Carnival Cruise Triumph Case Summary

The plaintiff Charles Barker, a mayor Tennessee; sued Joe Carr the Secretary of State of Tennessee. Baker complained that legislation had not redrawn districts since being under a 1901 statue; which is in violation of the Tennessee Constitution because reapportion is due every ten years. Baker alleged that TN legislators are depriving citizens of equal protection rights; which is in violation of the 14th amendment, Baker stated that this also caused underrepresentation in the General Assembly for those in urban areas. Baker argued that due to population change, votes in an urban districts held less value than those in suburban districts.

On the morning of February 28th 2016, Banquet Server Robert Drew Kirkland came to security office with Banquet Captain Jamie Kudalis. In regards to Mr. Drew having an accident, Mr. Drew was opening an Hennessey bottle when he was noticed a sharp pain in his right index finger. When notice it began to bleed Mr. Drew attended to the injury himself with paper towel to stop the bleeding, before coming to security and advising Security Officer Lead Daryl Harley. SOL Harley addressed the situation by cleaning the affected area and providing a bandage.

The iconic Ahwahnee Hotel sign stolen on eve of Yosemite name changes due to be a cover up on the fierce legal battle between the park and its operator. The spokesman Scott Gediman said the sign was taken sometime Saturday night or Sunday morning. The Ahwahnee name has been in place since 1927, but will change officially at 12:01 a.m. Tuesday of March first when Aramark takes over the park’s concessions contract from Delaware North. The park aroused the name changes as of January of this year. Delaware North contends the trademark associated with these buildings, the claim which lead to many outraged which led an intense legal battle with the park still working its way through the courts. The name of Yosemite has been with the park for 100

Copa Cruises - Welcome Aboard! Copa Cruises is a 40-year old company that offers dining and sightseeing cruises. What started with only one ship at Maryland’s Eastern Shore, is now a big business operating at multiple locations with 40 vessels. Copa operates scheduled tours at least twice daily during the peak travel/tourism seasons at each of its locations. The total number of scheduled tours varies based on the number of vessels available at each location. Copa also offers its ships exclusively for groups. In fact, a significant portion of Copa’s revenues come from group bookings. Typically, group customers book for corporate events, weddings, or private celebrations (e.g. family reunion). Copa customizes the table arrangement, the deck,

This analysis was undertaken in an attempt to evaluate NonStop Yacht’s strategic direction in the Mega-Yacht industry due to the firm’s consistent inability to meet financial expectations. This case focused its efforts on answering. This poor financial performance has led the firm’s management to question whether or not a strategic alliance might be a beneficial alternative to their current business model. To address the firm’s current quandary, this case has answered the following central question: Should NSY strategically align with key industry players; or, would organic growth be a more beneficial option for generating the additional value needed to once again realign the company with both internal and external

* Cost cutting through partnership with Benoix and cost structure change to start a price war with FunTours.

Example of weaknesses that Carnival Corporation & plc has is their safety record. In early 2012, the Costa Concordia struck off the coast of Isola del Giglio, Italy. In 2013, Carnival Cruise Line’s Triumph reported a fire, which left the ship adrift in the Gulf of Mexico (Carnival Corporation & plc SWOT Analysis, 2016). Among the other cruises, Carnival Cruise Lines have notably been the worse. In 2009, the Center for Disease Control tracked all major outbreaks, about 56% on Carnival cruise lines compared to a 48% average market share from 2009-2011. The company is also accounted for worse safety record for persons lost at sea. Since 2000, about 179 disappearances happened with Carnival Cruise Line alone (Levin , B., Jones, J., & Slade, T., 2012).

Question: What is the economic rationale of the venture? Prince Geographic location Located in Mediterranean region, attractive to Jersey because of manageable source of goods Preferential investment policies in Tunisia:  Unrestricted remittance of dividends  Capital repatriation in case of liquidation  Modified regulation to avoid double taxation of dividends Jersey Headquartered in UK, access to the European market for garments Jersey had multi-national manufacturing and sourcing experiences, great opportunity for Prince to lower its business risk through diversification Jersey can provide:  state-of-the art fabric technology  recognized design competence  well established brand

1.    What is the minimum number of passengers Health Cruises must sign up by November 20th to break even?  [show your calculations]

The Carnival Cruise Lines, Inc., was founded by Ted Arison in 1972. (Corporate Information) Ted ran the company until 1990 when he handed over the business to his son, Micky Arison. Micky became the CEO, and then became the Chairman. Carnival is the largest and most popular cruise line in the world, carrying more passengers than any other cruise ship. The Carnival Corporation mission statement is; “Our mission is to take the world on vacation and deliver exceptional experiences through many of the world's best-known cruise brands that cater to a variety of different geographic regions and lifestyles, all at an outstanding value unrivaled on land or at sea.” (Carnival Corporation History)

Carnival is a leader in the cruise industry and it’s highly likely that the consumers would select this company; as it is also a branded company recognizable on the market it allow the process of word of mouth that lessen the power of the consumers from their self.

Rob Griffin, the senior vice president and U.S. director of search for Media contacts, a media consulting firm, is faced with the task of optimizing search engine marketing (SEM) for Air France as the company seeks to compete in the hyper-competitive U.S. market. Even though Griffin is satisfied with the performance of his company, he wants to make the team to remain the leading position and provide the results that Air France wanted. At the time of the case, SEM has become an advertising phenomenon, with North American advertisers spent $ 9.4 billion in the SEM channel, up to 62% in 2005. In the past, Media contacts h had concentrated on Google, Microsoft, and Yahoo for the search engine

Carnival Cruise Lines is the largest cruise company in North America and carries more than 60,000 passengers a week. The Carnival experience is the standard against what past cruisers judge their later cruise experiences. Carnival has captured the "fun" psychographic and has a strong reputation for an enjoyable, relaxed cruise. Furthermore, Carnival has a strong market expansion strategy for selling the mass-market cruise category and first-time cruisers. They have a clear vision and knowledge about the industry and a commitment to their brand essence, which is fun. Also, as an extension to their branding of the "fun" ships they are the low-price leaders. Because of their strong brand image they are able to achieve double-digit growth in

A. Pause Strategy (CI#1, 2, 3): Carnival Corp has been known for health and safety records, a key component in consumer decision-making in the cruise industry. In order to begin improvements, a pause strategy needs to be utilized to allow the company to take a step back from aggressive growth and focus more towards consumer necessities. Many complaints stem from issues like sanitization of rooms, quality of food, and ship malfunctions. Keying in on ship maintenance, restoration, and efficiency will significantly decrease the chance of malfunctions. While implementing more stringent and attentive guidelines towards guest amenities and conditions of food storage/quality to help increase consumer appeal.

KFA owes Rs.7000cr to a consortium of 17 banks including the State Bank of India. KFA converted Rs.750cr out of Rs.7000cr of debts into equity. These shares were allotted to the group of lenders. High fuel costs which takes up to 40% of the variable expenses and the competition from other low cost carriers had significantly weakened the company’s performance over time.