carnival cruise line unique selling proposition

What makes the "World's Most Popular Cruise Line" so successful?

When we asked 10Best readers to vote for their cruising favorites in nine different categories, Carnival Cruise Line came away the biggest winners with four titles: Best Ocean Cruise Line, Best Cruise Line for Millennials, Best Cruise Ship for Families (Vista) and Best Cruise Ship for Entertainment (Vista). So what's Carnival's key to success?

World's most popular cruise line

Headquartered in Miami, Carnival ranks among the world's largest cruise lines with 26 ships that carry approximately 5 million passengers each year. Abundant short itineraries (some as short as three days) and home ports primarily in the United states make it a particularly convenient option for busy American travelers.

"Carnival is unique in that it does one thing, and does it well: it caters to cruisers of all ages, demographics, and walks of life," explains Aaron Saunders, cruising expert and founder of From the Deck Chair.

"It doesn’t try to be anything that it isn’t. It doesn’t offer a two-tier accommodations system, where some guests are treated to excellent service while others aren’t. Its ships are well-run, its crews are friendly and the entire experience provides great value for money."

ENTER TO WIN:  Enjoy a luxury cruise vacation with a $4500 Carnival Cruise Line gift card

A line of firsts

Carnival has done something else well too; in the ever-evolving industry of cruising, the line has continued to push the boundaries of what the cruising experience looks like.

"Carnival was really one of the earlier pioneers of leisure cruising," explains Ming Tappin, owner of Your Cruise Coach Consulting, "making it affordable for the average traveler to take a vacation, deviating from the luxury ocean liners that were out of reach for most people."

RELATED: Inside the Carnival ships that made cruising history

The line was also one of the early adopters of the free alternative dining and celebrity chef partnership trends with the introduction of Guy's Burger Joint to Carnival ships in 2011. When Carnival Vista set sail in 2016, it had onboard the first brewery at sea in North America (RedFrog Pub & Brewery).

Family-friendly cruising

The family cruise market ranks among the fastest-growing in the industry, and Carnival's Fun Ship 2.0 offerings clearly target this demographic. Water slides, top deck sports facilities, miniature golf, 4D theaters, 24-hour pizza and ice cream, and a host of kid-friendly programming are among the innovations available to families cruising with Carnival.

Jason Leppert, founding editor of Popular Cruising, attributes Carnival's success with families to its multigenerational appeal. "Stage shows feature exemplary live performers, and great family-friendly accommodations, kids and teens clubs, water slides and other attractions impress parents who want to bring everyone along," says Leppert.

A new demographic: Millennials

But families aren't the only passengers Carnival is courting. Millennial travelers, another quickly expanding demographic, are also finding their place aboard Carnival's Fun Ships.

"Carnival’s mission is to attract first time cruisers," Tappin told 10Best. So how do they woo new travelers from their land-based competitors?

MORE: The fleet and home ports of Carnival Cruise Line

"They build large ships full of dining, entertainment and activity venues. They have excellent cuisine in the dining room, specialty restaurants, buffets and pubs. They put on amazing production shows, they have piano bars, dance clubs, huge casinos, multiple pools and expansive outdoor spaces. They have extensive family programs, and almost every stateroom takes 4 or 5 guests. All of this wrapped up in an easily attainable, affordable price to attract landlubbers – who can be of any age, but largely millennials, families, singles and couples. Obviously it is a winning formula."

"As a millennial myself, Carnival resonates among my generation simply with its brand promise of fun," adds Leppert. "Carnival’s 'Fun Ships' consistently deliver on their promise of a good time enjoyed by all. Lots of inclusions make the line a very desirable value to many seeking their ideal vacation."

No excuse for boredom

No matter your age or interest, there's really no reason to feel bored on a Carnival cruise. The line's success in the entertainment category can be attributed, at least in part, to the buffet of options presented to each passenger.

"It offers something for everyone. No one is excluded," says Saunders. "If your idea of fun is sitting in the Library Bar with a glass of wine, you can do that. If you want to go up on deck and party all night, you can do that, too. It’s very non-judgmental."

And what do the experts love?

MORE: Inside nine of the hottest mega-ships at sea

"There are actually so many things I like about sailing with Carnival that make the experience unique to me," continues Saunders. "The Alchemy Bar, where bartenders whip up custom cocktails right in front of you, is always a favorite of mine. I really like the Punchliner Comedy Club performances and the new LipSync Battle, and find I actually attend more shows on Carnival than I do on any other line."

Leppert agrees, "Carnival cruises are always a blast thanks to everything from complimentary gourmet grill items at Guy’s Burger Joint to hilarious included entertainment at the Punchliner Comedy Club."

For Tappin, Carnival holds a particularly special place in her heart. "Carnival was our very first cruise and it was when my boyfriend Deryk (my husband now for 22 years) said to me 'This is the way we should travel from now on.' We started cruising every year after that, and the rest is history, because that cruise brought me to where I am today, as a cruise expert and a happy cruise writer. In 1995 when we got married, we chose to host our wedding onboard a Carnival ship."

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Carnival Corporation: Business Model, SWOT Analysis, and Competitors 2023

Inside This Article

Carnival Corporation, a renowned leader in the global cruise industry, has a unique business model that sets it apart from its competitors. This blog article will delve into the various aspects of Carnival Corporation's business model, including its strategic focus on innovation, diversified brand portfolio, and global reach. Additionally, a comprehensive SWOT analysis will be conducted to evaluate the company's strengths, weaknesses, opportunities, and threats. Furthermore, an exploration of Carnival Corporation's main competitors in the industry will provide insights into the company's position and potential challenges in 2023.

What You Will Learn:

• Who owns Carnival Corporation and the significance of their ownership in the company.
• The mission statement of Carnival Corporation and how it guides the company's operations.
• How Carnival Corporation generates revenue and the key factors that contribute to its financial success.
• An in-depth explanation of Carnival Corporation's business model canvas and its various components.
• The major competitors of Carnival Corporation and their impact on the company's market position.
• A comprehensive SWOT analysis of Carnival Corporation, highlighting its strengths, weaknesses, opportunities, and threats.

Who owns Carnival Corporation?

The ownership structure of carnival corporation.

Carnival Corporation, the world's largest cruise ship operator, has a complex ownership structure that involves both individual and institutional shareholders. Understanding the ownership of such a major corporation is essential to grasp the dynamics influencing its decision-making processes and overall management.

Institutional Shareholders

Institutional investors play a significant role in owning Carnival Corporation. These investors include mutual funds, pension funds, and other financial institutions. According to the latest available data, as of [insert year], institutional shareholders held approximately [insert percentage]% of the company's outstanding shares.

Some notable institutional shareholders of Carnival Corporation include [provide examples], who collectively own a substantial portion of the company. These institutions often have diverse portfolios and invest in various industries, including the travel and leisure sector. Their investments in Carnival Corporation indicate confidence in the company's long-term prospects and potential for growth.

Individual Shareholders

While institutional shareholders have a considerable stake in Carnival Corporation, individual investors also hold a notable portion of the company's shares. Individual shareholders include both retail investors and high-net-worth individuals who have chosen to invest directly in the company.

Carnival Corporation's shares are traded on major stock exchanges, such as the New York Stock Exchange (NYSE) and the London Stock Exchange (LSE). This provides individual investors with the opportunity to buy and sell shares in the company, thus becoming partial owners.

Carnival Corporation's Founders and Management

The ownership structure of Carnival Corporation also involves its founders and top management. Micky Arison, the son of Carnival Corporation's co-founder, Ted Arison, has been a prominent figure in the company's history. Micky Arison served as the CEO of Carnival Corporation for many years and played a crucial role in its growth and success.

While specific ownership percentages of the Arison family are not publicly disclosed, they are known to be major shareholders in the company. Their ownership stake underscores their commitment to the long-term success of Carnival Corporation and their confidence in its future prospects.

The company's management team, including the CEO, CFO, and other top executives, also hold shares in Carnival Corporation. This aligns their interests with those of the shareholders and further emphasizes their commitment to the company's success.

Carnival Corporation's ownership structure is composed of a diverse group of institutional and individual shareholders, including notable institutional investors and the Arison family, who have played a significant role in shaping the company's trajectory. The presence of these stakeholders underscores the collective belief in the company's potential for growth and long-term success. Understanding the ownership dynamics of Carnival Corporation provides valuable insights into the various interests and influences that shape the company's decisions and direction.

What is the mission statement of Carnival Corporation?

The mission statement of carnival corporation.

Carnival Corporation, as the world's largest leisure travel company, has a clear and concise mission statement that drives its operations and strategic decisions. The mission statement of Carnival Corporation is:

"We deliver exceptional vacation experiences through the world's best-known cruise brands that cater to a variety of consumer segments, offering outstanding value, unrivaled service, and a safe, fun, and memorable vacation experience."

This mission statement reflects the core values and goals of Carnival Corporation, emphasizing their commitment to providing outstanding vacation experiences to their customers. Let's break down the key components of their mission statement:

Delivering Exceptional Vacation Experiences

Carnival Corporation aims to deliver nothing short of exceptional vacation experiences to their customers. They understand that a cruise vacation is much more than just a trip; it is an opportunity for individuals and families to create lasting memories and enjoy unparalleled leisure activities. By setting the goal of providing exceptional experiences, Carnival Corporation strives to exceed customer expectations and ensure that every aspect of their cruises is of the highest quality.

World's Best-Known Cruise Brands

Carnival Corporation operates and owns several renowned cruise brands, including Carnival Cruise Line, Princess Cruises, Holland America Line, and many more. By representing the world's best-known cruise brands, Carnival Corporation ensures that they offer a diverse range of experiences to cater to different consumer segments. Whether someone is seeking a family-oriented cruise, a luxury experience, or an adventure-filled journey, Carnival Corporation's mission is to provide options that suit every individual's preferences.

Outstanding Value and Unrivaled Service

One of the key elements of Carnival Corporation's mission statement is their commitment to delivering outstanding value and unrivaled service. They aim to provide their customers with a vacation experience that not only meets their expectations but also offers great value for their investment. Carnival Corporation understands that customers deserve exceptional service, and they strive to go above and beyond to ensure every guest feels valued and cared for throughout their cruise journey.

Safe, Fun, and Memorable Vacation Experience

Carnival Corporation places a strong emphasis on the safety, fun, and memorability of their vacation experiences. They prioritize the well-being of their guests by implementing rigorous safety measures and protocols. Additionally, Carnival Corporation aims to create a fun and enjoyable atmosphere onboard their ships, offering a wide range of entertainment options and activities to enhance the vacation experience. By focusing on creating memorable experiences for their customers, Carnival Corporation aims to leave a lasting impression that will keep them coming back for future cruises.

In conclusion, Carnival Corporation's mission statement clearly outlines their commitment to delivering exceptional vacation experiences through their world-renowned cruise brands. Their mission revolves around providing outstanding value, unrivaled service, and a safe, fun, and memorable vacation experience. By aligning their operations and decisions with this mission statement, Carnival Corporation strives to solidify its position as the leading leisure travel company worldwide.

How does Carnival Corporation make money?

Cruise ticket sales.

The primary source of revenue for Carnival Corporation is through the sale of cruise tickets. Cruise ticket sales account for a significant portion of the company's earnings. Carnival Corporation operates a fleet of cruise ships under various brands, including Carnival Cruise Line, Princess Cruises, Holland America Line, and Costa Cruises, among others. These cruise lines offer a wide range of itineraries and destinations, catering to different customer preferences and budgets. The company earns revenue by selling tickets to passengers who book a cruise vacation, which includes accommodation, meals, and access to onboard amenities and entertainment.

Onboard Spending

In addition to ticket sales, Carnival Corporation generates revenue through onboard spending by passengers. Once onboard, passengers have the option to purchase various additional services and products, such as specialty dining, spa treatments, alcoholic beverages, shore excursions, and souvenirs. These onboard purchases contribute to the company's revenue stream and are a significant source of profit. Carnival Corporation strategically offers a variety of onboard amenities and experiences to cater to different passenger preferences, encouraging them to spend more during their cruise vacation.

Hotel Operations and Land-Based Activities

Carnival Corporation also generates revenue from its hotel operations and land-based activities. The company owns and operates hotels and resorts in popular vacation destinations, providing accommodation options for passengers before or after their cruise. These hotels generate income through room bookings, dining, and other services offered to guests. Additionally, Carnival Corporation offers various land-based activities, such as guided tours, excursions, and adventure experiences, allowing passengers to explore and enjoy destinations, further contributing to the company's revenue.

Cruise Ship Chartering

Another revenue stream for Carnival Corporation is cruise ship chartering. The company occasionally charters its cruise ships to third-party organizations, such as corporations, event planners, and travel companies, for private events, corporate functions, or group vacations. These charters provide an additional source of income for Carnival Corporation, allowing them to utilize their fleet efficiently and generate revenue even when not operating regular passenger cruises.

Other Sources of Revenue

Carnival Corporation also earns income from various other sources. These include the sale of onboard merchandise, such as clothing, accessories, and duty-free goods, as well as the provision of internet services, photography services, and casino operations on its cruise ships. Additionally, the company generates revenue through the sale of advertising space onboard its ships and through partnerships with other businesses, such as airlines, travel agencies, and destination management companies.

In conclusion, Carnival Corporation's primary source of revenue comes from cruise ticket sales, followed by onboard spending by passengers. The company also generates income through hotel operations, land-based activities, cruise ship chartering, merchandise sales, and various other sources. By diversifying its revenue streams and offering a range of products and services, Carnival Corporation has established itself as a leading player in the global cruise industry.

Carnival Corporation Business Model Canvas Explained

Introduction.

Carnival Corporation, the world's largest cruise company, operates a business model that has proven to be incredibly successful in the highly competitive cruise industry. By analyzing its business model canvas, we can gain a deeper understanding of how Carnival Corporation creates value for its customers and generates revenue.

Key Partners

Carnival Corporation's business model relies on a network of key partners to deliver a unique and memorable cruise experience. These partners include travel agencies, airlines, hotels, and port authorities. By collaborating with these partners, Carnival Corporation is able to effectively market its cruises, provide transportation services to customers, and ensure smooth operations at various ports of call.

Key Activities

The key activities of Carnival Corporation revolve around providing exceptional cruise experiences to its customers. This includes operating a fleet of cruise ships, managing onboard amenities and entertainment, organizing shore excursions, and offering a wide range of dining options. Furthermore, Carnival Corporation invests heavily in research and development to continuously improve its cruise offerings and stay ahead of competitors.

Key Resources

Carnival Corporation's most important resources are its fleet of cruise ships. With over 100 ships across its various cruise brands, Carnival Corporation has a significant advantage in terms of capacity and variety of itineraries. Additionally, the company relies on a skilled workforce that includes crew members, hospitality professionals, and entertainment staff to deliver exceptional service to its customers.

Value Proposition

Carnival Corporation's value proposition lies in its ability to create unforgettable vacation experiences for its customers. By offering a wide range of cruise options, from family-friendly to luxury cruises, Carnival Corporation caters to different segments of the market. The company focuses on delivering exceptional customer service, providing top-notch onboard amenities and entertainment, and ensuring safety and comfort throughout the journey.

Customer Relationships

Carnival Corporation maintains strong customer relationships through various channels. These include direct bookings through its website, partnerships with travel agencies, and loyalty programs such as the Carnival Cruise Line's "VIFP Club." By engaging with customers at every touchpoint, Carnival Corporation aims to build long-term relationships and encourage repeat business.

Carnival Corporation utilizes a multi-channel distribution strategy to reach its customers. In addition to its own website and call centers, the company partners with travel agencies and online travel platforms to promote and sell its cruises. This omni-channel approach ensures that Carnival Corporation's cruises are easily accessible to customers across different markets.

Cost Structure

Carnival Corporation's cost structure is primarily driven by the operation and maintenance of its fleet of cruise ships. This includes fuel costs, crew salaries, maintenance expenses, and port fees. Additionally, marketing and advertising costs play a significant role in promoting Carnival Corporation's cruises and attracting new customers.

Revenue Streams

Carnival Corporation generates revenue through various streams. The primary source of revenue is the sale of cruise tickets, which accounts for a significant portion of the company's earnings. Additionally, onboard purchases, including dining, beverages, and entertainment options, contribute to the company's revenue. Carnival Corporation also earns revenue through partnerships, such as advertising and sponsorship deals with other companies.

Carnival Corporation's business model canvas highlights the company's ability to create value for its customers through exceptional cruise experiences. By leveraging key partners, resources, and activities, Carnival Corporation has established itself as a leader in the cruise industry. With a strong value proposition, customer relationships, and revenue streams, the company continues to thrive in an ever-evolving market.

Which companies are the competitors of Carnival Corporation?

Competitors in the cruise industry.

Carnival Corporation, being one of the largest cruise companies in the world, faces fierce competition from several other well-established players in the industry. These competitors constantly strive to attract customers with unique offerings and innovative experiences. Let's take a closer look at some of the major competitors of Carnival Corporation:

1. Royal Caribbean Group

Royal Caribbean Group is a global cruise vacation company that operates a fleet of 61 ships across various brands, including Royal Caribbean International, Celebrity Cruises, and Silversea Cruises. Known for its outstanding customer service and innovative ship designs, Royal Caribbean Group offers a wide range of itineraries and onboard activities, appealing to a diverse customer base. The company's commitment to sustainability and environmental practices also positions it as a formidable competitor.

2. Norwegian Cruise Line Holdings Ltd.

Norwegian Cruise Line Holdings Ltd. operates three major cruise lines: Norwegian Cruise Line, Oceania Cruises, and Regent Seven Seas Cruises. With a focus on freestyle cruising, Norwegian Cruise Line offers a relaxed and flexible experience, while Oceania Cruises targets luxury travelers seeking refined experiences. Regent Seven Seas Cruises, on the other hand, specializes in all-inclusive luxury voyages. The company's diverse portfolio caters to different segments of the market, making it a strong competitor for Carnival Corporation.

3. MSC Cruises

MSC Cruises, a privately-owned company, is the world's largest privately-held cruise line. With a fleet of 18 ships, MSC Cruises offers a wide range of itineraries across the globe, focusing on Mediterranean and Caribbean destinations. The company boasts modern ships with innovative features, exceptional entertainment, and a strong commitment to environmental sustainability. MSC Cruises' growing presence in the industry makes it a significant competitor for Carnival Corporation.

4. Costa Cruises

Costa Cruises, a subsidiary of Carnival Corporation, is also a competitor since it operates independently within the industry. As an Italian cruise line, Costa Cruises delivers a distinct European flair and caters to a diverse international clientele. The company offers a wide variety of itineraries, including Mediterranean, Caribbean, and Asia, providing unique experiences tailored to different cultural preferences. This positioning allows Costa Cruises to compete directly with its parent company, Carnival Corporation.

These competitors, along with several other smaller cruise lines, create a dynamic landscape within the cruise industry. Each company strives to differentiate itself by offering unique itineraries, onboard amenities, and exceptional customer service. The competition drives innovation and continuous improvement, ultimately benefiting cruise enthusiasts with a wider array of choices and memorable experiences.

Carnival Corporation SWOT Analysis

Strong brand presence: Carnival Corporation is the largest cruise company in the world, owning and operating a portfolio of well-known cruise brands such as Carnival Cruise Line, Princess Cruises, Holland America Line, and Costa Cruises. This extensive brand portfolio gives the company a strong presence in the global cruise market.

Economies of scale: Being the largest cruise company, Carnival Corporation benefits from economies of scale. The company can negotiate better deals with suppliers, achieve cost savings in procurement, and spread its fixed costs over a larger number of passengers. This allows Carnival Corporation to offer attractive pricing to its customers and maintain a competitive advantage.

Diversified revenue streams: Carnival Corporation operates in multiple geographic regions and offers a wide range of cruise options, including contemporary, premium, and luxury cruises. This diversification helps the company mitigate risks associated with specific markets or customer segments, and allows it to capture a larger share of the cruise market.

Strong customer loyalty: Carnival Corporation has a large base of loyal customers who frequently book cruises with the company. This loyalty is often attributed to the superior customer service and onboard experience provided by Carnival Corporation's brands. The company's loyalty program, which offers various benefits and rewards to repeat customers, further enhances customer retention and repeat bookings.

Vulnerability to external shocks: The cruise industry is highly sensitive to external factors such as economic downturns, natural disasters, geopolitical events, and health crises. Carnival Corporation's business has been significantly impacted by events like the global financial crisis in 2008, the COVID-19 pandemic, and incidents such as ship accidents or outbreaks of illnesses onboard. These external shocks can lead to a decline in bookings, revenue losses, and reputational damage.

Environmental concerns: The cruise industry has faced criticism for its environmental impact, particularly in terms of air and water pollution, waste management, and carbon emissions. Carnival Corporation, being the largest player in the industry, has been under scrutiny for its environmental practices. The company has made efforts to improve its sustainability initiatives, but it still faces challenges in meeting environmental regulations and addressing public concerns.

Opportunities

Growing demand for cruise tourism: Despite the challenges faced by the industry, there is a growing demand for cruise vacations around the world. As emerging markets like Asia and South America continue to develop and increase their disposable incomes, more people are seeking cruise experiences. Carnival Corporation can capitalize on these opportunities by expanding its presence in these markets and tailoring its offerings to cater to local preferences.

Innovation and technology advancements: The cruise industry is embracing technological advancements to enhance the onboard experience, improve operational efficiency, and reduce environmental impact. Carnival Corporation can leverage these innovations to differentiate its brands and attract tech-savvy customers. For example, using virtual reality to showcase onboard amenities or implementing energy-efficient systems can give the company a competitive edge.

Competition from other cruise companies: Carnival Corporation operates in a highly competitive industry, facing competition from other cruise companies such as Royal Caribbean Group and Norwegian Cruise Line Holdings. These competitors constantly introduce new ships, destinations, and onboard features to attract customers. Carnival Corporation must continuously innovate and differentiate its offerings to stay ahead in this competitive landscape.

Regulatory challenges: The cruise industry is subject to various regulations and standards imposed by international maritime organizations, national governments, and local authorities. Compliance with these regulations can be complex and costly. Changes in regulations, such as stricter environmental standards or health and safety requirements, can pose challenges for Carnival Corporation and impact its operations and profitability.

Health and safety concerns: The COVID-19 pandemic has highlighted the health and safety risks associated with cruising. Outbreaks of illnesses onboard, such as norovirus, have also affected the reputation of the industry. Carnival Corporation needs to address these concerns by implementing robust health and safety protocols, enhancing onboard medical facilities, and communicating its efforts effectively to regain customer trust and confidence.

Key Takeaways

• Carnival Corporation is a publicly traded company, so it is owned by its shareholders who hold the company's stock.
• The mission statement of Carnival Corporation is to deliver exceptional vacation experiences through innovative and quality products and services, while exceeding the expectations of its guests.
• Carnival Corporation primarily generates revenue through the sale of cruise tickets, onboard purchases, and various vacation packages.
• The Business Model Canvas of Carnival Corporation can be explained by its key activities such as cruise ship operations, marketing and sales, customer service, and strategic partnerships with travel agencies and suppliers.
• Competitors of Carnival Corporation include other cruise line companies such as Royal Caribbean Group and Norwegian Cruise Line Holdings Ltd.
• A SWOT analysis of Carnival Corporation reveals its strengths in brand recognition and global presence, weaknesses in vulnerability to external factors (e.g., weather conditions), opportunities in emerging markets and technological advancements, and threats from competition and unforeseen events (e.g., pandemics).

In conclusion, Carnival Corporation is a global leader in the cruise industry, owning several renowned cruise lines such as Carnival Cruise Line, Princess Cruises, and Holland America Line, among others. With a mission to provide extraordinary vacation experiences at an exceptional value, Carnival Corporation aims to create joyful and memorable moments for its guests.

Carnival Corporation generates revenue through various sources, including ticket sales, onboard activities, retail and casino operations, beverage and dining services, and shore excursions. Additionally, the company has diversified its revenue streams by offering additional services such as travel insurance and onboard Wi-Fi packages.

Analyzing Carnival Corporation's business model canvas, we can see that the company focuses on key activities such as guest services, marketing, fleet operations, and revenue management, all aimed at delivering exceptional customer experiences and maximizing profitability. The company also utilizes strategic partnerships and acquisitions to expand its market presence and drive growth.

In terms of competition, Carnival Corporation faces strong rivals in the cruise industry, including Royal Caribbean Group and Norwegian Cruise Line Holdings. These companies also operate globally and strive to attract customers with unique itineraries, onboard amenities, and entertainment options. The competition pushes Carnival Corporation to continuously innovate and differentiate its offerings to maintain its market position.

Conducting a SWOT analysis of Carnival Corporation, we can identify the company's strengths, such as its extensive fleet and global presence, which provide economies of scale and enable it to reach a wide customer base. However, weaknesses such as occasional incidents and negative publicity can impact its reputation. The opportunities for Carnival Corporation lie in expanding into emerging markets and offering new cruise destinations. However, the company also faces threats, including economic downturns, global health crises, and changing consumer preferences.

Overall, Carnival Corporation remains a dominant player in the cruise industry, driven by its mission to deliver exceptional vacation experiences. By leveraging its strengths, addressing weaknesses, pursuing opportunities, and mitigating threats, Carnival Corporation continues to navigate the ever-evolving landscape of the cruise industry and maintain its leadership position.

What is Carnival Corporation weakness?

One weakness of Carnival Corporation is its vulnerability to external factors such as economic downturns and geopolitical events. The company's profitability heavily relies on consumer discretionary spending and the overall health of the global economy. During economic recessions or downturns, people tend to cut back on non-essential expenses like leisure travel, which can significantly impact Carnival's revenue and profitability.

Additionally, Carnival Corporation has faced negative publicity and reputation damage due to incidents such as ship accidents, outbreaks of illnesses on board, and environmental concerns. These incidents not only affect the company's image but also result in significant financial costs, including legal settlements, compensation to affected parties, and increased regulatory scrutiny.

Furthermore, the COVID-19 pandemic has exposed another weakness for Carnival Corporation and the entire cruise industry. The virus outbreak led to widespread travel restrictions, port closures, and a decline in consumer confidence in cruise vacations. This has resulted in a substantial financial impact for the company, including canceled bookings, refunded fares, and increased operating costs to implement health and safety protocols.

Overall, Carnival Corporation's weaknesses lie in its vulnerability to external factors, potential reputation damage, and its susceptibility to disruptions in the global travel industry.

What is the competitive advantage of Carnival Corporation?

The competitive advantage of Carnival Corporation lies in several key factors:

Diversified portfolio: Carnival Corporation is the largest cruise ship operator in the world, with a portfolio of 10 cruise brands including Carnival Cruise Line, Princess Cruises, Holland America Line, and others. This diversification allows the company to target different market segments and cater to a wide range of customer preferences.

Economies of scale: Carnival Corporation benefits from economies of scale due to its large fleet of ships, which enables the company to negotiate better deals with suppliers, achieve cost efficiencies, and offer competitive pricing to customers.

Operational efficiency: Carnival Corporation has a strong focus on operational efficiency and cost control measures. The company continuously invests in technology, infrastructure, and training to improve operational processes, streamline logistics, and enhance customer experience.

Strong brand recognition: Carnival Corporation's brands have strong brand recognition and customer loyalty. This allows the company to attract and retain customers, even in a highly competitive industry.

Global presence: Carnival Corporation operates globally, with a presence in North America, Europe, Australia, and Asia. This global reach enables the company to tap into different markets, benefit from international travel trends, and diversify revenue streams.

Innovation and differentiation: Carnival Corporation continually invests in innovation and new ship designs to differentiate its offerings. The company has introduced features like water parks, onboard theaters, and specialty dining options to enhance the customer experience and attract new customers.

Overall, Carnival Corporation's competitive advantage lies in its diversified portfolio, economies of scale, operational efficiency, strong brand recognition, global presence, and focus on innovation and differentiation within the cruise industry.

What is the Carnival Corporation controversy?

The Carnival Corporation controversy refers to a series of controversies and legal issues surrounding the cruise company Carnival Corporation, one of the largest leisure travel companies in the world. Some of the key controversies include:

Environmental Pollution: Carnival has faced criticism for its environmental practices, including the improper disposal of waste and the releasing of pollutants into the ocean. In 2019, the company agreed to pay a $20 million fine after its subsidiary Princess Cruises was found guilty of illegally dumping oil-contaminated waste into the ocean.

Safety and Security Concerns: Several incidents involving Carnival-owned ships have raised concerns about safety and security. The most notable incident occurred in 2012 when the Costa Concordia, a Carnival-owned ship, ran aground off the coast of Italy, resulting in the deaths of 32 people. Carnival faced criticism for its handling of the situation and the safety measures onboard.

Mishandling of COVID-19: During the COVID-19 pandemic, Carnival Corporation faced significant criticism for its handling of outbreaks on its ships. Several outbreaks occurred on Carnival-owned ships, leading to numerous infections and deaths. The company was accused of not taking adequate measures to protect passengers and crew members and failing to provide timely and accurate information to the public.

Labor and Employment Issues: Carnival has faced allegations of labor and employment violations, including low wages, poor working conditions, and exploitation of workers. In 2019, Carnival-owned Princess Cruises agreed to pay a $20,000,000 settlement after being accused of violating environmental laws and dumping plastic waste into the ocean, as well as failing to accurately record waste disposal in official logs.

These controversies have led to lawsuits, fines, and damaged reputation for Carnival Corporation. The company has pledged to improve its practices and address the concerns raised.

What are opportunities in SWOT analysis for a company?

Opportunities in a SWOT analysis refer to the external factors or situations that could potentially benefit a company. These opportunities can create favorable conditions for growth, expansion, or strategic advantages. Some examples of opportunities in a SWOT analysis for a company could include:

• Market growth: Identifying new or emerging markets that the company can enter to expand its customer base and increase sales.
• Technological advancements: Utilizing new technologies to improve operations, enhance product development, or streamline processes.
• Changes in regulations or policies: Identifying regulatory or policy changes that could benefit the company, such as tax incentives, relaxed regulations, or government grants.
• Strategic partnerships: Exploring potential collaborations or alliances with other companies to leverage each other's strengths and resources.
• Economic trends: Capitalizing on economic trends, such as increased consumer spending, growing demand for certain products or services, or favorable interest rates.
• Industry or market trends: Identifying trends or shifts in the industry or market that the company can exploit to gain a competitive advantage.
• Global expansion: Exploring opportunities to expand into international markets, tapping into new customer segments and diversifying revenue streams.
• Changing consumer preferences: Adapting to evolving consumer preferences and behavior, such as increasing demand for sustainable products or online shopping.
• Mergers or acquisitions: Identifying potential mergers or acquisitions that can provide the company with synergies, access to new markets, or increased market share.
• Competitive gaps: Identifying weaknesses or gaps in competitors' offerings, allowing the company to develop products or services to fill those gaps and gain a competitive edge.

It is important for a company to identify these opportunities and strategize how to take advantage of them to achieve its goals and objectives.

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Stay connected, additional links, how carnival cruise is taking customer experience to the next level.

John Padgett, Carnival Cruise chief experience and innovation officer, outlined the company’s digital and guest-centric strategy in a keynote at the recent ICX Summit conference.

July 12, 2018 | by Judy Mottl — Editor, RetailCustomerExperience.com & RewardsThatMatter.com

Imagine directing innovation strategy and technology for what's viewed as the world's largest experience enterprise. That's exactly the role of John Padgett, chief experience and innovation officer, global experience and innovation at Carnival Cruise.

Carnival, the world's largest travel company when it comes to cruise lines, operates more than 100 ships under nine brands that travel to 740 destinations. Its interactive customer experience for each guest begins the moment a trip is booked and ends once the guest departs a ship.

In Padgett's view ICX is exactly what a vacation should be all about.

"The letters say it all. The I is for interactive and interaction with the consumer. The C is for consumer and the consumer is everything, and the X is for band and pass [technology]," he shared during his keynote talk at the recent ICX Summit held in Dallas in mid-June.

Building a legacy as an innovator

The band and pass Padgett referred to are two CX strategies Padgett put into play during his Disney years, where he directed digital and CX strategy before joining Carnival in 2014. At Disney his team led "Game Changer" experience development for Walt Disney Parks and Resorts for 18 years.

During his tenure, Padgett spearheaded Disney's FastPass+, Be Our Guest restaurant as well as Disney's Magical Express and the development of Bibbidi Bobbidi Boutique retail locations.

Padgett's "X" at Carnival Corporation is the MedallionClass voyage technology — a quarter-size wearable called OceanMedallion that is powering a guest-centric experience and reflects a holistic approach and Carnival's trademarked 'guestcentricity' focus.

Carnival gives guests the wearable and accompanying app prior to travel departure so they can set up port activities, on-ship interests and preferences in food and drink. Once on board, the wearable unlocks the stateroom, and guests can use it to order anything on demand, from suntan lotion to lunch.

In developing OceanMedallion, the focus was clear, Padgett explained, as it focused on an aspect of a consumer's life which is most valuable: time.

"The higher personalization, the less friction and the experience is maximized. This is their [consumers'] vacation time so it's critical to focus on that and increase the value for guests and customers," he explained. "We're selling happiness, people, places and culture."

But developing such innovative CX requires a deep strategy that includes empowering team members, fostering the customer relationship, simplifying processes and personalizing the experience.

"These are our four guiding principles for creating amazing customer experience," he said.

"You need to invest in the team behind the digital strategy with the goal of serving the guest and the consumer."

A key aspect, said Padgett, is friction elimination.

"When innovating pay attention to simplification. Personalization makes an experience priceless. It's an individual experience," he said, and an experience that is not comparable to any other. "It's truly understanding what moves that individual," he added, and provided an experience and relationship focused on surprise and delight.

How OceanMedallion delivers a robust CX

Padgett provided a video during his keynote that illustrated how OceanMedallion plays a role in a cruise passenger's trip from the moment a cruise is booked until the passenger leaves the ship. Medallion allows passengers to set up trip itinerary, gain access to stateroom in a streamlined boarding process and be invited to a range of experiences.

"It's about getting back to the cruise experience, creating new level of service via technology but not tech-centric," he said. "It's changing the perception of the guest experience as it's increasing engagement and increasing the impact of the experience."

He said his team applies three specific components when it comes to CX and the three apply to every business: experiential media; the guest experience; and an experience platform. The three provide a "strategic innovation framework."

That framework led to OceanMedallion, which was completed in under three years. It is a personalized experience that is exceeding guess expectations in way that can't be anticipated or duplicated, said Padgett.

"We want to make sure we blow people's minds. Tech is the enabler, but it is not the ‘one thing' with customer experience," he said.

OceanMedallion's capabilities, explained Padgett, are exactly what guests expect in today's on-demand world and used an analogy of the early feature cell phone compared to powerful smartphone devices.

OceanMedallion relies on 7,000 sensors throughout a ship, 4,000 digital interaction points, hundreds of miles of cables and a mirrored cloud-based on-board.

"We don't want the cruise ship to be a feature phone but a smartphone with an Internet of Things platform," he said. "It's the next level of experience."

For a deeper view of the ICX Summit check out this video from this year's event.

Judy Mottl is editor of Retail Customer Experience and Rewards That Matter. She has decades of experience as a reporter, writer and editor covering technology and business for top media including AOL, InformationWeek, InternetNews and Food Truck Operator.

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Marketing Mix Analysis of Carnival Corporation & plc (CCL).

Carnival Corporation & plc (CCL) is one of the biggest cruise lines in the world, with a market capitalization of around $32.27 billion USD as of August 2022. In the fiscal year 2021, the company reported revenue of $4.6 billion USD.

But how does CCL maintain its position in a crowded market? By leveraging the four Ps of the marketing mix. The company's products encompass a wide range of cruises, catering to different customer segments. Its prices are competitive, striking a balance between affordability and luxury. Promotion-wise, Carnival Corporation & plc markets its cruises through various channels, including TV ads, sponsored content, and more. Finally, it has an excellent distribution network, with cruises departing from over 20 ports.

In conclusion, CCL's operational success can be attributed in part to its effective implementation of the marketing mix. By prioritizing the right product, price, promotion, and place, the company maximizes its chances of success in a competitive industry.

If you're looking for a company that understands the importance of a good marketing strategy, look no further than Carnival Corporation & plc.

• Did you know that in 2022, CCL is set to launch its newest cruise liner, the Mardi Gras? It features a range of exciting amenities, including the world's first roller coaster at sea.
• If you're interested in booking a Carnival cruise, be sure to visit the company's website for the latest information and deals.

The Product element of the marketing mix is a critical factor in determining the success of any business. Carnival Corporation & plc's products are its cruise ships, which are designed to meet the needs and wants of its target customers. The company operates around 100 cruise ships, serving 700 ports worldwide, making it the largest cruise company globally. The company offers various ship classes to cater to different customer segments, ranging from budget to luxury.

As of 2023, the net income of the company was $2.2 billion, with the revenue of $20.6 billion. The majority of its revenue comes from ticket sales, with additional revenue generated from onboard activities and merchandise sales. The company invests heavily in its product to provide a memorable experience for its customers, including onboard entertainment, dining, and accommodations.

Carnival Corporation & plc emphasizes its brand identity and unique selling points to differentiate its product from competitors. The company highlights its reputation for innovation as a pioneer in the cruise industry, having introduced the first-ever cruise ship services with balconies, multiple dining options, and extensive onboard amenities. This product differentiation strategy has enabled the company to maintain its position as a leader in the cruise industry.

The company also explores opportunities to market complementary products alongside its cruise ship services. For instance, the company markets its shore excursions, where customers can explore the local attractions and culture of destinations they visit on their cruise itinerary. This strategy generates additional revenue for the company while enhancing the customer's overall experience.

• Key Takeaways:
• The product element of the marketing mix is crucial to the success of any business
• Carnival Corporation & plc's cruise ships serve as its product, catering to different customer segments
• The company invests heavily in its product, including onboard amenities, dining, and entertainment, to provide a memorable experience for customers
• Carnival Corporation & plc's brand differentiation strategy highlights its reputation for innovation and unique selling points, setting it apart from its competitors
• The company markets complementary products, such as shore excursions, to enhance the customer's onboard experience and generate additional revenue

Marketing Mix Analysis of Carnival Corporation & plc (CCL) in 2023

The marketing mix is a fundamental concept in marketing strategy, and the 4P - Product, Price, Promotion & Place - elements play vital roles in achieving marketing goals. In the case of Carnival Corporation & plc (CCL), a leading cruise company, a thorough analysis of the marketing mix can provide valuable insights into their marketing approach and success.

The next element in the marketing mix is place. Achieving a competitive advantage involves selling and distributing products within strategic locations. The type of product is a crucial factor in determining the business location.

In the case of CCL, the company has utilized a range of strategies to reach its target market. CCL cruises operate in various locations globally, with over 100 ships operating in different regions. As of 2022, CCL has a fleet capacity of approximately 693,000 passengers.

In recent years, CCL has focused on expanding its physical presence in key locations, including Asia and Europe. This strategy has contributed to an increase in market share for the company. As of 2023, CCL generated an annual revenue of $20.8 billion, with a net income of $2.4 billion.

When determining the best place for its products, CCL considers several factors, including the demographic of their target market. For instance, Carnival Cruise Line, which is one of CCL's brands, appeals to families, young adults, and couples; hence the company markets itself as a fun-filled experience for all ages.

In the case of essential consumer products such as groceries and other necessities, the best place is convenience stores. These locations ensure such commodities are readily available. On the other hand, premium consumer products are available in select stores. These types of products cost 20% more than average category prices.

Another alternative is placing the product on physical premises, online market, or both. Whatever decision the business makes will shape the overall marketing approach.

Thus, analyzing the marketing mix, especially the 'Place' element, can provide valuable insights into companies' marketing approach. In the case of CCL, the company's diversified portfolio, coupled with its focus on expanding its physical presence, has led to increased market share and revenue.

• Marketing mix plays a vital role in achieving marketing goals.
• CCL operates in various locations globally, with over 100 ships operating in different regions.
• CCL's revenue in 2023 stands at $20.8 billion, with a net income of $2.4 billion.
• CCL focuses on expanding its physical presence in key locations, including Asia and Europe.
• The type of product is a crucial factor in determining the business location.
• CCL targets families, young adults, and couples with its brands.

Marketing Mix (4P - Product, Price, Promotion & Place) Analysis of Carnival Corporation & plc (CCL). As of 2023

Product promotion is the foundation of marketing activities and strategies. Businesses promote their brand through sales, public relations, advertising, and personal selling. To ensure an effective promotion strategy, a company should consider the budget allocated to the marketing mix. According to the latest financial information in USD, Carnival Corporation & plc (CCL) had a revenue of $5.4 billion in 2022.

The promotional aspect of a marketing approach integrates a carefully constructed message that incorporates details from the last three Ps (Product, Price, and Place). This message is designed to target, reach, and convince potential consumers on why they need to purchase the product/service. CCL's promotion strategy is centered around its unique selling proposition (USP) of providing tourists with a fun-filled vacation experience.

Crucially, the business must also determine the best medium to pass the message. CCL has been using various mediums of promotion to reach a wider audience, including social media and television advertising. In 2023, CCL increased its media spend by 16% to target millennials aged 25 to 34 years.

Other critical decisions include communication frequency. CCL has been using email marketing, mobile messaging, and push notifications to increase its communication frequency with its customers. According to the latest statistical information in USD, CCL had 14 million email subscribers in 2022.

Overall, an effective promotional strategy is crucial to achieving business success. With the right mix of promotion mediums, a company can reach its target audience, communicate its unique selling proposition, and increase customer loyalty.

When it comes to analyzing a company's marketing mix, the four P's are key: Product, Price, Promotion, and Place. Among these, price is arguably the most critical decision factor for both suppliers and consumers alike.

Currently, Carnival Corporation & plc (CCL) is one of the largest leisure travel companies in the world, with a market capitalization of approximately $20.76 billion as of 2023. When analyzing CCL's marketing mix, a closer examination of their pricing strategy is essential.

Price is a reflection of what customers are willing to pay for a commodity or service. As such, marketing professionals must prioritize it within the marketing mix. However, setting the right price is not a simple matter. Both a high price and a low price can have negative repercussions. For optimal pricing, marketers must consider several factors, including development costs, distribution costs, research costs, marketing costs, and manufacturing costs.

CCL has adopted a cost-based pricing strategy to determine the optimal price point for its products, which are primarily cruise vacations. Additionally, they also set prices based on perceived quality and customer expectations, known as value-based pricing.

In 2022, CCL's revenue amounted to approximately 6.62 billion US dollars, while their net income stood at 2.32 billion US dollars. These figures demonstrate that CCL's pricing strategy has been effective in meeting consumer demand while also maintaining profitability.

To conclude, a thorough analysis of a company's marketing mix is essential for developing an effective marketing strategy. When looking at CCL, a critical focus on pricing shows how a cost-based and value-based strategy can work in tandem to achieve financial success.

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Gaining the Competitive Edge in a Booming Cruise Industry

By Gregory Martin March 22, 2018

2018 is set to be a recordbreaking year for new cruise ships, with just about every major cruise line due to launch a new ship during the course of the next 12 months. The four leading cruise companies – Carnival, Royal Caribbean, Norwegian Cruise Line and MSC Cruises – are all poised to unveil their own state-of-the-art vessels, each attempting to offer the most innovative features at sea. The cruise ship building boom will force ship owners to think of new ways to outsmart their competitors, with many turning to emerging technologies in an attempt to build a strong and unique selling proposition (USP) that is both genuine and permanent. 

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Six Tips For Selling Cruises From Carnival’s Travel Partner Advisory Board

Three members of Carnival Cruise Lines' new Travel Partner Advisory Committee took some time to talk to  Travel Market Report  and share advice for travel agents who are new to cruise or want to improve their sales. Here’s what they said: 

1. Go beyond passion. Most agents are drawn into the industry because they just love travel. But that’s not enough. “A passion for travel is great—but it’s not what actually sells. What you really need is to hone your sales skills,” said Lauren Liebert, VP of operations and industry relations at Ticket to Travel. “If you don’t have those sales skills, seek out programs that can help you and guide you,” including training programs from CLIA and from individual cruise lines.

2. Understand your role . Don’t assume your clients are aware of what you bring to the table on their behalf. “Of course we cannot dismiss the belief that customers can book their cruises or any travel online without a travel professional,” said Mary Lynn Villeneuve, a consultant with Ottawa-based Travel Only. Meet the challenge by marketing yourself as a value-added service when it comes to the task of booking a vacation. And then actually deliver significant support through your knowledge and expertise.

3. Know your value . “Our value is in the details we can share with the client,” said Kara Robinson of Bowling Green, KY-based Elite Travel Designs. To guarantee the best travel experience—and to get clients to come back—you have to know everything from the ship’s hardware to the cruise line’s policies, the cabins that get the perks and when to book specialty dining and complimentary shows.

“I know my ships inside out, the best cabin locations and the differences among cabin categories. It’s all the small details that give us the edge over the OTAs and booking directly,” she said. 

4. Don’t count on the contacts in your phone. Sure you can sell to your family and friends—but that’s not enough. “Talk to everyone and everybody about what you do,” Liebert said. Work with the chamber of commerce or volunteer in your community, building the connections that lead to regular, sustained business. “Don’t rely on social media, get involved,” she said.

5. See yourself as a matchmaker. Good travel agents always start by listening to what their clients want and need. “Getting the right client matched to the right ship and tapping into emerging markets and demographics will build your business,” Villeneuve said. Learn everything you can about your clients and the cruise lines—and be a matchmakers offering unique services that online booking engines cannot. 

6. Look to groups. Be they fundraisers, family, common interest, or alumni associations, groups are an ideal way to increase sales, said Robinson, who is currently arranging a fall cruise for the local Humane Society. Besides the volume of bookings, selling a group means she doesn’t have to go out and find the clients herself. “I don’t advertise nor market these cruises. The organization (my Pied Pipers) does that for me. I am purely the personal contact for the booking,” she said. 

For the details of the policies of all the major cruise lines, check out the TMR Cruise Report Card .    

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Unique Selling Proposition

A Unique Selling Proposition (USP) is a quality unique to a business’s product or service that differentiates it from its rivals and compels customers to make a purchase.

The concept’s origin dates to the 1940s when advertising agencies used it as a tool to develop strong messages to communicate to target audiences. The term was coined by television advertising pioneer Rosser Reeves of Ted Bates & Company [1].

In his book, Reality in Advertising [2], Reeves describes three key points that sum up to define a USP:

• A product or a service must have ( or rather be perceived to have ) an evident proposition – “Buy this product, and you will get this specific benefit”.
• The proposition must be one that the competition either cannot or does not offer. It must be either a uniqueness of the brand or a claim that others cannot make.
• The proposition must be so strong that it has the power to move the masses, in other words, it must pull new customers.

Using the above principles, Reeves developed a television commercial in the 1950s for Anacin, an analgesic for headaches, that featured the USP of the product. The ad lasted seven years, grated and annoyed most viewers but tripled the product’s sales [3].

The ad’s success stemmed from its clear, potent claim (“like a doctor’s prescription”) which was repeated for years, and the fact that it relied on the audience’s ability to reason going against the trend toward emotional, not rational, appeals at the time.

Evolution of USP

The term USP originated in the field of advertising in the 50s. It was a product era where a firm with a “better mouse trap” and some money could promote its product.

But soon came the technology era where it became increasingly difficult to establish USP amidst an avalanche of me-too products that flooded the market. The “better mousetrap” was quickly followed by two more just like it claiming to be better than the first one in a market where competition was fierce and not always honest.

Then came the image era where successful companies discovered that reputation, or image, was more important in selling a product than any specific product feature.

But just as the me-too products killed the product era, the me-too companies killed the image era as every company tried to establish a reputation for itself. The noise level became so high that relatively few companies succeeded.

Today, firms operate in a market where advertising creativity is no longer the key. To succeed in an overcommunicated society, they must create a position in the prospect’s mind – a position that takes into consideration not only a company’s own strengths and weaknesses but those of its competitors too.

The idea of USP today stands usurped by the view that what really matters in marketing a product or service is its positioning and where it sits on the spectrum of customer needs.

For example, automobile brands today claim to address all sorts of customer needs and place themselves in different positions – comfortable and reliable, powerful, and economical, feature-rich and sophisticated, rugged and tough etc. However, few ( almost none of them ) can claim to have a USP. For every Honda, there is also a similar Hyundai.

Thus, it has become more important to link the brand position with a strong claim about what makes the company special. The brand-positioning concept today has become more important than the product-positioning concept.

The eight-step process to discover USP

In the modern context, the term USP relates better to the uniqueness of a firm rather than the uniqueness of a product. It is not necessary (and extremely difficult) to find a product at which a firm is the absolute best. Most companies must compete against firms that have quite similar offerings.

But this does not mean a firm cannot find something that stands out as its own ‘high ground’. For most firms today, their USP lies in the thin zone that overlaps what they do best with what their customers want and avoids those areas where their competitors do better:

Thus, to have a USP, firms must find something that matters to customers and that no one else has (yet) made their forte. If a firm can defend its ability to provide that USP, it can use it as a lasting advantage.

In discovering USP, firms can make use of the eight-step process:

Step 1: Identify the target audience

The term “target audience” refers to all the people that the firm intends to reach with its idea, product, or service. Identifying the target audience automatically narrows down potential customers, although they remain faceless.

Firms can also use Customer Personas [5] (also known as “Buyer Personas” or “Marketing Personas”) which are fictional representations of the target customer audience. Personas give a concrete but fictional face to the customers and delve into the stories of buyers and their consumer behaviour.

In the Business-to-Business (B2B) context, a firm can ask additional questions such as:

• What is the nature of the decision-making?
• What is the composition of a decision-making team?
• Describe the “persona” of a decision-maker.
• Describe the “personas” of those who may influence the decision.

Developing Personas for the target audience helps in the next step which is to identify their needs.

Step 2: Identify the needs of the target audience

The target audience will have a variety of different needs. Those needs create demand in the market that decides whether something can be successfully marketed. It is important that a firm seriously considers the factors that potential customers could find interesting and desirable along with their reasons for the same.

Needs are not always about objective qualities; they also include subjective perceptions.

For example, a customer may choose an eco-friendly laundry detergent not only because it is good for the environment but also because he/she feels good about doing something right.

Potential emotional and psychological considerations can be strong drivers. No matter how big or small, a firm must identify and list all the needs of the target audience.

A firm can ask the following questions to better identify the needs of the target audience:

• What makes people go for the firm’s product and what prompts them to do so?
• To what extent do people buy competitor’s products? What prompts them to do so?
• What does a firm’s product offer that competitors cannot?
• What is a competitor’s central message when they promote similar products?
• Beyond the obvious, what are some subtle differences between a firm’s product and its competition?

Step 3: Identify the unmet needs of the target audience

While customer needs can be far and varied, so are competitor’s offerings that race to meet those needs. The key to building a USP lies in identifying those grey areas where there is an unmet customer need that the competition hasn’t noticed or is unable to address.

The following questions can help a firm identify unmet needs:

• How would a perfect product that meets every customer’s need differ from the existing product?
• To what extent does the current product meet the customer’s needs? Where is the gap?
• Whose needs within the decision-making unit are not fully met (B2B)?
• If the gaps were to be met, how big an advantage would this be over the competition?

Identifying unmet needs is a good way to narrow down the list before scrutinizing the opportunities that are worth pursuing.

Step 4: Rank the needs and unmet needs

A firm must organize the identified needs in order of importance to the target audience. This includes both the met and unmet needs of the customer (those identified in Steps 2 & 3). Such a ranking provides a clear hierarchy and aids in prioritization.

There are two important aspects to be considered when ranking a need:

• How important is it to the customer
• How well do products currently in the market satisfy those needs

If a desired product feature is valued but unsatisfied, it’s a potential opportunity for the firm to offer and enhance its product appeal. A firm can undertake such a study based on the views of market research, the sales team, or customer enquiries.

The table below provides an example of how customers see the importance of various smartphone features (Col A) and their current satisfaction level (Col B) on a scale of 1-10.

These features are then arranged in descending order by considering both, the importance to the customer and the current satisfaction level to calculate an opportunity score (Col C).

Col D shows the opportunity that exists for the firm to address the unmet need that both customers value and the market currently doesn’t provide.

Step 5: List all the elements of the firm’s value proposition

A firm’s value proposition is made up of all the different features and benefits of its product together with supporting services. This must be weighed against its relative importance in the eyes of the target customer.

For example, the iPhone’s value proposition includes seamless integration of hardware and software, a sleek design, and a user-friendly ecosystem that comes with Apple’s brand value and reliability. The iPhone would rank high in the eyes of a customer who uses the phone for messaging, checking emails, social media and taking pictures.

But if a chosen persona (target audience) is a “Gamer”, then the iPhone may not rank high.

This is evident from the fact that Asus sells its ROG phone at a price higher than the iPhone to a select set of customers who value gaming performance [6].

The table below (Col E) shows an example of how a firm can rank its own capabilities to meet the opportunities that are identified in Step 4.

Factors such as potential market size, likelihood of maintaining lead, and feasibility must be considered. The needs of customers can be very different and there are always pockets of opportunities for firms to spot and capitalize.

Step 6: Match the value proposition against competitors

A firm’s value proposition cannot be seen in isolation. It must be seen in the context of what the competitors are able to offer. This helps identify value propositions that stand out as different or better than those of the competition.

This helps a firm find areas where it’s likely to be noticed and successful.

The table below (Col F, G, H…) shows how competitors are placed in terms of their value proposition in addressing the identified opportunities:

Step 7: Consider process aspects that appeal to the customer

A USP can also be the process that a firm uses to create its products. Firms use complex processes to create products that meet customer expectations. This includes the sources of raw materials used, the method of processing, quality checks, etc. that can be used as indicators of something special for the customer.

For example, Japanese chef’s knives are world-renowned for their unique design and durability. Those manufactured by Takamura Hamono in Echizen, Japan, can sell for well over $1000 in a market where the regular piece sells for less than $20 [7].

What sets it apart is the process of manufacturing– from heating and hammering the metal to sharpening the knife’s edge and polishing the final blade, skills that Japanese artisans dedicate a lifetime to mastering.

To identify important process aspects, a firm can ask the following questions:

• What special processes are used to ensure that the product is of high quality?
• In what way is the product quality ensured after the customer has bought it? (Ex: over-the-air updates, free check-ups)
• Are there any unique aspects to how the products are made?
• What is special about the raw materials used?
• Are there people-related skills unique to the organization that ensure a better product?
• How does the product meet the needs of the environment?

Step 8: Select a benefit, a feature or a story that resonates

Once a firm has analyzed the customers’ needs, unmet needs, its customer value proposition, the competitive situation, and the value chain by which its products are made, the next step is to identify that single attribute which appeals to the target audience.

Discovering USP is about identifying that one thing unique to the firm, the most compelling reason why customers would want to come to the firm.

Take Tesla as an example, which took its goal to accelerate the advent of sustainable transport and turned it into a USP. Tesla’s vision inspired its customers who saw themselves as pioneers and early adopters of the new technology.

A study by JD Power found that despite spending over $100,000, Tesla’s early customers were tolerant of the problems in Model S and Model X which seemed to have little influence on the overt affection owners had for the brand [8].

Crafting a USP

Once a firm has identified its strong points in the context of the market and relative to its competition, it can begin developing an effective message around its USP. Ideally, the message should gain attention, hold interest, arouse desire, and elicit an action (The AIDA model [9]).

However, in practice, few messages take the target audience all the way from awareness through purchase, but the AIDA framework suggests the desirable qualities of any communication.

A USP must have a strong appeal which can be either of the three types [10]:

• Rational appeal – Engages self-interest by claiming the product will produce certain benefits such as value or performance. Industrial buyers are most responsive to rational appeals because they are knowledgeable about the product, trained to recognize value, and accountable to others for their choices. Consumers, when they buy certain big-ticket items, also tend to gather information and estimate benefits.
• Emotional appeal – Attempts to stir up negative or positive emotions that will motivate purchase. Even when the product is similar to the competition’s product, it may have unique associations that can be promoted (examples are Harley-Davidson and Rolex). Communicators also work with negative appeals such as fear, guilt, and shame to get people to do things (brush their teeth) or stop doing things (smoking). In addition, positive emotional appeals such as humor, love, pride, and joy are often part of the message content.
• Moral appeal – these are directed to the audience’s sense of what is right and proper. These are often used to exhort people to support social causes. An example is the appeal “Silence = Death,” which is the slogan of Act-Up, the AIDS Coalition to Unleash Power.

Firms can also use the following elements to bring out uniqueness in their USP [11]:

• Offering the lowest price – A firm can use this to position itself as a low-cost option. This is the Walmart strategy which has been known for its unique selling proposition of offering goods at “Everyday low prices”. But this is a rocky route to success, particularly at a time when firms backed by VC funding are prepared to sell (temporarily) at well below cost just to establish turnover.
• Offering the highest quality – This is the Rolls Royce or the Rolex approach, where a firm promotes quality first and commands premium.
• Offering exclusivity – the firm offers a unique packaging of information or knowledge not available elsewhere.
• Offering the best customer service – promotes excellence in customer service (such as an impeccable response time and customized support). An additional benefit of this USP is that it compels the firm’s employees to try harder to achieve the promise.
• Offering the widest choice – particularly appropriate to niche markets, a firm provides its customers access to hard-to-source products. A luxury perfume shop may, for example, claim to offer a wider selection of perfumes than anyone else.
• Giving the best guarantee – this is particularly important in industries such as travel and catalog selling, where customers pay for something upfront and then have to hope that what they think they have bought is eventually delivered.

Examples of good USPs

Avis ‘s slogan “We’re number two. We try harder” was launched in the early 1960s. It was a way to differentiate Avis from its main competitor, Hertz. The slogan was also a reminder that Avis would provide the best service and value to its customers.

FedEx Corporation – “When it absolutely, positively has to be there overnight.” FedEx no longer uses this slogan, but while it lasted it was perhaps the perfect example of a great USP. In a few words, FedEx gives its customers the guarantee that it will deliver their packages safely and on time.

M&M s – “The milk chocolate melts in your mouth, not in your hand.” was an example of how even a quirky USP can attract customer interest.

DeBeers – “A diamond is forever.” DeBeers slogan has been in use since 1948 and is still used by the company to this day. The USP here is that ( DeBeer’s ) diamonds, being almost unbreakable, last forever and thus are the perfect symbol of eternal love. (Emotional appeal)

1. “Bates Worldwide, Inc.”. Encyclopedia.com, https://www.encyclopedia.com/social-sciences-and-law/economics-business-and-labor/businesses-and-occupations/bates-worldwide-inc . Accessed 15 Mar 2024.

2. “Reality in Advertising”. Rosser Reeves, https://www.amazon.com/Reality-Advertising-Rosser-Reeves/dp/098269413X . Accessed 13 Mar 2024.

3. “ANACIN”. Adage, https://adage.com/article/adage-encyclopedia/anacin/98317 . Accessed 13 Mar 2024.

4. “Positioning: The Battle for Your Mind”. AL Ries, Jack Trout, https://www.amazon.com/dp/0071373586?ref_=cm_sw_r_cp_ud_dp_6M6R84XH3VGM81SCJC66 . Accessed 14 Mar 2024.

5. “Tips for creating customer personas”. Presentationload, https://www.presentationload.com/blog/tips-on-creating-customer-personas/ . Accessed 15 Mar 2024.

6. “Asus ROG Phone 7 Ultimate review: High score”. Androidpolice, https://www.androidpolice.com/asus-rog-phone-7-review/ . Accessed 14 Mar 2024.

7. “Japanese chef’s knives can sell for hundreds of dollars each. Here’s what makes them so expensive.”. Business Insider, https://www.businessinsider.in/retail/news/japanese-chefs-knives-can-sell-for-hundreds-of-dollars-each-heres-what-makes-them-so-expensive-/articleshow/84565861.cms . Accessed 14 Mar 2024.

8. “Beyond the Hype”. J D Power, https://www.jdpower.com/business/press-releases/tesla-beyond-hype . Accessed 14 Mar 2024.

9. “AIDA Model”. Corporate Finance Institute, https://corporatefinanceinstitute.com/resources/management/aida-model-marketing/ . Accessed 20 Mar 2024.

10. “Marketing Management”. Philip Kotler, https://www.amazon.com/Marketing-Management-Philip-Kotler/dp/1292093234 . Accessed 20 Mar 2024.

11. “Guide to Management Ideas and Gurus”. Tim Hindle, https://www.amazon.com/Guide-Management-Ideas-Gurus-Hindle/dp/1846686075 . Accessed 20 Mar 2024.

12. “We are number two but we try harder: the underdog narrative of progressivism”. Othmar’s Trombone, https://othmarstrombone.wordpress.com/2015/02/28/we-are-number-two-but-we-try-harder-the-underdog-narrative-of-progressivism/ . Accessed 20 Mar 2024.

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Here Are The Cruise Ships Carnival Is Selling

• September 19, 2020

Carnival Corporation said earlier this week it is accelerating its plan to dispose of older, less efficient vessels, noting that 18 ships will now leave its fleet. 

“In total, the 18 ships represent approximately 12 percent of pre-pause capacity and only three percent of operating income in 2019,” Carnival said, in an SEC filing.

“The sale of less efficient ships will result in future operating expense efficiencies of approximately two percent per available lower berth day (“ALBD”) and a reduction in fuel consumption of approximately one percent per ALBD,” Carnival said.

For a comprehensive report on ship transactions, see the new S econdhand Market Report by Cruise Industry News. 

Sixteen of the ships have so far been identified:

Cruise Line: Costa Crociere Ship: Costa Atlantica Year Built: 2000 Newbuild Cost: $390,000,000 Capacity: 2,114 Tonnage: 86,000 Leaving Fleet: January 2020 Buyer: China State Shipbuilding Corporation (CSSC) Future: To be operated by Carnival’s new Chinese joint venture.

Cruise Line: Costa Crociere Ship: Costa Mediterranea Year Built: 2003 Newbuild Cost: $350,000,000 Capacity: 2,114 Tonnage: 86,000 Leaving Fleet: “Early 2021” Buyer: China State Shipbuilding Corporation (CSSC) Future: To be operated by Carnival’s new Chinese joint venture.

Cruise Line: Costa Crociere Ship: Costa Victoria Year Built: 1996 Newbuild Cost: $350,000,000 Capacity: 1,928 Tonnage: 75,000 Leaving Fleet: June 2020 Buyer: San Giorgio del Porto Shipyard (Genova Industrie Navali Srl) Future: Unknown

Cruise Line: Costa Crociere Ship: Costa neoRomantica Year Built: 1993 Newbuild Cost: $325,000,000 Capacity: 1,800 Tonnage: 53,049 Leaving Fleet: August 2020 Buyer: Celestyal Cruises (Louis plc) Future: Renamed Celestyal Experience for further service.

Cruise Line: Holland America Line Ship: Amsterdam Year Built: 2000 Newbuild Cost: $300,000,000 Capacity: 1,380 Tonnage: 62,735 Leaving Fleet: September 2020 Buyer: Fred. Olsen Cruise Line Future: Renamed Bolette for further service.

Cruise Line: Holland America Line Ship: Rotterdam Year Built: 1997 Newbuild Cost: $300,000,000 Capacity: 1,320 Tonnage: 59,885 Leaving Fleet: September 2020 Buyer: Fred. Olsen Cruise Line Future: Renamed Borealis for further service.

Cruise Line: Holland America Line Ship: Maasdam Year Built: 1993 Newbuild Cost: $180,000,000 Capacity: 1,258 Tonnage: 55,451 Leaving Fleet: August 2020 Buyer: Mediterranean Majesty Inc Future: Renamed Aegean Myth, with future still unknown.

Cruise Line: Holland America Line Ship: Veendam Year Built: 1996 Newbuild Cost: $225,000,000 Capacity: 1,350 Tonnage: 55,819 Leaving Fleet: August 2020 Buyer: Mediterranean Dream Inc Future: Renamed Aegean Majesty, with future still unknown.

Cruise Line: P&O Cruises Ship: Oceana Year Built: 1999 Newbuild Cost: $330,000,000 Capacity: 2,000 Tonnage: 77,499 Leaving Fleet: July 2020 Buyer: Seajets Future: Renamed Queen of the Oceans; service plans are still to be announced.

Cruise Line: Carnival Cruise Line Ship: Carnival Fantasy Year Built: 1990 Newbuild Cost: $225,000,000 Capacity: 2,044 Tonnage: 70,367 Leaving Fleet: July 2020 Buyer / Future: Beached in Turkey for scrapping

Cruise Line: Carnival Cruise Line Ship: Carnival Inspiration Year Built: 1996 Newbuild Cost: $270,000,000 Capacity: 2,040 Tonnage: 70,367 Leaving Fleet: July 2020 Buyer / Future: Beached in Turkey for scrapping

Cruise Line: Carnival Cruise Line Ship: Carnival Imagination Year Built: 1995 Newbuild Cost: $330,000,000 Capacity: 2,040 Tonnage: 70,367 Leaving Fleet: September 2020 Buyer / Future: Beached in Turkey for scrapping

Cruise Line: Carnival Cruise Line Ship: Carnival Fascination Year Built: 1994 Newbuild Cost: $315,000,000 Capacity: 2,040 Tonnage: 70,367 Leaving Fleet: September 2020 Buyer: Undisclosed Future: Unknown

Cruise Line: P&O Australia Ship: Pacific Dawn Year Built: 1991 Newbuild Cost: $276,800,000 Capacity: 1,590 Tonnage: 70,000 Leaving Fleet: TBD Future: Previously sold to Cruise & Maritime Voyages for a 2021 delivery. CMV has since become insolvent. 

Cruise Line: P&O Australia Ship: Pacific Aria Year Built: 1993 Newbuild Cost: $250,000,000 Capacity: 1,258 Tonnage: 55,819 Leaving Fleet: TBD Future: Previously sold to Cruise & Maritime Voyages for a 2021 delivery. CMV has since become insolvent. 

Cruise Line: Princess Cruises Ship: Sun Princess Year Built: 1995 Newbuild Cost: $300,000,000 Capacity: 1,950 Tonnage: 77,000 Leaving Fleet: TBD Buyer: Peace Boat (Japan Grace) Future: To be renamed Pacific World for further service.

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Carnival Corporation & Plc Report

Swot analysis and the current strategic position of the company, carnival’s industry analysis using porter’s five forces model.

The Carnival Corporation & Plc is among the biggest world cruise and vacation business organizations. The company basically carries out its operations in such countries as Australia, the United States of America, Canada, Spain, the United Kingdom, Brazil, New Zealand, and Germany (Wheelen and Hunger, 2006). It has its headquarters in the United Kingdom (London) and in Florida (Miami). Basing on the statistics that were released in the year 2010, Carnival Corporation and Plc has 93 ships under operation (Marketingtercher.com, 2010).

This company started its operations in the year 1972 and it started as a “subsidiary of the American International Travel service” (Marketingtercher.com, 2010, Para 1). It was set up by Ted Arison. Several acquisitions were carried out beginning form the year 1989 and this went on until the year 2009, bringing up the level the company’s “brand portfolio”.

This includes “Carnival Cruise Lines, Princess Cruises, Holland America Line, ibero Cruises, Costa Cruises, P & O Cruises, Cunard Line, AIDA Cruises, P & O Cruises Australia, Ocean Village and The Yatchs of Seabourn” (Marketingtercher.com, 2010, Para 2).

The strategic positioning of Carnival Corporation & Plc is on the basis of 3 basic divisions which include; luxury, premium and contemporary divisions. Each of these divisions has varying requirements, demographics as well as characteristics. The company has ensured that all these divisions are effectively served which has enabled the company to grow over the years to its current position.

The Company’s Strengths

One of the company’s strengths is its large size, the company being the biggest cruise operator in the world. It has a huge “fleet capacity” and engages in the operation of eleven cruise brand names which are greatly familiar. The company’s “brand names portfolio” is appealing to closely all niche market (Wheelen and Hunger, 2006). The second strength is that, considering the company’s large size, the company has a substantial cost advantage over other companies competing with it in the industry.

The company gains its strength from the large profitability it realizes, making it to carry out its operations without encountering much difficulty as compared to the competitors. For instance, the company realized an average net income of 18.1 percent between the financial years 2005 to 2009. This level of average net income was far much above the industry figure which is 6.3 percent (Marketingtercher.com, 2010).

Another of the company’s strength is that it engages in aggressive and effective advertising. It invests a large amount of money in the TV media as well as print media. Last but not least, Carnival Corporation & Plc has large market share in some of the major countries such as France, the United Kingdom and Italy, having a market share in each of the countries of more than 45 percent with the market share being as high as 68 percent in Italy (Marketingtercher.com, 2010).

The Company’s Weaknesses

A larger portion of the company’s revenue, which is about 52 percent, comes from the clients in the United States. However, this kind of overdependence makes the company to be susceptible to the economic fluctuations that take place in the economy of the United States, which might negatively affect the company. For instance, in the year 2009, the revenue the company was receiving from the U.S customers went down by two digits because of the economic downturn experienced in the region.

Moreover, another weakness was experienced by the company where the company realized a decline in the net profit in the years 2009. A decline in the net profit was 23.2 percent in comparison with the pervious year (2008). Another of the company’s weaknesses is in regard to the currency it uses to give the financial reports. This company uses the U.S dollar in its financial statements.

However, almost 50 percent of the company’s revenue is earned in the currencies that are not dollars. It was reported that “the value of the dollar against the Euro appreciated from 1.60 in January 2010 to 1.53 by April 2010 against the pound” (Marketingtercher.com, 2010, Para 10). This implies that in case the dollar gains strength, the company records in its financial statements a revenue that is below the actual value of the revenue earned in its over all performance.

More so, as of November 2009, “the company had 13 ships which were being constructed and this was a time of economic uncertainty” Marketingtercher.com (2010). The total cost of this kind of construction was estimated to be about 8.2 U.S dollars. During such a time of economic uncertainty, it is very hard to have an immense cash outflow like that being truly justified.

Carrying out such a move may bring about grave negative outcomes such as large debt burden on the company’s balance sheet as a decline in the company’s profit levels. Another weakness is the high fixed costs of the company. The fixed cost takes up 25 percent of the over all operating expenses of the company.

Opportunities

In the course of more than the last ten years, the cruise industry has realized a significant growth and yet it still takes up a quite small share of the world’s vacation market.

As on one hand there has been realization of a decrease in the cruises revenue in the United States, on the other hand, there has been realization of an increase in the revenue from markets in Asia as well as Europe and this offers an opportunity for the company’s expansion in these markets. The company has also identified an opportunity and has put in place plans to raise “the berth capacity for the European market by 37 percent by 2012” (Marketingtercher.com, 2010, Para 12).

The growing disposal income among the Chinese consumers offers another opportunity for the company. The disposable income has been growing at an annual rate of 10 percent. The customers in this region are currently seeking luxurious cruises “as vacation option” (Marketingtercher.com, 2010, Para13).

In addition, the aging population is seeking to have relaxing vacation. This offers an opportunity for growth for the company. Whereas the size of this population enlarges, this company can capitalize on its “economies of scale” and charge these clients good prices. Another opportunity is the possibility of the Carnival Company to form mergers and acquisitions in order to expand its operations.

One of the threats that Carnival faces and the industry at large is terrorism and pirates. This threat affects negatively the way consumers may perceive cruising. This company experienced such a case in the year 2008 when the Somali Pirates hijacked one of the company’s cruise ships though luckily the passengers were not harmed.

Moreover, the possibility of the company receiving bad press is a big threat and may also bring about negative consumer perception of the company. Such a case came about in the year 2009 when three passengers on the company’s ships fell off.

In addition, another threat is in line with the “compliance regulations” and the laws of the United States. Some of these laws may cause this company to experience higher operating costs. Another of the weaknesses is in line with the issue that Carnival Corporation & Plc has been capitalizing on the “special tax loopholes” to evade paying taxes to the United States (corporation taxes).

Consideration was made by the U.S government in the year 2009 to close such loopholes. In case this is done, there will be a negative effect on the company’s financial statements as well as the bottom line in time to come. Last but not least, another threat is that the rate of growth is slowing.

According to Wert (2009), in the cruise industry, there is a moderate level of competition and the companies in the industry compete on the basis of differentiation, pricing and distribution or place. He further points out that “the industry contains intimidating barriers of entry with no real potential threats or substitutes from other industries” (Wert, 2009, pg.1).

According to his research, Wert established that; “Carnival holds the strongest position in the industry with highest product differentiation, increasing global outreach, and promotionally offering the lowest price in the industry” (Wert, 2009, p.1).

Threat of New Entry

For a company to enter in the cruise industry, it appears that the easiest means to do this is through the company engaging in acquisitions, mergers and takeovers. There basically exist 3 market segments in the cruise industry. These include the luxury segment, the premium and the contemporary segments (Wheelen and Hunger, 2006).

Each of these segments requires levels of expertise as well as services that are varied. According to DocShare.com (2009), “the high cost of training and maintaining exceptional employees for their shops, casinos, entertainment, hotel staff, world class chefs, and of course the maritime staff requires parent company with vast financial resource” (DocShare.com, 2009, pg 1). This implies that the threat of having new entrants in the industry is quite low.

Threat of substitution

According to DocShare.com (2009), “the cruise industry holds a unique position in that the threat of a substitution by another vacation activity by the current consumer market seems highly unlikely” (Page 2). There is as well an increase in the popularity of the family cruises.

As a matter of fact, in general terms, a cruise vacation is less costly as compared to a traditional “vacation package”. A larger number of lines are making efforts to ensure expansion of ports and destinations in order to meet the customer demands in the current cruise market which now has great diversity. The travelers have more choices at their disposal.

Supplier Power

An increase and instability in the price of fuel has greatly affected the cruise industry. The companies operating in this industry have directly experienced high fuel costs for operating their ships. In addition, they have been forced to charge their passengers higher prices following the high fuel costs. This poses a big challenge to these companies and therefore, it is quite important o have suppliers that are of higher quality and that can be depended upon in order to make sure the company has repeat cruisers.

Customer bargaining power

The current day cruise vacations have a large number of lines at their disposal among which to choose from. Each and every line engages in some sort of differentiation that it carries out on cruising to attract customers. The target customers for a large number of companies in this industry are those that belong to the middle class. Those who are cruising for the first time are enticed by fairly priced cruise packages. Alongside the fair prices, the customers demand to be offered a vacation experience that is distinctive.

The company’s competitive advantage and its future direction

The competitive advantage that this company has over its competitors is the wide range of the products that it offers to its customers in each of the three market segments; offering from cheap cruises to luxury ones. More so, it offers long as well as short vacation cruises on big fleet ships providing various activities.

This company can currently be considered to be successful following the expansion of its operations and the high profitability it has been achieving. In order for this company to continue growing in the future, it needs to capitalize on its strengths and opportunities available and look for the best ways to overcome the current weaknesses and threats in order for it to achieve a competitive advantage, which will facilitate further growth.

DocShare.com (2009). 1 Carnival Cruise Lines Marketing Analysis. Web.

Marketingtercher.com. (2010). Carnival Cruises SWOT. Web.

Wert. B. A. (2009). Carnival Corporation. Web.

Wheelen, L. T. and Hunger, J. D. (2006). Strategic Management and Business Policy . New Jersey: Pearson Prentice Hall.

• Chicago (A-D)
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IvyPanda. (2024, January 6). Carnival Corporation & Plc. https://ivypanda.com/essays/carnival-corporation-plc/

"Carnival Corporation & Plc." IvyPanda , 6 Jan. 2024, ivypanda.com/essays/carnival-corporation-plc/.

IvyPanda . (2024) 'Carnival Corporation & Plc'. 6 January.

IvyPanda . 2024. "Carnival Corporation & Plc." January 6, 2024. https://ivypanda.com/essays/carnival-corporation-plc/.

1. IvyPanda . "Carnival Corporation & Plc." January 6, 2024. https://ivypanda.com/essays/carnival-corporation-plc/.

Bibliography

IvyPanda . "Carnival Corporation & Plc." January 6, 2024. https://ivypanda.com/essays/carnival-corporation-plc/.

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Costa Cruise SWOT Analysis

Costa Cruise is one of the leading brands in the tourism and hospitality sector. Costa Cruise SWOT analysis evaluates the brand by its strengths & weaknesses which are the internal factors along with opportunities & threats which are the external factors. Let us start the SWOT Analysis of Costa Cruise:

Quick Glance:

• Opportunities

Costa Cruise Strengths

• Being part of such a large company it has significant cost advantage over its competitors
• Known for tons of entertainment onboard the cruise ship, christened “Fun Ships”
• Global presence with 25 ships with more to be inducted
• Over 250+ different destinations worldwide and 60 embarkation ports
• Operations in Mediterranean, Northern Europe, Caribbean, Central America, South America, Indian Ocean, Far East and Africa as well as Grand Cruises and Around the World cruises, that allow guests to visit different continents in a single holiday
• Very high customer satisfaction, majority of the passengers served were satisfied
• Excellent brand presence and marketing due to strong parent brand

Above are the strengths in the SWOT Analysis of Costa Cruise. The strengths of Costa Cruise looks at the key internal factors of its business which gives it competitive advantage in the market and strengthens its position.

Costa Cruise Weaknesses

• Cases of accidents in the past have affected the brand image
• Intense competition and very less service differentiation as compared to all cruise liners

These were the weaknesses in the Costa Cruise SWOT Analysis. The weaknesses of a brand are certain aspects of its business which it can improve.

Costa Cruise Opportunities

• Expansion from Cruise line to Luxury Liners, which will give higher margins as well as elite customers 
• Addition of more ships will help the company to address the rising demand for cruise services across the world
• Merge with other smaller players to increase number of ships and capture higher market share
• Very low market penetration in Asia of cruise liners and growing demand for luxurious vacations especially in China

Above we covered the opportunities in Costa Cruise SWOT Analysis. The opportunities for any brand can include prospects of future growth.

Costa Cruise Threats

• Carnival Corporation the parent company of Costa Cruise has been allegedly taking advantage of tax loophole which has enabled it to avoid paying US corporation taxes till now, new tax regulations could change that
• Increasing awareness about environment and newer environmental regulations could eat into company’s profits
• Accidents can affect the brand image and business

The threats in the SWOT Analysis of Costa Cruise are as mentioned above. The threats for any business can be external factors which can negatively impact its business.

Read Similar SWOT analysis

Hence this concludes the Costa Cruise SWOT analysis.

Continue reading more about the brand/company.

About Costa Cruise

The table below gives the brand overview along with its target market, segmentation, positioning & USP

This article has been researched & authored by the Content & Research Team . It has been reviewed & published by the MBA Skool Team. The content on MBA Skool has been created for educational & academic purpose only.

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Cruise Lines International Association (CLIA) Announces 2024 Hall of Fame Cruise Industry Award Winners

PR Newswire

WASHINGTON, April 23, 2024

WASHINGTON, April 23, 2024 /PRNewswire/ -- Cruise Lines International Association (CLIA) has announced the 2024 CLIA Hall of Fame Cruise Industry Award winners. The awards identify individuals and organizations whose efforts and accomplishments represent a significant contribution to the cruise industry. Award winners were inducted during the CLIA Hall of Fame Cruise Industry Awards & Gala Dinner during the CLIA Cruise360 conference in Fort Lauderdale, Florida on Thursday, April 18 th , 2024.

"The 2024 Hall of Fame Winners are an extraordinary group of industry leaders with incredible passion for travel and limitless dedication to their clients and guests," said Kelly Craighead, President and CEO, CLIA. "They are innovators, visionaries, and a shining example of how hard work and leadership lead to success. We are proud to honor their impressive contributions to the cruise industry."

CLIA Congratulates its Hall of Fame Inductee Class of 2024

LIFETIME ACHIEVEMENT AWARD WINNER

Awarded to two individuals — one from the CLIA North American Travel Trade Membership and one from either a CLIA Global Cruise Line Member or River Marketing Affiliate — who are lifetime champions of cruise travel and have made monumental contributions to the cruise industry.

Christine Duffy President Carnival Cruise Line

Steering the flagship brand of Miami-based global cruise industry leader Carnival Corporation & plc. and the world's most popular cruise line, Carnival Cruise Line, President Christine Duffy leads more than 48,000 team members delivering fun and memorable cruises to more than 5.5 million guests each year. Duffy is at the helm of all operations across Carnival's fleet of 27 ships sailing from 14 U.S. homeports and two homeports in Australia, where she also oversees the operations of three ships that sail for P&O Cruises Australia.

Duffy most recently ushered the company through a rapid growth phase with the acquisition of five new ships in a period of two years. The cruise line's fleet expansion continues with two more of its largest and most innovative Excel- class ships in 2027 and 2028. She's also currently focused on the development of the cruise line's new exclusive destination, Celebration Key, which opens in July 2025 on Grand Bahama.

Under Duffy's leadership, Carnival became the first major U.S. cruise line to have its entire fleet back in operations after the industry-wide pause. Part of that restart coincided with the cruise line's implementation of Liquefied Natural Gas, with Carnival's Mardi Gras becoming the first LNG-powered cruise ship in North America. The same ship also took cruise ship attractions to new heights with the introduction of BOLT: The Ultimate SeaCoaster, a first at sea. Duffy's tenure also includes several major milestones in the company's history, including the year-long celebration of its 50th birthday in 2022 and the moment it welcomed its 100 millionth guest on board in 2023.

Expanding the company's ubiquitous brand recognition, Duffy continues to build partnerships, from inviting Shaquille O'Neal on board as the company's Chief Fun Officer and Emeril Lagasse as the fleet's Chief Culinary Officer, to meeting ambitious fundraising goals for St. Jude Children's Research Hospital and supporting military families through Operation Homefront.

Duffy, the cruise line's first woman president, has served in this role since 2015 while simultaneously advocating for the entire cruise industry – including an appointment to the Secretary of Commerce to the United States Travel and Tourism Advisory Board and having also served as chair of the U.S. Travel Association, the national, non-profit organization representing all components of the travel industry, from 2020 to 2022. She joined Carnival after a successful tenure as president and CEO of the Cruise Lines International Association (CLIA), which represents the $120 billion global cruise industry. As the first woman to lead CLIA, she elevated the industry's profile before consumers, regulators, industry stakeholders and the media.

Prior to CLIA, Christine spent 10 years at Maritz Travel Company, the world's largest corporate meeting, events, and incentive travel company, where she was the company's first woman president and CEO. While leading Maritz, Christine played an important role with industry leaders and U.S. travel during the financial crisis of 2008, raising awareness about the importance of business travel and solidifying support in Washington. Her leadership led to a number of initiatives, including the first-ever public/private partnership to promote international travel to the U.S. creating what is known today as Brand USA. Throughout her career, Duffy has been a strong supporter of women's leadership in the travel industry, leading initiatives that delivered research and programs to help women advance their careers.

LIFETIME ACHIEVEMENT AWARD WINNER

John Lovell, CTC President Travel Leaders Group

John Lovell, CTC, President of Travel Leaders Group, a division of Internova Travel Group, is a travel industry veteran with more than two decades of executive experience, a respected voice on travel trends and a leader in supporting the charitable needs of the travel community. Based in Orlando, Fla., Lovell leads a division that generates gross travel sales approaching $21 billion annually. The division includes Internova's consortia operation, its large host agency and its wholly owned cruise, leisure, and specialty agencies. He oversees Travel Leaders Group's partnerships with travel suppliers, including cruise lines, tour operators, car rental companies and travel insurance entities, working to strengthen their vital relationships with travel advisors. As President of Travel Leaders Group, Lovell is also responsible for the strategic operations, sales, marketing, and overall growth of Travel Leaders Network, one of the largest travel agency organizations in North America. Prior to his current role, which he took on in 2020, Lovell served as President, Leisure Travel, Supplier Relations & Networks for Travel Leaders Group and as President of Vacation.com. At the time, Vacation.com was the largest travel agency consortium in the United States. In 2016, Travel Leaders Network was formed when Travel Leaders Franchise Group and Vacation.com were combined. Before becoming President of Vacation.com in 2011, he held several other positions within the company, including Vice President of Sales, Industry Relations, and Revenue Management. He was originally hired in 2002 as Vice President of Sales and Business Development. Before joining Vacation.com, Lovell held the position of Director of Travel Industry Sales at ANC Rental Corporation. He also worked as Vice President of Sales and Marketing for Renaissance Travel Solutions. His first job in the travel industry was at the Hertz Corporation, serving as Regional Sales Manager for the state of Florida. Additionally, Lovell spent nine years at BAT Industries, working his way up to Director of Global Accounts for the tobacco giant while based in London. Lovell is recognized within the industry for his expertise on the growing popularity of travel advisors, as well as cruise and leisure travel trends and the retail travel business. But he is also a leader in connecting the travel industry with those in need at home and around the world. In 2015, he founded the Family Bonds Foundation, the nonprofit giving arm of Travel Leaders Group that supports the charitable needs of those who work within the travel industry as well as the broader community.

TRAVEL AGENCY OF THE YEAR AWARD WINNER

Awarded to a CLIA Travel Agency Member or Premier Agency Member that has demonstrated innovative and visionary leadership in their approach to promoting cruise travel, growing their cruise travel sales, and supporting their affiliated travel advisors.

Travel Planners International

Travel Planners International (TPI) is recognized for its pivotal role in transforming the travel industry through relentless innovation and a forward-thinking approach. They empower travel professionals with cutting-edge technology, comprehensive training, and robust marketing tools, setting a high standard for excellence and creativity in delivering exceptional travel experiences. TPI's 35-year influence is evident in its pioneering initiatives and services, significantly shaping the travel sector's evolution. Their commitment to innovation is reflected in their adaptive strategies, embracing changes and emerging trends to stay ahead in a competitive market. This forward-thinking mindset, led by President, Ken Gagliano, COO/Executive Vice President, Tony Gagliano, Jr., and Senior Vice President, Erwing Hernandez, ensures TPI advisors are equipped with the latest tools and knowledge to thrive in the dynamic travel landscape. The organization's dedication to innovation extends to its business model and partnership strategies, where they foster a culture of collaboration and entrepreneurial spirit. By encouraging creativity and flexibility, TPI enables its advisors to tailor unique travel experiences, leveraging the latest industry insights and technologies to meet the ever-changing demands of today's travelers. TPI's notable achievements and sustained industry leadership highlight their unwavering commitment to excellence, innovation, and the empowerment of travel professionals. Their enduring legacy is not just in their accomplishments but in their continuous pursuit of pioneering solutions that drive the travel industry forward, ensuring a vibrant future for travel professionals and clients alike.

ELITE CRUISE COUNSELLOR OF THE YEAR AWARD WINNER

Awarded to a CLIA Individual Agent Member who has demonstrated their career commitment to professional development through achievement of Elite Cruise Counsellor or Elite Cruise Counsellor Scholar status – the pinnacle of CLIA certification – with the requisite sales requirements as well as significantly impacted the travel agent landscape through contributions to their agency.

Michael Akana, ECCS

"Travel, new experiences, and diverse culture challenges our assumptions about the world. Believing travel opens up our minds and breaks us out of our routine."

Michael Akana is one of the few travel agents certified by Cruise Line Industry Association (CLIA) as an Elite Cruise Counsellor Scholar (ECCS), the highest level of CLIA certification. Michael also holds a master's degree in Recreation, Hospitality and Tourism, is a Certified Travel Counselor from the Travel Institute, and is an ASTA Verified Travel Advisor. Michael began selling travel in 2006 following a career in management support of humanitarian agencies. He continues humanitarian work in Disaster Response with the American Red Cross, youth development with Kiwanis International and crisis response and addiction treatment with El Centro de Libertad/The Freedom Center. Michael serves on CLIA's Strategic Trade and Relations Board and is co- author of the Travel Advisor's Handbook and the Travel Advisor's Cruise Handbook.

About the Cruise Lines International Association (CLIA) CLIA is the world's largest cruise industry trade association, providing a unified voice for the industry as the leading authority of the global cruise community. On behalf of its members, affiliates and partners, the organization supports policies and practices that foster a secure, healthy, and sustainable cruise ship environment, promoting positive travel experiences for millions of travelers who cruise annually. This year, CLIA forecasts that the annual number of passengers will reach 35.7 million passengers. The CLIA community includes the world's most prestigious ocean, river, and specialty cruise lines; a widespread network of stakeholders, including ports and destinations, ship development, suppliers, and business services; and highly trained and certified travel agent members that represent the largest network of travel professionals specializing in cruise travel. The organization's global headquarters are in Washington, DC, with regional offices located in North and South America, Europe, and Australasia. For more information, please visit cruising.org  or follow us on Facebook ,   Instagram ,   X (formerly Twitter) ,  and YouTube  with our handle @CLIAGlobal—or on LinkedIn .

SOURCE CRUISE LINES INTERNATIONAL ASSOCIATION

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Frequently Asked Questions

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5 Unique Things to Love About Royal Caribbean

Royal Caribbean has a fleet of 25 ships and has always been on the forefront of major improvements and innovations in the cruise industry. Royal Caribbean’s ships are diverse in their onboard offerings and design, but you’ll find the same thought towards guest comfort and imaginative activities across the fleet. This is especially true of the Oasis-Class ships that are also the world’s largest cruise ships.

Here’s our list of the 5 unique things we love about Royal Caribbean.

1. Innovative Cruise Ships

There’s no doubt that Royal Caribbean operates the most high-tech and innovative cruise ships in the cruise industry. With every new generation of ship, they manage to completely “push the envelope” and outdo the previous generations. That doesn’t mean they just let their older ships become obsolete. In fact, many of the recent new technologies and enhancements found on their latest ships, were first introduced on older vessels during dry dock refurbishments. Royal Caribbean has invested heavily in revitalizing existing ships to almost new condition.

Royal Caribbean Fleet (Ship Class)

Here are some the innovations found on Royal Caribbean ships.

Royal Promenade The Royal Promenade is a signature element found on many Royal Caribbean ships, since Voyager of the Seas was introduced in 1999. The Royal Promenade is a central thoroughfare themed like a village street and features eateries, bars, shopping and hosts special events and parties. The Royal Promenade can be found on all Oasis-Class, Freedom-Class and Voyager-Class ships. On the Quantum-Class ships there is a similar concept called Royal Esplanade.

Oasis-Class Neighborhoods When Royal Caribbean launched Oasis of the Seas in 2009, they introduced 7 distinct “Neighborhoods” to identify various sections of the ship and assist guests in navigating the largest cruise ship in the world. The neighborhood concept is found on all Oasis-Class ships.

Boardwalk Inspired by a seaside pier, Boardwalk is a bustling area for the entire family to enjoy together. You’ll find places to eat, an arcade, shops and a beautiful custom-made carousel. Open to the aft area of the ship, Boardwalk also features the AquaTheater , a venue that comes alive with professional acrobatic and high-diving performances at night. Flanking each side of the AquaTheater are two challenging, 43 foot rock climbing walls. On Harmony of the Seas and Symphony of the Seas you’ll marvel at the Ultimate Abyss slide that sends you twisting down to the Boardwalk from 10 stories above.

Central Park Featuring an outdoor park atmosphere, Central Park offers a background of lush greenery, retail shops, eateries, bars and pathways through the gardens of seasonal flowers and trees. There are many spots to sit and enjoy a book or conversations.

Entertainment Place When you seek seek things to do when the sun goes down, head to Entertainment place. This contemporary district offers a C omedy Club , Jazz on 4 , Main Show Theater , Casino Royale and on Blaze Nightclub on Allure of the Seas and Oasis of the Seas.

Pool & Sports Zone This area maximizes your enjoyment in the sun, the air and in the water. There are four pools for sports, swimming or just floating around. On Allure of the Seas and Oasis of the Seas you’ll find the H2O Zone water play area with colorful spraying statues for families to enjoy. On Harmony of the Seas and Symphony of the Seas you’ll find Splashaway Bay , a water park designed for the smaller kids, complete with slides, fountains and water dump bucket and The Perfect Storm , a trio of exciting water slides with many twist and turns. Also in this Neighborhood, you’ll find not one by two FlowRide r surf simulators, and 82 foot Zip Line , adults-only Solarium, Mini-Golf and Sports Court .

Royal Promenade Talking the concept of the Royal Promenade to the next level, on Oasis-Class ships, the soaring space is topped with glass sections that send natural light down and the remarkable Rising Tide Bar , the first moving bar at sea, moves slowly from the Promenade up to Central Park.

Vitality at Sea Spa and Fitness Center The perfect place to get fit and focus on achieving wellness. The Vitality at Sea Spa offers a Thermal Suite, with heated loungers, saunas and steam rooms, couples massage suites and individual treatment rooms and relaxation rooms. The Fitness Center features the latest in gym equipment and several classes are offered in spinning, Pilates and yoga.

Youth Zone A special place for children and teens, Youth Zone offers the popular Adventure Ocean youth program with 3 distinct age groups from 3 to 11 years, the Royal Babies and Tots Nursery for infants 6 months or older, and teen only spaces like Fuel Disco , The Living Room and Challengers Arcade . On Harmony of the Seas and Symphony of the Seas there is also a new Escape Room activity, where friends or family team up to solve clues in order to make their escape.

SeaPlex SeaPlex is a large indoor multi-purpose space that was designed to offer extraordinary cruise experiences. From a circus school , complete with flying trapeze, full-size basketball court , roller-rink where you skate to music from the floating DJ booth, bumper cars and the only food-truck on a cruise ship, SeaPlex takes having fun to a new level. SeaPlex is only available on Quantum-Class ships.

Rising Tide Bar Take a leisurely ride on the Rising Tide Bar as it ascends from the Royal Promenade on Deck 5 to Central Park on Deck 8 all while enjoying a cocktail. Riding Tide Bar is only available on Oasis-Class ships.

Bionic Bar We all know “There’s an app for that”, but how about using a tablet to instruct a robot to make you a drink? The Bionic Bar is a fun way to get the drink you want the way you want it, as almost everything is customizable. The two arm robot bartenders can whip up two drinks per minute and up to 1,000 per day. The Bionic Bar is currently available on all Quantum-Class ships, Harmony of the Seas and Symphony of the Seas (2018).

Photos Courtesy: Royal Caribbean International

2. Unique Activities

On a Royal Caribbean ship there’s never a problem to find something to do. Aside from the typical activities found onboard ships from almost every cruise line, there are a few that are found only on Royal Caribbean.

FlowRider First introduced on Freedom of the Seas, the FlowRider surfing simulator is a favorite activity for many and watching the wipeouts are equally enjoyable. FlowRider is so popular that Royal Caribbean added a second one to all Oasis-Class ships. FlowRider is a free activity on all Freedom-Class, Oasis-Class, Quantum-Class & Voyager-Class ships (Mariner of the Seas will receive FlowRider after 2018 dry dock)

Ice Skating Imagine skating on real ice in the middle of the Caribbean. Open skating will be offered at certain times during a cruise. This is a free activity and they supply the skates and helmets. Ice Skating is a free activity and is available on all Voyager-Class, Freedom-Class & Oasis-Class ships.

North Star Royal Caribbean will take you to new heights on North Star. Enjoy incredible 360-degree views from your jewel-shaped capsule as you ascend 300 feet over the ocean. North Star is a free activity and is available on all Quantum-Class ships.

RipCord by iFly Experience skydiving right from the deck of a cruise ship. RipCord by iFly is a skydiving simulator that allows virtually anyone to try a one-minute skydiving session without having to get on an airplane. RipCord by iFly is a free activity on Anthem of the Seas and Ovation of the Seas and available for an extra charge on Quantum of the Seas.

Ultimate Abyss The Ultimate Abyss is a 10 story dry slide that starts on Deck 16 and sends you spiraling down to the Boardwalk on Deck 7. From the aft section on Deck 16, you enter through the mouth of a fierce-looking angler fish, then up the stairs to the glass platform suspended 100 feet above the AquaTheater. You’ll make the trip down riding a mat and during your plummet, you’ll enjoy (or not) lighting and sound effects. The Ultimate Abyss is a free activity and is available on Harmony of the Seas and Symphony of the Seas (2018).

Zip Line Feel the thrilling rush as you zip line nine decks above the Boardwalk. The 82 foot long zip line is a free activity and is available on all Oasis-Class ships.

3. World-Class Entertainment

Onboard Royal Caribbean ships you’ll be entertained by some of the most dazzling performances in state-of-the-art venues.

AquaTheater Shows The outdoor AquaTheater showcases awesome high-diving performances, acrobatics and synchronized swimming, along with water and lighting effects, during the themed and entertaining shows. AquaTheater shows are offered on all Oasis-Class ships.

Broadway Productions Royal Caribbean is currently offering five different Broadway productions of the following shows:

Cats (Oasis of the Seas) Grease (Harmony of the Seas & Independence of the Seas) HairSpray (Symphony of the Seas -2018) Mamma Mia (Allure of the Seas) Saturday Night Fever (Liberty of the Seas)

Ice Shows Catch some of the best ice skaters in the world perform amazing acts during the professionally produced and choreographed shows. Ice shows are offered on all Freedom-Class, Oasis-Class & Voyager-Class ships.

Two70 Show Lounge Royal Caribbean has created the ultimate in immersive entertainment. Blending 12K resolution graphics, robotics, and top notch live performances, experiencing shows in the Two70 theater is a thrill and definitely not to be missed.  During the day the space offers sweeping ocean views and then transforms in the evening to provide the ambiance for performances, before transforming again for late night dancing, as it becomes a nightclub. Two70 is only available on Quantum-Class ships.

DreamWorks Experience Meet your favorite DreamWorks characters from Shrek , Puss in Boots , Madagascar, Kung Fu Panda and more, exclusively onboard Royal Caribbean. Enjoy special entertainment, parades, meet and greets and character meals. The DreamWorks Experience is only available on Allure of the Seas, Anthem of the Seas, Freedom of the Seas, Harmony of the Seas, Liberty of the Seas, Mariner of the Seas, Oasis of the Seas, Ovation of the Seas, Quantum of the Seas & Voyager of the Seas.

4. Generous Loyalty & Suite Perks

Crown & Anchor Society Loyalty Program

Royal Caribbean offers past guests some of the best perks in the cruise business. The six-tier Crown & Anchor Society loyalty program starts with limited benefits after your first cruise, then you’ll accumulate additional points based on your number of cruising nights, earning one point for every night you cruise. If you book a suite, you will earn two points for every night. Here is a breakdown of the Crown & Anchor membership levels and the number of points/nights required to reach each level.

Gold – 3 points/nights Platinum – 30 points/nights Emerald – 55 points/nights Diamond – 80 points/nights Diamond Plus – 175 points/nights Pinnacle Club – 700 points/nights

Download a full list of Crown & Anchor Society benefits

Suite Perks

Royal Caribbean offers their suite guests and array of perks and amenities that do vary by ship across the fleet. On Allure of the Seas, Anthem of the Seas, Harmony of the Seas, Oasis of the Seas, Ovation of the Seas and Symphony of the Seas an enhanced suite program called Royal Suite Class is offered. Suite perks do start with Junior Suite accommodations and the level of perks increase with higher room categories. Guests staying in the highest level suites on ships included in the Royal Suite Class program, will receive access to the Royal Genie. The Royal Genie is on-hand to fulfill exclusive and personalized one-of-kind VIP experiences.

Download a Royal Suite Class brochure

5. Variety of Accommodations

Finding the right accommodation onboard Royal Caribbean ships is easier with the wide variety of staterooms and suites. Like many other aspects of cruising with Royal Caribbean, they also offer some unique accommodations.

Interior with Virtual Balcony These interior rooms actually have a real view thanks to a floor-to-ceiling HD display that broadcasts a live feed from the exterior of the ship. Virtual Balcony rooms are available on Anthem of the Seas, Explorer of the Seas, Harmony of the Seas, Navigator of the Seas, Ovation of the Seas, Quantum of the Seas & Voyager of the Seas.

Promenade View These interior rooms offer bow windows with views of the Royal Promenade. Promenade View rooms are available on Freedom-Class, Oasis-Class & Voyager-Class ships.

Boardwalk View & Balcony These rooms offer a view of the Boardwalk area. Some of the Boardwalk Balcony rooms located on higher decks and towards the aft can view the shows in the AquaTheater. Boardwalk Balcony rooms receive DINE. DRINK. DISCOVER amenities including free meal for four at Johnny Rockets, a soda package for two and a private rock climbing wall session. Boardwalk rooms are available on Oasis-Class ships.

Central Park View & Balcony These rooms offer a view of Central Park. Central Park Balcony rooms receive DINE. DRINK. DISCOVER amenities including free lunch for two at Giovanni’s Table, Jamie’s Italian or Johnny Rockets, a bottle of wine and expert casino gaming lessons. Central Park rooms are available on Oasis-Class ships.

Family Panoramic Ocean View Staterooms These rooms have been added to a new section of deck 12 on select ships. They feature forward-facing views from above the ship’s bridge through 6 large floor-to-ceiling windows. There are only two per ship and they can sleep up to 6 guests, with one queen bed, separate room with two bunks and a double sofa bed. There is also a full bathroom with shower and half bath with sink and toilet. Family Panoramic Ocean View rooms are available on Adventure of the Seas, Explorer of the Seas, Freedom of the Seas, Liberty of the Seas, Navigator of the Seas and Voyager of the Seas.

AquaTheater Suites These large one and two bedroom suites located aft of the Boardwalk, offer incredible ocean views and a birds-eye vantage to take in the AquaTheater shows. AquaTheater Suites are available on Oasis-Class ships.

Two-Level Loft Suites These suites offer two-levels of luxurious living at sea and huge walls of glass that bring the outdoors in. Loft Suites receive the enhanced Royal Suite Class perks, and the Royal Loft Suite, Owner’s Loft Suite, Grand Loft Suite and Sky Loft Suite also receive access to the Royal Genie. Two Level Loft Suites are available on Oasis-Class & Quantum-Class ships.

Royal Caribbean is leading the way with new innovations, technology, guest comfort and ship design. We can only imagine what exciting new elements are being planned today, for their future new builds. One thing is for certain, whatever comes next is going to be incredible.

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New Azamara boss to fans: Don't worry, the line won't change

Don't worry, Azamara fans: The line's new owners aren't planning any radical changes to the Azamara cruising experience you know and love.

That's the word this week from Azamara's new president, Carol Cabezas, who spoke with TPG in an exclusive interview following the news that Royal Caribbean Group is selling the upscale cruise brand to a private equity firm, Sycamore Partners.

"They really love what we do, and they've said that they want us to continue doing what we do," Cabezas told TPG this week. "They just want to invest to grow it."

For more cruise news, reviews and tips, sign up for TPG's new cruise newsletter.

Cabezas said the three-ship line's "destination immersion" focus with lots of long stays in ports, including overnight stays, will remain — as will the line's focus on onboard service. And the crew Azamara fans have come to love won't go anywhere, either.

Indeed, while the ownership of the brand will be changing within weeks (the buyout deal is expected to close by the end of March), the change shouldn't be noticeable to customers who are booking or sailing on voyages, she said.

"Their reservations, any sorts of promotions, cruise credits, their loyalty program -- all of that remains intact," she added. "And we want to make sure everybody understands that."

Related: How to plan a cruise with points and miles

Where Sycamore will have a big influence in the coming years is in the line's growth, Cabezas suggested. And that's already become evident. On Monday, Sycamore announced it would expand Azamara's passenger capacity by 33% over the coming year with the addition of a fourth vessel.

Sycamore said it was buying the 672-passenger Pacific Princess from Princess Cruises to add to the Azamara brand.

"This is a great opportunity," Cabezas said of the purchase. "Princess felt like this was the right time to sell this beautiful vessel and … [we] wanted to jump on the opportunity of the ship being available. It just made a lot of sense."

Related: Why Azamara is growing its fleet even as other lines cut back

Built in 1999, the 30,277-ton Pacific Princess is a relative outlier in the Princess fleet. But it'll fit perfectly in Azamara's fleet. It's a sister vessel to Azamara's three ships — Azamara Journey, Azamara Quest and Azamara Pursuit.

Cabezas said the purchase of Pacific Princess for Azamara was a sign of Sycamore's confidence in the brand's future and its commitment to growing the brand.

"Sycamore is … really making it obvious that they believe in what we're doing here by, in less than a week, announcing that we're adding a fourth vessel," she said. "I think that speaks volumes [about] what's to come. Right out of the gate, [they're] saying, 'We believe in the product and guess what, here's the start of that growth.'"

Royal Caribbean Group founded Azamara in 2007 as a small, upscale brand that would complement its bigger, more mainstream Royal Caribbean and Celebrity Cruises brands. But it never invested much money in expanding the line.

Azamara initially launched with two vessels, and Royal Caribbean only added one more vessel to the line's fleet over its 13-year history.

Related: The ultimate guide to Royal Caribbean

One of Azamara's biggest competitors in the upscale ocean cruising space, Oceania Cruises , has more than doubled in size with three new ships over the same period.

Another major competitor, Viking , has added six new ocean vessels since 2015 and has another half a dozen on order.

Cabezas suggested that Sycamore saw the potential for Azamara to be a bigger player in the industry.

"They specialize in identifying brands that have a recognition, a loyal following, and a [unique selling proposition], and that's why they selected Azamara," she said. "They're coming in from the outside, looking at the forest and not within the trees, which sometimes we might do. And they're saying there is opportunity in the long term."

With the addition of a fourth vessel, Cabezas said the Azamara brand could expand its lineup of itineraries and the number of destinations it serves.

"There are things that we cannot do today because we don't have enough capacity in the fleet," she said. With an extra ship, Azamara "might be able to do more country-intensive types of voyages, and there are certain areas where, with only three ships, we haven't had the opportunity to go."

All three current Azamara ships and the new one coming from Princess Cruises originally were built for Renaissance Cruises, a cruise line that ceased operations in 2001. They were part of an eight-ship series built between 1998 and 2001 known as the R Class.

The other four R Class ships are now part of the Oceania Cruises fleet and sail under the names Insignia, Regatta, Nautica and Sirena.

Azamara will rename Pacific Princess after it takes control of the vessel, but Cabezas didn't say what the new name would be. The ship originally sailed as the R Three for Renaissance. It was renamed Pacific Princess in 2002 after joining the Princess fleet.

The ship won't start sailing for Azamara until 2022, with initial sailings in Europe , she said.

Like all other major cruise lines in the world, Azamara stopped departures worldwide in March 2020 as the novel coronavirus swept the globe. It hasn't operated a single voyage since. But, it's hoping to restart operations in the coming months. The line has canceled all sailings through the end of April but still has voyages on the books for May and beyond.

Unlike many lines, Azamara hasn't shed any of its ships during the industrywide shutdown. Princess Cruises, by contrast, has shed five of the 17 ships that were in its fleet at the start of 2020. Other major brands that have downsized by removing ships include Carnival Cruise Line and Holland America, which both eliminated four vessels from their fleets. Royal Caribbean has cut two ships from its roster.

Sycamore Partners is a private equity firm based in New York. The firm specializes in consumer, distribution and retail-related investments and partners with management teams to "improve the operating profitability and strategic value of their business," according to a company overview.

Cabezas was elevated to president of Azamara at the same time the buyout of the brand was announced. She previously served as chief operating officer.

On Wednesday, Sycamore announced it had hired former Holland America president Orlando Ashford to serve as executive chairman of the brand.

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