
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