cruise industry ppt

Cruise line industry

Apr 04, 2019

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Cruise line industry. Andrea arrigoni , giorgio bertola , virginia martinelli , silvia scandella. agenda. CRUISE LINE SECTOR. It is a young sector  From 1980 191 million passengers have taken a cruise. (+ 2 days)

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Cruise line industry Andrea arrigoni, giorgiobertola, virginiamartinelli, silviascandella

agenda Risk management and derivatives - A.y.2013/14

CRUISE LINE SECTOR • It is a young sector  From 1980 191 million passengers have taken a cruise. (+ 2 days) • It is the most growth category in the leisure market --> plus 6,7% passengers every year • Cruise product are hugely diversified --> follow the vacation patterns of today’s market • It is organised by several entities --> the most important is C.L.I.A. • It is influenced by macro economic and human conditions Risk management and derivatives - A.y.2013/14

Risk factors • Enviromentalrisk • Regulationrisk • Fuelpricerisk • Changes in costumersneed • PoliticalRisk • Human Risk • The “Black SwanRisk” (LFHI) Risk management and derivatives - A.y.2013/14

Major cruise companies (1/3) Source: Cruise Line International Association 2012 Risk management and derivatives - A.y.2013/14

Major cruise companies (2/3) Source: Cruise Line International Association 2012 Risk management and derivatives - A.y.2013/14

Major cruise companies (3/3) Source: Cruise Line International Association 2012 These companies control the market Source: Cruise Line International Association 2012 Risk management and derivatives - A.y.2013/14

Market share of principal companies Source: Marine Industries Global Market Analysis (2012) Risk management and derivatives - A.y.2013/14

Overall passenger growth Source: Cruise Line International Association 2011 Risk management and derivatives - A.y.2013/14

Age profile of cruise ship passengeR Studyofan East Cost US port. The Total global averageisaround 50. Risk management and derivatives - A.y.2013/14

INCOME PROFILE Studyofan East Cost US port. The Total global averageisaround 50. Risk management and derivatives - A.y.2013/14

MARKET DIFFERENTIATION Cruise lines are differentiated according to the market niche that they fill. • Fourmainsectors: • Luxury • Premium • Contemporary • Badget • For two main geographical areas: • North American cruise industry • European cruise industry Risk management and derivatives - A.y.2013/14

REGIONAL SEGMENTATION Source: Rob H. Kamery, Nova SoutheasternUniversity (2011) Risk management and derivatives - A.y.2013/14

NORTH AMERICA MARKET • Few competitors • Carnival • Disney • Star Cruises • Large market butonly the 2% of the vacationindustry • Large entry barriers • Importance of the Web • Costa Cruise acceptsreservationonly by internet Risk management and derivatives - A.y.2013/14

Economiccontribution for North America Source: Rob H. Kamery, Nova SoutheasternUniversity (2011) Risk management and derivatives - A.y.2013/14

Cruise line economic impact • $ 11 billion – Direct spending of the cruise line • 267,762 – Total jobs create by theseexpenditures • $ 9.7 billion – Total wagespaid to U.S. employees Source: Rob H. Kamery, Nova SoutheasternUniversity (2011) Risk management and derivatives - A.y.2013/14

Economic contribution for North America Source: Cruise Line International Association 2012 Risk management and derivatives - A.y.2013/14

EUROPEAN Market • “The cruise industry in Europe is a dynamic source of economic activity providing economic benefits to virtually all industriesand countries throughout Europe” • “Europe, with its 250 ports, is the second most appealing market worldwide, despite the currently uncertain geopolitical conditions.” • - Brindisi Authority Port- Risk management and derivatives - A.y.2013/14

Market overview • The number of Europeans and non-Europeans who choose a cruise holiday has more than doubled to 5,5 million (*7.6%). • The Mediterranean is the first sailing region in Europe • Low market penetration: 1.3% in Europe Vs 3.2% in North America • High potential for developments • Europe is the number one cruise destination Risk management and derivatives - A.y.2013/14

Cruise Line Total Expenditures Source: Port-Net study 2010 Risk management and derivatives - A.y.2013/14

Economic Contribution to Europe Source: Port-Net study 2010 Risk management and derivatives - A.y.2013/14

Offer differentiations – “Natural Hedging” Source: CLIA Cruise Line Market ProfileStudy (2012) Risk management and derivatives - A.y.2013/14

Market diversification Source: CLIA Cruise Line Market ProfileStudy (2012) Risk management and derivatives - A.y.2013/14

Most appealing destination to cruise Source: CLIA Cruise Line Market ProfileStudy (2012) Risk management and derivatives - A.y.2013/14

The numbers of cruises sector Source: CLIA Cruise Line Market ProfileStudy (2012) Risk management and derivatives - A.y.2013/14

Market projection (1/3) • “The cruise industry has enjoyed dynamic growth over a period of 30 years, driven initially by demand from North America and more recently by growing demand from Europe and the rest of the world”. • -European Cruise Council- Risk management and derivatives - A.y.2013/14

Market projection (2/3) • The increasederives from: • Population (+3%) • Total past cruisers (+4% overall; +10% in core market) • Future interest in cruising (+3%, Best Case; +1% Most Likely Case) Huge base to exploit: • Of the current total US population (304,130,000), not quite half (44% or 132,947,000) are prime cruise candidates (age 25+; income $40,000+) • Of the target population, 73,121,000 (55%) people have ever taken a cruise, and somewhat fewer than half of those (32,838,000) have done so in the past three years. Risk management and derivatives - A.y.2013/14

Market projection (3/3) Source: CLIA Cruise Line Market ProfileStudy (2012) Risk management and derivatives - A.y.2013/14

Market Projection [€ Vs $] Risk management and derivatives - A.y.2013/14

Possible scenarios Risk management and derivatives - A.y.2013/14

Source: CLIA Cruise Line Market ProfileStudy (2012) Risk management and derivatives - A.y.2013/14

Carnival Corporation & Plc. Risk management and derivatives - A.y.2013/14

history • 1972: Carnival Cruise Lines is founded by entrepreneur Ted Arison. The company’s first cruise ship, the TSS Mardi Gras, is a single secondhand ship with just enough fuel to make a one-way trip from Miami to San Juan. • 1974: purchase of full ownership of the ailing Carnival for $1 in cash and the assumption of $5 million in debt. • 1987: Carnival completes an initial public offering of 20% of its common stock, generating approximately $400 million.  expansion of the company. • 1993: Change of the name into Carnival Corporation • 2003: P&O Princess Cruises plcmerges with Carnival Corporation and is re-registered as Carnival plc, • 2003: on April 22, thefirst day of trading of Carnival Corporation and Carnival Plcshares (symbol: CCL) on the New York and London stock exchanges. Risk management and derivatives - A.y.2013/14

S&P 500 + FTSE100 Company organization Risk management and derivatives - A.y.2013/14

In 2011 the combined brands of Carnival Corporation controlled a 49.2% share of the total worldwide cruise market. • Brands:Carnival Cruise Lines, Princess Cruises (“Princess”) ,Holland America Line, Seabourn, Costa Cruises (“Costa”), AIDA Cruises, P&O Cruises (UK), Cunard, P&O Cruises (Australia),Ibero Cruises (“Ibero”) • A fleet of 102 ships, with another seven ships scheduled for delivery between now and March 2016 • 10 million guests annually • 77,000 shipboardemployees The Company Risk management and derivatives - A.y.2013/14

Source: Google finance Share price Risk management and derivatives - A.y.2013/14

Land-based vacation alternatives throughout the world. • Our principal cruise competitors are: • RCCL, which owns Royal Caribbean International, Celebrity Cruises, AzamaraClub Cruises, CDF Croisieres de France and Pullmantur. RCCL and TUI AG jointly own TUI Cruises, a German cruise competitor. • Other principal cruise competitors include Norwegian Cruise Line and MSC. competitors Risk management and derivatives - A.y.2013/14

Dominant market share • Operational excellence and experience • Tailored products and services to specific geographic markets and lifestyles, which allows to penetrate each market more effectively. Competitive strength Risk management and derivatives - A.y.2013/14

cruise brands Risk management and derivatives - A.y.2013/14

Consolidated balance sheet (IN MILLIONS, EXCEPT PAR VALUES) Risk management and derivatives - A.y.2013/14

Consolidated statement of cashflowS (IN MILLIONS) Risk management and derivatives - A.y.2013/14

Consolidated statement of income (IN MILLIONS, EXCEPT PAR VALUES) Risk management and derivatives - A.y.2013/14

Consolidated statement of comprehensive income (IN MILLIONS) Risk management and derivatives - A.y.2013/14

Results of operations (1/2) Risk management and derivatives - A.y.2013/14

Results of operations (2/2) Risk management and derivatives - A.y.2013/14

General economic and business conditions • Increases in fuel prices • The international political climate, terrorist and pirate attacks • Negative publicity. • Litigation, enforcement actions, fines or penalties. • Economic, market and political factors that are beyond our control. • Changes in and compliance with environmental laws and regulations. • Changes in laws and regulations relating to the protection of people with disabilities, employment, health, safety, security. Risk factors Risk management and derivatives - A.y.2013/14

Changes in and compliance with income tax laws and regulations and income tax treaties. • Competitorsthroughout the vacation industry • The impact of disruptions in the global financial markets • Decisions to self-insure against various risks or the inability to obtain insurance for certain risks at reasonable rates. • Fluctuations in foreign currency exchange rates. • Ability to fund future obligations and to obtain financing. • Risk related to the DLC arrangement of the company • Uncertainties of a foreign legal system in protecting their interests. Risk factors Risk management and derivatives - A.y.2013/14

Foreign Currency Exchange Rate Risks: • Operational and Investment Currency Risks (Euro, Sterling and Australian, Canadian and U.S. dollars) • New-build Currency Risks (shipbuilding contracts are typically denominated in euro) • Interest Rate Risks • Fuel Price Risks • CREDIT RISK associated with financial and other institutions with which significant business are conducted. Market Risks Risk management and derivatives - A.y.2013/14

Use of derivative and non-derivative financial instruments • Implementation of a fuel derivatives program to mitigate a portion of the risk to future cash flows attributable to potential fuel price increases (economic risk). • The policy is NOT to use any financial instruments for trading or other speculative purposes. • All derivatives are recorded at fair value • The cash flows from derivatives treated as hedges are classified in our Consolidated Statement of Cash Flows in the same category as the item being hedged DERIVATIVES Risk management and derivatives - A.y.2013/14

The estimated fair values of derivative financial instruments and their location on the Consolidated Balance Sheets were as follows (in million): DERIVATIVES Risk management and derivatives - A.y.2013/14

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The Cruise Industry - PowerPoint PPT Presentation

The Cruise Industry

There are actually no requirements concerning the level of cruise-ship medicine. ... staff members also include f & b manager, executive chef & cruise director. ... – powerpoint ppt presentation.

• Royal Caribbean
• Celebrity Cruise Lines
• Norwegian Cruise Line
• Holland America
• Too Expensive
• Dont Go On Vacations
• Not Enough to Do
• Afraid of Getting Seasick
• Dont Know Enough About Cruises
• Cruises Are for Young People
• Cruises Are for Old People
• The ultimate authority on the boat.
• Has the legal authority to enforce laws.
• Ensures the care safety of everyone.
• A ship is a paramilitary organization.
• What does this mean regarding service?
• How about empowerment?
• How does one become an officer?
• Captain is judge jury on the ship follows the masters rules and regulations.
• The captain his/her social ability.
• The Captains deputy second in command.
• Job responsibilities are the same as the Captain.
• Safety is of their main concern.
• Medical facilities are much like infirmaries.
• 1 in 20,000 guests require evacuation.
• There are actually no requirements concerning the level of cruise-ship medicine.
• Senior Officer
• Has the largest staff.
• Key staff member is the Chief Purser.
• Staff members also include F B Manager, Executive Chef Cruise Director.
• The Pursers Office similar to the rooms division.
• Food Beverage passengers are more likely to comment on food service.
• The Stewards Department cleaning general maintenance on the cabins.
• Cruise Director Staff cruise staff can be quite large.
• Problems from a clogged toilet to a malfunctioning generator.
• Each ship has about 30 maintenance people.
• Waste treatment disposal.

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Cruises are heading to different ports because of the Baltimore bridge collapse, and Carnival says it's only taking a little loss

The Baltimore bridge collapse will have a small impact on Carnival's bottom line.

Carnival secured a temporary home port in Norfolk, Virginia, to minimize operational changes.

Royal Caribbean and American Cruise Line's operations may also be affected.

Tuesday's Baltimore bridge collapse may marginally affect the world's largest cruise company.

All vessel traffic has been halted at Baltimore's port, stopping both containerships and cruise ships.

Josh Weinstein, the CEO of Carnival, addressed the incident at the start of Wednesday's earnings call, thanking emergency services and the Coast Guard. Noting the "fluid" situation, he said the port closure's impact was not factored into full-year guidance or the earnings presentation, which covered the three months ending February 29.

"We expect the situation to have less than a $10 million impact on a full-year guidance," Weinstein said .

The company said it secured a temporary home port in Norfolk, Virginia, for as long as needed, which should minimize operational changes. One of its cruises, the Carnival Legend, departed on Sunday for a seven-day round trip from the Baltimore port and will return instead to Norfolk. Its passengers will be bussed back to Baltimore , Weinstein said.

Without factoring in the collapse, Carnival's adjusted earnings before interest, tax, depreciation, and amortization for 2024 are expected to be $5.63 billion, according to its earnings release .

Carnival stock fell about 3% at 10:20 a.m. in New York after the earnings call before paring losses. Competitors Royal Caribbean and Norwegian Cruise Line were up around 3% and 6% respectively at closing.

Other cruise companies that sail out of Baltimore are similarly adjusting their plans.

The second-largest cruise operator, Royal Caribbean, has about 30 cruises out of Baltimore scheduled for the rest of this year. One left Baltimore on Saturday, with plans to return on April 4. The company is working on "alternatives" for that ship and others slated to sail out of the port, per the Washington Post .

American Cruise Line also frequents the Baltimore port on East Coast itineraries — its American Glory cruise is set to sail next week. The company has over 30 cruises scheduled from the Baltimore port for the rest of 2024.

The Baltimore port is the 17th-largest in the US, and the bridge collapse has left six construction workers presumed dead . While the cruise industry has adapted swiftly and does not expect the collapse to affect its bottom line significantly, the port closure is expected to hit the auto industry especially hard.

Read the original article on Business Insider

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Unlocking the Secrets Behind Disney's Enchantment

Through case competitions and internships, iems students learn what it takes to make disney parks run.

There is so much that goes into making the Disney theme parks an enjoyable experience for their guests. Basically the size of small cities welcoming guests from around the globe, the facilities require thousands of employees to handle countless tasks ranging from grounds maintenance to ride upkeep and security.

Managing that apparatus is especially crucial. In 2023, Northwestern Engineering students had the opportunity to learn what it takes firsthand.

Case competition win

Last fall, Catherine London (’25) and Max Rothfeder (’25) won a Disney virtual case study competition, which challenged teams to devise solutions to common questions faced by Disney’s Planning and Industrial Engineering team. As part of the winning prize, Rothfeder and London had a private Zoom call with full-time Disney industrial engineers to explore their ideas. 

Both students in the McCormick School of Engineering’s Department of Industrial Engineering and Management Sciences relished the chance to share their ideas and mingle with professionals in the field.

“Getting to apply industrial engineering principles in the real world is very valuable. Receiving feedback from people who do this work was incredibly beneficial,” said Rothfeder, whose dream job is to work with Disney and has an internship lined up for this fall. “Catherine and I were fortunate to win with so many other teams competing, and that’s a reflection of the principles, techniques, and problem-solving skills we’re learning at Northwestern.”

For London, the competition represented a temporary change of direction. Unlike Rothfeder, London’s interests lie in supply chains and manufacturing logistics, which led her to a branch operations internship last summer with Victaulic, a developer and manufacturer of mechanical pipe joining systems. Though her background was not in theme parks, Rothfeder recruited London to his team for the case study.

Clearly, it was a good decision. It also benefited London, who used her expertise to work with Rothfeder and saw how her knowledge is universally applicable.

“I’ve had distribution internships and applied similar concepts of thinking about the best and most efficient ways to run operations,” London said. “The case study was more about the efficiency of running a theme park, and how to do that the best way. When you have an industrial engineering mindset, you’re always thinking about the best way to complete objectives.”

Engineering internships at the parks

Rothfeder and London were alerted to the contest by IEMS classmate Ashley Burwell (’25), who interned last year at Walt Disney World in Orlando, Florida. Burwell’s tasks included engineering services at the Epcot Center and Hollywood Studios. She also consulted on the sustainability of the attractions and ensured that the guests had as smooth an experience as possible.

Burwell said it was a “phenomenal” experience for her, allowing her to build confidence in her skills as an industrial engineer.

“A lot of my time was spent on behind-the-scenes work. I consulted with the cast members who are working on the rides, while also getting to see the attractions. ,” Burwell said. “Working on the project on-site and interacting with the client was an invaluable experience. It really helps to build those client relationships and have the confidence to fully understand the project you’re working on.”

Burwell wasn’t the only IEMS student who worked with Disney last year.

Natalie Norquist (’24) worked from June to December as a planning and industrial intern in Orlando, supporting the Disney Cruise Line and the Walt Disney World Resort. The role not only affirmed her career path, but informed Norquist on where she can bolster her skills to further position herself for success after graduation.

“The benefit of working with Disney in an industrial engineering capacity was the opportunity to work as a consultant with a heavily analytical background,” Norquist said. “I took skills such as client relationships, the ability to build and deliver a compelling presentation, and the ability to unpack a problem to provide beneficial recommendations.” 

Maintaining connection from campus

Burwell, Norquist, and Rothfeder have another outlet while they’re in Evanston to interact with theme parks. The trio are members of Northwestern’s Theme Park Engineering and Design Group, which introduces students to the industry and sets members up with competitions, and keeps them current with developments in the field.

“Being away from a place such as Orlando that has so many theme parks, it's nice to have that connection to make sure that I'm staying updated in my interest,” Norquist said. “I'm still talking with individuals who like to think about parks as much as I do, and potentially even more, and maintaining that love for the industry.”

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