...Jessie Carpenter Professor Merrie Marks MGMT500.2 Principles of Management 21 September 2013 Case Analysis: Micky Arison and the Costa Concordia Tragedy The former CEO of Carnival Corp. faced one of his biggest challenges when the Costa Concordia cruise ship began to sink off the Italian coast in January 2012. His actions at the time caused a bit of hype in the public eye. People wondered why Micky Arison wasn’t taking a more public role during the incident. From across the seas Mr. Arison expressed his condolences to victims via Twitter and in company news releases. He also gave his personal assurance that Carnival would take care of the passengers, crew and the victims and announced a comprehensive safety audit (Kinicky, Williams 92). Mr. Arison is known to be a big delegator. His management style is relatively less involved with the operating decisions of the multiple cruise lines named under Carnival Corporation. When the cruise ship crisis was reported he chose to stay in Miami and leave the immediate response decisions to the executives of that division as to avoid becoming a distraction in Italy (“Arison on Costa”). While another of the cruise ships under his domain was stranded at sea with diminishing resources Arison was publicly seen attending a Miami basketball game (Young). He was criticized for that seemingly negligent behavior as well. After stepping down from his position as CEO a year later, he went on to say that he would be taking an even less hands-on...
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...MGMT 619 Spring 2009 Carnival Corporation [pic] Team 6 Amy Clogher Jacob Griego Ted Noble David Sciortino Deepa Sethi Executive Summary Carnival Corporation is the leading cruise line company in the international cruising industry, with 11 major cruise line brands and is clearly a winning company. It controls almost 50% of the cruise line market and is a broad line provider. The company does not face any considerable challenges within its industry and has adequately responded to all threats. Although 2008 was a challenging year due to the economic crisis, Carnival posted net income for 2008 of $2.3 billion (15.9% of sales). Carnival’s strategy is to be a broad line provider with a wide scope on a large scale. Carnival maintains this strategy by focusing on cost leadership in the contemporary and bargain lines, and then differentiating in the premium and luxury lines of their product mix. Industry & Competition The cruise line industry is a moderately attractive, 3-star industry that is characterized by top incumbents capturing a majority of the economic value in the industry, high fixed costs, cost savings achieved from economies of scale, and a high degree of rivalry between the top two industry incumbents. The cruise line industry has reached the growth stage after the inflection point. It is predicted that the growth stage will be longer in the cruise line industry due to frequent product upgrades and niche enhancements that forestall...
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...organizational life? Why? As change is inevitable, it becomes more critical to efficiently plan. The tenets for performance planning per Brian Hill’s article in Chron magazine are: efficient use of resources, establishing goals, managing risk and uncertainty, team building, and creating competitive advantages. Management must inventory and correctly allocate resources throughout the business so that the resources assist the organization in reaching defined goals. There are many reasons for this. It is the duty of management to set aggressive yet achievable goals for his/her employees. The goals give the employee something to work for, and to never be satisfied with the status quo. Management and team leaders must develop hypothetical scenarios to deal with any unforeseen events. These could be economic events, natural disasters, or personnel misfortunes. Transition here. Dividing an organization into teams helps reduce the span of control and delegate the duties of the overall tasks to specialized teams. The team members will have a sense of accomplishment when they see how their piece of the project leads to overall organizational success. No further sample edits. Management and...
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...Analysis of the Financial Statements of Star Cruises Limited Executive Summary Star Cruises Limited provides cruise service to the Asia-Pacific region as well as certain investment into resorts and casinos in Macau as well as in Philippines. The year 2008 was an eventful year for Star Cruises Limited (Star Cruises), with events such as the overwhelming financial crisis which had affected Star Cruises, as well as the deemed disposal of the Norwegian Cruise Line Corporation Ltd (NCLC), where NCLC ceased to be a subsidiary of the Company and became a jointly controlled entity of the Company. Star Cruises’ financial performance was poor, as reflected in the financial statements. Gross profit for the company (Star Cruises without its subsidiaries) recognized a 25.86% decline. However, while profitability ratios such as Return on Assets (ROA) and Return on Equity (ROE) improved from last year; it is good to note that they are still a negative ratio. Although the improvement on face value may seem good when compared to its competitors, it is unfair to judge the value as Star Cruise made an overall loss and its absolute ROA and ROE are bad compared to its competitors. Overall, Star Cruises recorded a -20% change in her total assets, and was most salient compared to her other competitors which recorded an increase of either 10% or a fall of 2%. However, Star Cruises’ current assets had increased by a significant 118.79% in the year 2008. This increase in current assets is possible...
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...CARNIVAL CORPORATION STRATEGY REPORT GRIFFIN CONSULTING GROUP Benjamin Levin Jennifer Jones Tom Slade Wednesday, April 11, 2012 2 CONTENTS Executive Summary ..................................................................................................................... 4 Company Background ................................................................................................................ 5 History ....................................................................................................................................... 5 Costa Concordia Incident .......................................................................................................... 6 Business Model and Operations Summary .......................................................................... 8 Five Forces Framework ............................................................................................................. 11 Internal Rivalry ...................................................................................................................... 11 Supplier Power ....................................................................................................................... 13 Buyer Power............................................................................................................................ 14 Entry and Exit ....................................................................................................................
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...Carnival Cruise Lines: Increasing Sales Team Efficiency Through Lead Scoring and IVR Table of Contents Introduction 3 SWOT Analysis 4 Lead Scoring 7 Interactive Voice Response 8 Conclusion 9 References 11 Introduction Carnival Corporation & PLC is the world’s largest cruise ship operator, comprised of 100 cruise ships representing 10 cruise lines. The combined companies serve approximately 10 million guests per year, with sailings from ports in North America, Europe and Australia. The largest brand under the Carnival Corporation & PLC umbrella is Carnival. Headquartered in Miami, Florida, U.S.A., CCL operates 24 cruise ships and is responsible for approximately 56% of the company’s annual revenue (Carnival Corporation, 2012). Carnival Cruise Lines (Carnival) is a subsidiary of Carnival Corporation & PLC. As is the case for the cruise industry as a whole, Carnival’s bookings rely heavily upon the work of independent travel agents and agencies. The other major sources of bookings are Carnival’s team of telephone-based Personal Vacation Planners (PVPs), as well as Carnival’s website. Due to the worldwide financial crisis, increased competition within the cruise industry, and the sinking of the Costa Concordia cruise ship in January of 2012, Carnival has faced challenges in maintaining its annual revenue and sales. Since 2008, Carnival has gradually decreased its staff of PVPs, having 500 in 2008 but only 200 today (Garcia). The PVPs had...
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...The Cruise Industry General Analysis and Overview Over the last few decades, marine innovative and exotic more around the world, the length of the new trip or ship, modern equipped with a presentation of the design concept of the new theme on the beach or on board activities and so far expectative everyone has been developed to or corresponding to the tourism industry of consumer research and the broad market, and to provide an alternative holiday satisfaction. Cruise Industry Development: Cruise industry dating back a modern version of the 1970s and the development of the industry in North America, in order to as economic factors and, to become a major part of the tourism sector, to reach the importance of broad huge world , I have seen the growth process of generalization. The tourists of modern industry, from all continents, and destination port of call around the world on the board, increase the number of multinational customers and personnel, is one of the most prominent example in the midst of globalization, that you have seen before in the history is, no, level of detachment from the country and society, influence the economic, legal, environmental, and social issues. For the outlet, to provide open a cruising modern as an available alternative vacation due to an increase of more affluent customer base, the resistance of the crisis industry and various options of structure and air transport is rich in experience eventful and exciting it, is located in the fun...
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...Annals of Tourism Research, Vol. 27, No. 2, pp. 345±370, 2000 Pergamon 5 2000 Elsevier Science Ltd. All rights reserved Printed in Great Britain 0160-7383/00/$20.00 PII: S0160-7383(99)00073-0 CARIBBEAN CRUISE TOURISM Globalization at Sea Robert E. Wood Rutgers University-Camden, USA Abstract: Caribbean cruise tourism provides a particularly illuminating vantage point for understanding the processes of globalization in the world today. After documenting the rapid expansion of this business, the paper explores three central manifestations of globalization at work in the Caribbean cruise industry: the restructuring of the industry in the face of global competition, capital mobility, and labor migration; new patterns of global ethnic recruitment and strati®cation, including their incorporation into the product marketed to tourists; and deterritorialization, cultural theming, and simulation. The paper asserts that this ``globalization at sea'' illustrates the contradictions, ambiguities, and unchartered course of contemporary globalization processes. Keywords: globalization, tourism, cruise industry, Caribbean, migration, ethnicity. 5 2000 Elsevier Science Ltd. All rights reserved. ReÂsumeÂ: Le tourisme de croisiÁere aux CaraÈõbes: la globalisation en mer. Le tourisme de croisiÁere aux CaraÈõbes fournit un point de vue particuliÁerement appropriÂe pour comprendre le processus de globalisation dans le monde d'aujourd'hui. AprÁes avoir passÂe en revue la rapide expansion de ce...
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...Introduction Overview of Costa Crociere S.p.A. and Cultural Values With revenues of 3.1 billion euros and 2.3 million total guests in 2011, Costa Crociere S.p.A. is the largest Italian travel group and Europe’s number one cruise company, comprising the brands Costa Cruises, AIDA Cruises and Iberocruceros. Costa Cruises (2012). The group is headquartered in Genoa. Costa Crociere S.p.A has Europe’s largest fleet: 27 ships with total guest capacity of around 70,000. Costa Cruises is committed to enhancing its ability to listen to, communicate with and engage with all stakeholders, to continuously increase its guest satisfaction level, to the empowerment of its people, to contributing to the welfare and development of the communities in which it operates, to respecting and protecting the environment in particular the seas in which the ship sails-and to improved safety. The company values are: 1. Passion for the customer 2. Human Resources 3. Teamwork 4. Innovation and creativity 5. Financial performance 6. Teamwork and ethics Michael Tamm, CEO of Costa Crociere comments on behalf of the company by saying “Furthermore, our Sustainability Report attests to Costa Cruises’ commitment to one of the crucial aspects of B.E.S.T 4 Certification: “continuous improvement.” This principle sets us apart and we apply it to all of the areas that we have previously mentioned through monitoring, control and prevention activities (always using the latest procedures)...
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...reports from around the world raised issues regarding our problematic oceans. Misguided and crucial errors humans make harm oceans using unsustainable practices which eventually eliminate many species of sea creatures and destroy the water they inhabit and we need for our survival as well. Countries around the world have been heavily positively praised while some have been lauded negatively, for instance, the United States. A crying shame how most countries on Earth seem in continuing spiraling towards ecological harm in an abundance of forms, regarding ocean garbage, coral reefs and oil spills over a twenty-five year period have caused our oceans’ ecology suffering to escalate. Incidents regarding a floating garbage patch in the Pacific, even cruise ships repeating sewage and garbage dumping are atrocious. The problem is, most people do not pay attention and take situations such as these as non-existent. Evidence documented over decades suggest our oceans’ trouble will continue unless change happens sooner rather than later. Change in how we respond to problems should not take years for resolution, because some of the damage may be minute and builds up over time, while some comes in big bunches that there is not time to waste in resolving. In some of these cases, years elapsed before any significant progress had been made, resulting in more damage than first observed. The problems have similarities and differences, while causes are mostly humans deciding to abuse the ecosystem, and...
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...Factors considered by incoming college students in pursuing a career in the hospitality industry CHAPTER 1 INTRODUCTION Our country suffers from crisis such as socioeconomic crisis, political crisis, and as well as financial crisis which is greatly affected by global economic crisis. Despite of this entire crisis Filipinos are imaginative, creative and courageous to surpass the obstacles in everyday life. Even though there are some companies affected by these crisis which they are force to decrease their employees called as recession and frankly my father is involved on this what we called recession some ;of them have job openings that offer new career opportunities to graduated college students. These job opening also offers a new challenge into their life a great responsibility lies to his hand that someday will helps his family to strive to achieve wealthiest that his acquired knowledge and skills when he engage into a job. And acted as one of the reinforcements in the industry that would further improved the depleting economy of the country. All of these come first from wishes and aspirations that arise during childhood years that someday he or she become a chef in a five star hotel, a doctor, an architect, a teacher, a policeman or an attorney to help those who seek needs, services and to help their family to ascend the poverty. According to Ginzberg and his associates during the fantasy period play gradually becomes work-oriented and reflects initial preferences...
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...Site and Area Review Proposed Hotel on Brickell Bay Drive, Miami, FL Site and Area Review Site Considerations Introduction The site is located on an undeveloped parcel of land on high-end Brickell Bay Drive, just south of SE 12th Street, on the east side by the bay. The available land is divided into two parcels. The hotel will be on the Southern portion of the side. There is no existing structure on the land, just a patch of grass, and it is fenced and closed off. There are hotels on both sides of the property and all along the same street. So it is assumed the area is well set up to provide the appropriate utilities services. The new hotel is planned for opening on January 1, 2015. Plans for the hotel include: 400 guest rooms 20,000 square feet of meeting and banquet space, Two restaurants: one a Bistro type restaurant (casual or linen table service depending on the meal period) to open from 6 AM to midnight (100 seats); and a fine dining restaurant with 80 seats. A bar/lounge with entertainment A pool and outside patio area. Two 1000 sq. ft. gift shoppes inside the hotel 2 – 1000 sq. ft. gift shoppes inside the hotel The developer is planning to develop the hotel as an independent hotel, not as a brand. 1 Thunderbird Consulting Group Site and Area Review Proposed Hotel on Brickell Bay Drive, Miami, FL The Brickell area has long been the financial center of the City of Miami. Located just south of Downtown Miami, Brickell Avenue, from which...
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...ROYAL CARIBBEAN CRUISES LTD. 2008 Annual Report ANCHORED IN EXCELLENCE We always provide service with a friendly greeting and a smile. * We anticipate the needs of our customers. * We make all effort 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 the Royal Caribbean Cruises Ltd. family of companies, and strive for continuous improvement in everything we do. * B efore 4 97 $175 98 $331 99 $384 00 $445 01 $254 02 $351 03 $281 04 $475 05 $663 06 $634 07 $603 08 $574 97 $2,019 98 $2,455 99 $3,261 00 $3,616 01 $3,757 02 $4,035 03 $4,263 04 $4,805 05 $5,554 06 $6,092 07 $6,757 08 $6,803 95 $149 94 $137 93 $107 92 $ 61 91 $ 90 $ 52 89 $ 42 88 $ 14 96 $151 SH AREHO L DERS ’ EQ UI TY ($ millions) 96 $1,085 95 $ 965 94 $ 846 93 $ 733 92 $ 464 91 $ 404 90 $ 400 89 $ 348 88 $ 295 c umulative effec t of a c hange in ac c o u n t in g p r in c ip le 08 $6,533 07 $6,149 06 $5,230 05 $4,903 04 $4,555 03 $3,784 (dollars in thousands, except per share data) 02 $3,434 Total Revenues Operating Income Net Income Earnings Per Share (diluted) Shareholders’ Equity 01 $3,145 ...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven...
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...Transmittal Letter December 4, 2010 Tumi Luggage in Brazil: A Feasibility Study Tumi Luggage is a very popular , high end, luxurious product. With its success in the US, in some parts of Europe and Asia, it is with best interest to research the feasibility in expanding its operations i nto the beautiful and lucrative country of Brazil. Feasibility and Marketing Plan: Tumi Luggage in Brazil Dr. Judy Strauss Associate Professor of Marketing University of Nevada, Reno Reno, Nevada 89557 Dear Dr. Strauss: We are pleased to present you with Bulletproof’s Feasibility and Marketing Plan for Tumi Luggage in the beautiful and lucrative country of Brazil. This plan will assist you in gaining valuable insight into the opportunity available for Tumi Luggage in Brazil. This plan is the result of an extensive research utilizing both primary and secondary findings. The suggestions proposed are carefully correlated with the market opportunities that are currently present in Brazil. The plan has been constructed in three different sections: (1) analysis of the potential market in Brazil, (2) the technical, financial and organizational elements that should be considered when entering the Brazilian market and (3) a marketing plan, if implemented, could create an overall increase in brand recognition, Tumi’s profitability and overall global market share. It is with confidence that the recommendations contained in this plan will cultivate excellent opportunities for Tumi Luggage, and...
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