...Student Scholarship The Alan Shawn Feinstein Graduate School 11-8-2010 Carnival Corporation & plc Ye Zhou Johnson & Wales University - Providence Follow this and additional works at: http://scholarsarchive.jwu.edu/mba_student Part of the Advertising and Promotion Management Commons, Business Administration, Management, and Operations Commons, Food and Beverage Management Commons, Human Resources Management Commons, International Business Commons, Marketing Commons, Other Business Commons, and the Tourism and Travel Commons Repository Citation Zhou, Ye, "Carnival Corporation & plc" (2010). MBA Student Scholarship. Paper 4. http://scholarsarchive.jwu.edu/mba_student/4 This Research Paper is brought to you for free and open access by the The Alan Shawn Feinstein Graduate School at ScholarsArchive@JWU. It has been accepted for inclusion in MBA Student Scholarship by an authorized administrator of ScholarsArchive@JWU. For more information, please contact egearing@jwu.edu[->0]. Johnson & Wales UniversIty Providence, Rhode Island Graduate School Carnival Corporation & pic A paper Submitted in Partial Fulfillment Of the Requirements for the MBA Degree Course: HOSP 6800 Ye Zhou Date 8 November, 2010 EXECUTIVE SUMMARY Corporation & pIc is a global|company and one of the|vacation| companies in the world....
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...Case Study Title: “Carnival Cruise Lines” Program MSC HTM 544: Strategic Management for Travel and Tourism Business Instructor Name: Professor: Ada Lo Student Name: Zheng Chen Jerry 1 Jerry, (Zheng Chen) 鄭晨 13105284g Table of Content Vision ＆ Mission ＆ Goals ＆ Strategies ....................................... 3 Vision of Carnival ........................................................................................... 3 Mission Statement of Carnival ........................................................................ 3 Strategies being pursued by Carnival .............................................................. 3 Its Long-term Goals ......................................................................................... 3 Congruence of Mission, vision, goals, strategy and business model of Carnival............................................................................................................ 4 An internal factor analysis summary .......................................................... 5 External factor analysis summary ............................................................... 6 Strategic Groups within the Cruise industry ................................................ 7 Facing Issues and Solutions .............................................................................. 8 Issues............................................................................................................
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...Academic Report on Strategic Management by Diana Romanova 100878 Strategy & Communication EHM3.SC-02 December 10, 2012 Abstract The purpose of the report is to discuss the current strategy of the Carnival Corporation, the world leader in the cruise industry. Based on the external and internal situation analysis the new growth strategy is formulated. The recommendations on the strategy implementation and evaluation are provided by terms of the various strategic theories and models. The projected internationalization strategy may result in the improvement of the financial business situation, by increasing the corporation’s profit margins and shareholder value, and non-financial indicators, for example, brand awareness. Moreover the company can adapt the proposed scenario for entering new markets in the future. 2|Page Table of Contents Abstract ...................................................................................................................................... 2 Introduction ................................................................................................................................ 4 Situation Analysis ...................................................................................................................... 5 Strategic Direction ..................................................................................................................... 6 Formulating a strategy ..............................................
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...Carnival Corporation Module 8 Assignment 2 Martha Anne Alvis Argosy University Abstract Carnival Corporation (CCL) has been examined as to the nature of the industry. This paper studies the 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...
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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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...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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...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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...Running Head: BUSINESS MANAGEMENT Business Management PESTEL Analysis PESTEL analysis evaluates the political, economical, social, technological, environmental and legal factors impacts on the consumer buying behavior and their impacts on YouTube business or performance. Political * 1. Political instability in many countries * 2. Changes in current legislation 3. Policies for foreign investors4. Proper security of local and foreign firms5. Relationship between nations6. Wars and conflicts | Economical1. Home economy 2. Economy trends in overseas economies3.GDP and purchasing power of customers4. Interest/ exchange and inflation rates5. International trade and monetary issues6. Investment opportunities and trade balance | * Social1. Demographic changes including sex ratio, population density, and majority people age, etc.2. Cultural and traditional changes3. Educational and language differences4. Social safety and benefits5. Consumer attitudes and opinions on online sites6. Ethnic/religious factors | Technological1. Technological development and innovation growth2. Skilled resources3. Licensing, patentsintellectual property issues4. Adaptation of new technology5.Research & Development | Environmental1. Environmental industrial growth2. Consumer attitudes, opinions and support3. Climate and natural support 4. Business environment and media support | * Legal * 1. Improper law and legal framework related online sites. * 2. Customer protection...
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...Contents 1.0 Company’s profile 4 2.0 Objective 8 3.0 Audience 11 3.1 Internal audience 11 3.2 External audience 12 4.0 Strategy 16 5.0 Tactics 18 6.0 Effectiveness 21 7.0 Outcomes 23 8.0 Suggestions 25 9.0 References 28 1.0 Company’s profile The Berjaya Corporation group of companies started on 1984 when the Founder, Tan Sri Dato' Seri Vincent Tan Chee Yioun acquired a major controlling stake in Berjaya Industrial Berhad (originally known as Berjaya Kawat Berhad and now known as Reka Pacific Berhad) from the founders, Broken Hill Proprietary Ltd, Australia and National Iron & Steel Mills, Singapore. The shareholding change also resulted in a major change in the business, direction and the dynamic growth of a diversified conglomerate under the flagship of Berjaya Corporation Berhad ("BCorp"). In October 1988, Berjaya Group Berhad (then known as Inter-Pacific Industrial Group Berhad) became the holding company of Reka Pacific Berhad, after a major restructuring, Inter-Pacific Industrial Group Berhad (formerly known as Raleigh Berhad) was incorporated in 1967 as a bicycle manufacturer. In 1969, the Company gained official listing on Bursa Malaysia Securities Berhad (“Bursa Securities”). BCorp then assumed the listing status of Berjaya Group Berhad on the Main Board of Bursa Securities upon the completion of the group restructuring exercise in October 2005 and the listing of the new shares on 3 January 2006. On 26 May 2010, BCorp was added to...
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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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...Mergers and Acquisitions Gwendolyn Jones Professor Daniel Goldsmith BUS508 Contemporary Business 12 August 2014 INTRODUCTION A merger or acquisition is a combination of two companies where one corporation is completely absorbed by another corporation. The less important company loses its identity and becomes part of the more important corporation, which retains its identity (Legal Dictionary, n.d.). A merger extinguishes the merged corporation, and the surviving corporation assumes all the rights, privileges, and liabilities of the merged corporation. A merger is not the same as a consolidation, in which two corporations lose their separate identities and unite to form a completely new corporation (Legal Dictionary, n.d.). Despite concerns about a lessening of competition, U.S. law has left firms relatively free to buy or sell entire companies or specific parts of a company. Mergers and acquisitions often result in a number of social benefits (Ginsburg, 1989). Mergers can bring better management or technical skill to bear on underused assets. They also can produce economies of scale and scope that reduce costs, improve quality, and increase output (Ginsburg, 1989). A merger can enable a business owner to sell the firm to someone who is already familiar with the industry and who would be in a better position to pay the highest price. The prospect of a lucrative...
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...Table Of Contents About our consultancy * Team * Vision * Mission NKF introduction * The company * The Client * Vision and Mission * Services provided Proposal’s Goal and Objectives Funding Mix * Direct Cash Support * In-kind Support * Social Enterprise * Volunteer Hours Donor Segmentation * Corporate Philanthropy * Online Micro-Philanthropist * Government Grant About Our Consultancy Team Marketing Eye. Vision Marketing Eye is THE community of professional consultants who define excellence and advance ethics for the marketing consulting profession. Mission Marketing Eye provides marketing manager, skilled in all facets of the marketing mix while our marketing consultants for small business will help you reach your sales and marketing goals which includes a process of developing a marketing strategy for your company and then implementing it over a 12-month period. NKF introduction The Company NKF is a charitable organization in Singapore that provides dialysis treatment and rehabilitative care to kidney failure patients at affordable, subsidised rates. Apart from that, health-screening and public education is also provided by NKF to raise community’s awareness on the importance of renal disease prevention. The organization was established by Dr.KhooOonTeik and a cohort of friends in 1969 at Singapore General Hospital (SGH). The idea of NKF was thought by Dr.Khoo when he witnessed the agonising plight...
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