Introduction Carnival Corporation as the largest cruise line in the world is being a leader and innovator in the cruise line industry. Many of the onboard activities and services were introduced to strengthen the competencies between competitors. The challenges of the Carnival were being overcome by the management with creative and innovative strategies. As a corporate entity, Carnival did not refuse to withdraw money to settle the ocean pollution charged by public. The expansions of cruise line market
Bibliography 17 Executive Summary Carnival is “The World’s Most Popular Cruise Line” with 24 “Fun Ships” operating voyages ranging from three to 16 days in length to the Bahamas, Caribbean, Mexican Riviera, Alaska, Hawaii, Canada, New England, Europe, and Bermuda. Carnival’s success is attributed to its marketing program directed towards
Carnival Corporation Growth Strategy 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
3- Opportunities • The cruise industry in itself offers many opportunities As seen previously, the cruise industry is a rapidly growing industry and favorable demographics should drive demand in the future. Moreover, it is still an underpenetrated industry. According to industry statistics in 2014, only 3.4% of the population in North America has ever taken a cruise and this percentage equals 1.3% for Continental Europe. • There is a clear opportunity for Carnival to increase efficiencies and
Investment Opportunity An Ultra Ship is a new type of cruise ship, significantly larger, and with greatly expanded amenities and attractions, versus a traditional ship. Only three Ultra Ships have been built thus far, and no further ones are on order. Newco Cruise will build two “Ultra Ships” for the North American and European cruise markets, capitalizing on an attractive green field opportunity created by a) recent strategic developments by legacy players, and b) the depressed condition of shipyard
MBA 623 | North American Cruise Industry | Table of Contents Executive Summary 2 Cruise Industry Overview 2 Market Overview and Structure 2 Industry and Customer Segments 5 Target Market Analysis 7 Carnival Cruise Lines 7 Target Market Analysis 7 Positioning Strategy 7 Royal Caribbean Cruise Lines 8 Target Market Analysis 8 Positioning Strategy 9 Norwegian Cruise Lines 9 Target Market Analysis 10 Positioning Strategy 10 Disney Cruise Lines 11 Target Market Analysis
The Future of Cruise Industry Abstract Cruise industry has rapidly developing since 1990s; it becomes not only as transportation tool, but a modern way of travel and even lifestyle. It is regarded as ‘floating resorts’. This journal article focuses on the future development of cruising industry. It examines cruise industry on five main factors: the structure of the industry: high concentration and enter of Low-Cost cruise lines; the potential customers: whether aging population or young generation
SARKISIAN CRUISE LINE Assistant Entertainment Director Prepared for: Professor Evelyn Shankus, M.S. Submitted by: Jeremy Olsen Jeremy Hall Carmin Hatch Katelyn Templeton Amy Hargrave Aliesha Salisbury November 28, 2012 TABLE OF CONTENTS History/Organizational Overview # Job Analysis # XX # XX # Job Description # XX # XX # Recruiting Methods # XX # XX # Selection procedure # XX # XX # Interview
of evolution in demand and represents a more precise and rational adaptation of the product and the marketing effort to meet customer or user demands”. Everyone is prepared to purchase products and services (depending on their financial status) as long as the
to engage in extensive long-term borrowing. 4. Identification of Commodity Businesses. Dell. Dell’s products—computers, servers and printers—are commodities. Dell tends not to develop the technologies underlying these products. Instead, it purchases the components from firms that develop the technologies (semiconductors and computer software). Dell’s direct-to-customer marketing strategy is not unique, but the extent to which Dell performs this strategy better than anyone else