...investments over the passenger cruise spend huge money on their comforts and services. Gradually to the demand these ships started to grow in the sizes after the year 1980, which can be compared to the cruse industries of today. These transportation vehicles are not only used as the mode of transport but are also widely rekno Maritime Disaster Costa Concordia: Introduction: The cruise history was started in early 1900 with the first passenger ship, but the business flourished in 1960s when the companies started focusing on the tourist and passengers for their services. The era changed when the megaships started sailing in the ocean after 1980s which are similar to the modern day cruise ships, and if we take a look at recent cruise ships which not only include the cabins for passenger, but also restaurants, casino, swimming pool, spa, movie theater, bar almost like a luxurious mini city floating on the ocean just for the holiday purpose, the most of the business of the cruise ships are because of the service they provide, they are not just a mode of transportation now but also a place to spend the vacation and enjoyment. This business become popular because of American middle class family moved from traditional vacation trips to the cruise for new experience. Costa Concordia was the largest passenger ship to sail under the Italian flag, which was owned by the group of companies called Carnival & Plc. But the costa Concordia was run under the management of the costa Crociere, an...
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...longer vision. Modern cruises with ever-larger vessels have transformed the ship from merely transporting tourists to various destinations to become a resort in its own right (Kester, 2002; Papathanasis & Beckmann, 2011; Weaver, 2005). With the extended facilities offered, competitive pricing and aggressive marketing campaigns we think our cruise business will give its guests an elite type of vacation which they can remember for their rest of life. HR Strategy of Cruise Business Cruise business is simple managing a floating resort. This business is very closely related with hospitality rather than sport, recreation, entertainment, beauty, health and therapy. On the other hand if the human resource management is not proper in such case this would not bring any effective result for such kind of business. The HR personnel of this cruise will also maintain different partnerships with different department of this cruise liner in order to serve all parties in the best interest of the business. By confronting different issues and getting feedback it will report to the manager so that the performance of the overall team can be better. HR personnel also should develop business strategies that are in alignment with the cruise’s business objectives, by focusing on all aspects of the human asset. Continuously improving the HR practices of the cruise business, by keeping a pulse of the cruise’s culture is another major role of this department. Working on a cruise ship in different than...
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...Advisors The Contribution of the North American Cruise Industry to the U.S. Economy in 2008 Prepared for: Cruise Lines International Association June 2009 Business Research & Economic Advisors P.O. Box 955 Exton, PA 19341 Cruise Lines International Association 2008 U.S. Economic Impact Analysis Table of Contents EXECUTIVE SUMMARY .............................................................................................. 2 THE CONTRIBUTION OF THE NORTH AMERICAN CRUISE INDUSTRY TO THE U.S. ECONOMY ........................................................................................................................ 5 THE CONTRIBUTION OF THE NORTH AMERICAN CRUISE INDUSTRY TO INDIVIDUAL STATE ECONOMIES...................................................................................................................... 9 SECTION I: IMPACT OF THE NORTH AMERICAN CRUISE INDUSTRY ON THE U.S. ECONOMY IN 2008 ..................................................................................... 14 SPENDING IN THE U.S. ECONOMY GENERATED BY THE CRUISE INDUSTRY .................... 21 Direct Economic Impacts in the United States During 2008.................................... 24 Indirect and Induced Economic Impacts in the United States During 2008 ............ 36 Total Economic Impacts in the United States During 2008 ..................................... 39 SECTION II: THE CONTRIBUTION OF THE NORTH AMERICAN CRUISE INDUSTRY TO THE U.S. ECONOMY BY STATE IN 2007...
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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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...Refrences…………………………………………………………………………………………..6 Strengths The Carnival Corporation has many strengths that have helped the organization become so successful. These strengths range from brand recognition to diversity. The corporation has established a recognizable brand. The carnival cruise ships are known to be all about fun and when their name is mentioned the consumers know exactly what to expect. “ Carnival offers a range of holiday and vacation products through its diverse brand portfolio to a customer base that is varied in terms of culture, languages, and leisure-time preferences” (Carnival Corporation, 2013). The very well established brand has allowed for the corporation to grow into more than a million dollar organization. The branding has been important in becoming successful at cultural diversity because it needs to satisfy the needs of many. If this company were to lack the brand recognition it would not be capable of being so global and innovative. The method that Carnival has used to become so distinct from its other competitors is by targeting a different demographics and offering a different ambiance aboard the Carnival cruises. The corporation has an array of cruise lines such as: Carnival Cruise Line, Princess Cruises, Holland...
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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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...CRUISE PORT CRUISE PORT Control of the alarm system & make announcement Control of the alarm system & make announcement Cruise Ship Property Management System (SPMS) Cruise Ship Property Management System (SPMS) Metal detector process Metal detector process Reservation & Check – in System Reservation & Check – in System Cruise Ship Property Management System (SPMS) Cruise Ship Property Management System (SPMS) Support Processes Support Processes Physical Evidence Physical Evidence Customer Customer Customer’s check out and settle payment Customer’s check out and settle payment Check in Check in Customer attend the lecture about the facilities & safety drill Customer attend the lecture about the facilities & safety drill -Arrived at the port -Present passports -Take their luggage with tags to the designated drop off area -Arrived at the port -Present passports -Take their luggage with tags to the designated drop off area Make reservation & check - in Make reservation & check - in Accommodating customer’s questions Accommodating customer’s questions Crews introduce the facilities & demonstrate the proper procedures of how to escape when accident take place Crews introduce the facilities & demonstrate the proper procedures of how to escape when accident take place -Check their boarding pass -Escort the guests to their designated room in cruise ship and greet them von voyage -Check their boarding...
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...Facts of the Case - Health Cruises Inc. o A Miami based firm that was created by self-styled innovator and entrepreneur Susan Isom. o Packages cruises to Caribbean islands such as Martinique and the Bahamas. - Main goals o To promote good health habits without the pressures of day-to-day living. o Provide guests with relaxation and comfort through many different health programs on the ship. o Entitle guests to a supportive environment that will give them confidence to achieve their desired goals. o Put an emphasis on breaking crucial bad habits such as smoking and over-eating. - Management crew o The ship comes packaged with ten consulting psychologists and health specialists who develop a program to examine and monitor the behavior of passengers as well as charter a ship. o Chairperson DeForrest Young is responsible for management decisions. o Pittsford and LaRue advertising executive Susan Carolyn is accountable for promoting the ship. - Expenses o The initial capital to get the ship up and running is over $250,000. o Most of it going to the $220,000 ship rental and crew wages. o The initial advertising expense is $65,000. o There is also a $10,000 fee for other administrative expenses Central Problem - Main issues o There was a less than expected passenger turnout in relation to advertising executive Carolyn Sukhan’s prediction. o Only...
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...is very important to follow an appropriate change management process to reduce potential risks. Disaster are inevitable so as change. Disaster management is used to manage risks and consequences that a disaster could bring. It includes different aspects of planning and responses in all stages of a disaster (Othman and Beydoun 2013, 218). A thorough preparation for possible disaster is a requirement (Rolland and Patterson et al. 2010, 69). The purpose of this paper is to analyse critically the management of Costa Concordia disaster and how the disaster management impacted on the risks and consequences in the disaster area. This paper also reveals how disaster management influences the management style and process. This paper also recognises lessons that can be learnt to minimise the consequences that occurred. Causes, Triggers and Drivers In a disaster, there are number of causes, triggers and drivers for a specific chaos to happen. In Costa Concordia’s issue the main cause of this was the ship hitting a sandbar with a huge rock on Friday evening near the island of Giglio in Italy (Westcott, 2012). This cause was triggered by the captain of the ship have sailed to close to land as this was an unapproved and unauthorised deviation in course (Johnston, 2012) and the captain confessed that he made a navigational error and gave an order for a turn too late (BBC News, 2013). The drivers for the chaos were the rock that the ship hit was not marked on the nautical chart (Johnston...
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...organizational structure from the Chief Operations Officer to the crew. Looking also into the global locations and the organizational work at several sites in which CCL operates. This paper examines the flow of information and the methods of resolution. Further offering information on strengths, weaknesses, threats and opportunities in the industry this analysis offers a strategic plan in which CCL could continue to grow its international opportunities through the purchase of another cruise line. A leader in entertainment, CCL remains vigilant for the future. Continuing to seek opportunities is one way to maintain leaderaship in this industry. Carnival Corporation and Carnival PLC Carnival Cruise Lines is an American Dream come true. Started by Ted Arison, the company began operation in 1972 with a single secondhand ship, the Mardi Gras, and barely enough fuel for a one way trip from Miami to San Juan. The level of enthusiasm, Arison relied on to get his vision sailing, was barely adequate to start building the company into a full-fledged cruise line; and in two years, Carnival was still struggling. Arison remained focused on his goal and in 1974, he purchased full ownership of Carnival for $1 in cash and he assumed a debt of $5 million. Arison spent the rest of his life investing in Carnival. He finally turned the $1 investment into the most popular and profitable cruise line in the world. With a single ship, which was a converted ocean liner, the Mardi Gras was instrumental...
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...Alicia Trezza Zak Jones Carnival Cruise Lines 1. Conduct a SWOT analysis for Carnival: what are its strengths, weaknesses, opportunities and threats? In doing so, please evaluate its major competitors. Strengths - Carnival has 75 ships in its fleet and is continuing to brand the company as the “fun ships” - There are large barriers of entry into the cruise businesses. Ships are extremely costly and time consuming to build. - Carnival cruises provide a vacation that includes all activities, food, beverages and transportation to multiple destinations in one low price, appealing the budget friendly cruisers. - Carnival builds it ships specifically for entertainment and fun, the most important factors people are looking for when booking a vacation. - Carnival markets to all travel agents. With a variety of cruise ship offerings, Carnival has vacations that appeal to a variety of demographics, budgets and niches. - Carnival has ample opportunity during each cruise for ancillary revenues. Even through the cruises are “all-inclusive”, Carnival charges for short off boat excursions, casino play, and alcohol. - Ships almost always sailed full and satisfaction rates were extremely high. Weaknesses - Past issues, such as one ship hitting a sandbar on the first voyage leave lingering impressions on vacationers. - Customer loyalty is low. It appears customers are only willing to take 1-2 cruise vacations in a few year spans, despite Carnival’s high satisfaction ratings. -...
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...With the 2004 winter holiday season in full swing, the management team at Carnival Cruise Lines had much to celebrate. More than 3 million passengers would sail with Carnival this year, an all-time high (Exhibit 1 presents passenger numbers for Carnival and the industry). Before year’s end, Carnival was set to launch the 110,000-ton, 2,974-passenger Carnival Valor, the 20th ship in the fleet (Exhibit 2). When the Carnival Liberty joined the fleet in early 2005, Carnival’s cruise capacity would lead the industry (Exhibit 3 presents cruise capacity by brand). The fortunes of Carnival Corporation and PLC, the parent company of Carnival Cruise Lines, reflected the strength of its most visible brand. Carnival Corporation was having the best year in its history, due in part to a rebound in ticket prices following recent industrywide discounting. The company authorized a $1 billion stock buy- back in the fourth quarter of 2004 and a 20% quarterly dividend increase to $0.15 per share. It would easily beat Wall Street earnings forecasts, despite a still-sluggish North American economy, higher fuel prices, the war in Iraq, and a devastating hurricane season that had disrupted operations in the company’s main Caribbean cruising waters (see Exhibit 4 for Carnival Corporation and PLC financials). Indeed, there was much fun taking place at the Miami-based headquarters of the “Fun Ships.” Nevertheless, a seasoned team of senior managers (Exhibit 5), many of whom had been with the company since...
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...Carnival Cruise Crisis Management Carnival Corporation operates as a cruise and vacation company worldwide. Its stock is listed on the New York Stock Exchange. Carnival has a portfolio of the world most widely recognized cruise brands. One of these brands is Carnival Cruise Lines, which is the most popular cruise brand in North America and operates 24 ships designed to foster exceptionally fun and memorable vacation experiences at an outstanding value. In this paper, I focus on a crisis of Carnival Cruise Lines, which happened in 2013, and I will also give an analysis about how Carnival handled the crisis. In addition, I will give my own suggestions to this crisis management. Introduction of the crisis On February 7, 2013, the Triumph, one of Carnival’s ships, left Galveston, Texas, with 3143 passengers and 1086 crew aboard for a cruise, which was supposed to last 4 days. However, on February10, a fire broke out in an engine room on the Carnival Triumph, which was sailing in the Gulf of Mexico. The blaze was extinguished quickly and no one was injured, but propulsion systems were knocked out. Although the ship had two engine rooms, shared cabling between the two was damaged by fire, leaving only emergency backup power available. Triumph floated helplessly until the ship was towed back to Mobile, Alabama on February 15, which means Passengers had spent five uncomfortable days on the Triumph. The last five days for the people on Triumph were suffering because of limited water...
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...Carnival Cruise Lines DATE: May 21, 2015 TO: Gerry Cahil Subject: Carnival Splendor I’m writing this memo in correspondence to the events that occurred on the Carnival Splendor, along with issues and their implications with recommendations for action and how to communicate these solutions to all who are affected. On Sunday, November 7, 2010, Carnival Splendor departed from Long Beach, California for a weeklong cruise of the Mexican Riviera, carrying 3,299 guests and 1,167 crew members. At 6:00 am on Monday, November 8, 2010, a fire starting in the aft engine room caused failure to one of six diesel generators. The fire was extinguished within hours by crew members with no injuries to passengers or crew. The intense heat severely damaged the power lines housed in the ceiling of the aft engine room causing the forward engine room to become inoperable. Engineers were unable to restore ship power thus having to use auxiliary generators, resulting in no telecommunication service, refrigerated food, sanitation problems and disabled elevators, amongst other inconveniences. Guests were evacuated to the upper level of the ship and later allowed to return to their cabins. Food and drinks were provided to guests until they arrived back in San Diego the morning of Thursday, November 11, 2010 (O’Rourke, 2013, p. 140). The major issue at hand is the actual fire that started in the engine room. The fire disabled all power generation onboard although the ship was designed to ensure...
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...© 2013 The Society of Management Accountants of Canada. All rights reserved. ®/™ Registered Trade-Marks/Trade-Marks are owned by The Society of Management Accountants of Canada. No part of this document may be reproduced in any form without the permission of the copyright holder. MODULE 1, ASSIGNMENT 1 August 30, 2013 Topic: Performance Management Overview Welcome to Module 1. If you have not already done so, read the Program Manual located in the Reference Material section of the CMA Canada Professional Programs website. It provides you with important introductory information about the program. In Module 1 of the program, candidates are exposed to many functional competencies from the CMA Competency Map that involve decision making regarding performance management, performance measurement, risk management and governance, and financial reporting. For assistance when doing their assignments in these areas, candidates are expected to draw on many of their intermediate and advanced management and financial accounting concepts they learned in their university courses and/or in the Accelerated Program. For instance, in this assignment, one of the concepts involves Cost-Volume-Profit (CVP) analysis. In these types of analysis, candidates may be asked to look at how profits and costs change with a change in volume, or a change in such factors as variable costs, fixed costs, selling prices, and mix of products sold. By studying the relationships of costs, sales and...
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