Includes names and titles for a wide range of roles from purchasing to ship deployment, procurement, logistics and much more. Includes a number of new operators starting service in and all vessel management companies that oversee marine and hotel operations. Wide-ranging executive contacts involved in decision making, ship deployment, food and beverage purchasing, IT, finance, drydocks and refurbs and much more.
Click here to view the Table of Contents and for a sample page. Updating cart A who's who of every single global cruise line. Attempting to further penetrate the market, cruise lines, or specific brands of the bigger corporations, are present in one or more, of the major segments, aiming to expand the social and age groups they target, but also to generate repeaters past cruisers that decided to return. Contemporary cruises are popular amenity-packed cruises for people looking for lots of activities and a great value.
These mainstream cruises rival land based vacation by offering a comprehensive and amenity filled vacation, inclusive of accommoda- tions, meals, and entertainment, in a casual environment, with newer or extensively renovated ships offer modern design and comforts, and many more activities. Premium cruises are more upscale cruises also offering many amenities, with increased focus on refined service and more space. Priced inclusive of accommodations, meals, and entertainment, premium cruisings value still exceeds or rivals the best packages offered by upscale hotels and resorts.
Luxury cruises are defined by the highest levels of quality and personalized service offered on luxury cruise ships and ashore to exotic ports. Expensive when compared to the rest of the industry, luxury lines deliver value by offering more inclusive pricing than other cruise lines and opportunities to travel to exotic destinations. A fourth market segment is specialty cruises. These focus on a destination niche or a special style of cruising including expedition- style cruises, sailing ships, and a growing number of river cruises.
Source Markets The North American market has always been, and continues to be, the largest and most stable market since the beginning of modern cruise. The actual number of Americans that cruise per annum, mostly with American brands, is estimated to be 14 million passengers.
There are also Americans who cruise on European brands in the Caribbean and Europe. Beyond North America demand for cruising is mostly expressed in Europe. According to data, about 7 million European decided to cruise, with almost one out of four living in United Kingdom and Ireland.
Cruise Ports and Destinations In all regions, ports and destinations have developed an interest in advancing their cruise activities. This is not least to the association of cruising with considerable financial contribution to the port cities or nearby touristic destinations. With the significance of the societal integration of ports with the port-cities rising, cruise is part of respective agendas of port authorities and other port managing organizations.
In several parts of the world they have moved from multipurpose terminals or temporary docking facilities toward specialized terminals, in order to act as ports-of-call, and whenever possible as home-ports hosting the, financially profitable, departure, and conclusion of a cruise Niavis and Vaggelas, A growing interest by third parties, including cruise lines, to invest in port facilities has followed Pallis et al.
Among the core issues to be addressed by cruise ports are the availability of adequate infrastructure and the organization of the cruise terminal operations in an efficient way. Cruise ports need deeper and lengthier docks in order to facilitate the new generation of cruise ships efficiently.
The necessity of new infrastructures poses significant challenges especially to those ports that are facing land scarcity or the need for regular dredging of their basin. In the latter case there is a need to minimize potential impact on the sea flora and fauna through land reclamation and find the best way for processing and use of the dredging operation products.
Beyond matters worth consideration in all ports, such as number of berths, water and sewage facilities, customs, agents, pilots, security and immigration processes, gangways usage etc. The development of transport and tourism capacities is also critical.
These concerns need to be addressed following a better understanding of the exact implications that the enduring increase of the size and capacity of cruise vessels and the resulting scale of operations produce.
The optimal planning of cruise ports and their terminals enables the most sustainable operations possible. Inevitably this has brought in the agenda of cruise lines and port managers the issue of long-term arrangements. The parameters that would enable a location, or a port, to secure a long-term commitment of cruise lines that would provide the motive to proceed to product and process adjustments need to be defined. Destinations and ports seek ways to reach ways of collaboration with cruise lines toward this end and broader expertise on what needs to be done toward this direction is essential.
Berth allocation is a long-term planning issue for ports with key social implications. The practice refers to the advance planning of which cruise vessels will visit the given port a specific day for a specific timespan. Given the limitations imposed by the geographical distances between ports included in an itinerary and the lengths of cruises, the phenomenon of many operators berthing for the same hours is not rare.
The problem of berth allocation is even more important in the case of smaller, secondary, cruise ports. In small picturesque destinations cruise calls might mean the relatively unpleasant situations of a crowded location at certain days or hours, even distortion of other tourist activities.
In bigger ports this might take the form of congestion at the time of arrival of bigger ships on which thousands of people are cruising. The arrival of two average size cruise vessels at a given port means more than passengers disembarking at the same time.
Hosted passengers might increase without an increase of the number of cruise calls. Yet, congestion in small and medium destinations is in some cases produced simply because of small additional number of calls. Without effective planning, during some days these destinations are subject to the pressure and the negative effect of too many passengers that can hardly be accommodated in a way allowing for a positive experience.
The fact that in several cases the presence of cruises is marked by seasonality deteriorates the problem that smaller tourist attractive destinations face.
Local communities also endorsed at large, if not universally, the idea of hosting more cruise activities. Admittedly, passenger and crew spending contribute significantly to the cruise hosting economies.
According to the Cruise Lines International Association, in , a total of In Europe, a number of economies i. The Sustainability Challenge The aspirations to host more cruise activities are increasingly combined with the strategic importance of sustainable growth; a combination that, ironically, is to a great extent founded on the achievement of the desirable growth. Author's personal copy Transport Modes j Cruise Industry The gigantism of cruise ships and the multiplication of cruise itineraries, implies a growing number of passengers arriving at a destination with one call alone, posing significant challenges on cruise ports and destinations hosting them.
Beyond the need for further infrastructure, this implies mass arrivals of tourists at local destina- tions, concerns for overcrowding, congestion, but also needs for massive operations, considerable footprint, and needs for receiving quantities of waste for the Mediterranean case: Pallis et al. As a result—justifiably or not—local communities have started questioning the unqualified growth of cruising, which had for long been taken as a beneficial development. While the benefits, in term of spending at destinations, are profound this growth might be associated with congestion and a number of related externalities to be addressed.
A condition to enable local communities to extract the most benefits from the rapid cruise market growth is the definition and endorsement of the best practices and policy options at the disposal of cities, ports, and related stakeholders in order to mitigate the externalities produced by cruise shipping, such as traffic or environmental ones.
The existing challenges to be addressed are of operational, social, and environmental nature. Overall, for the cruise world sustainability implies a holistic management addressing issues related to three main pillars: 1 the economy, 2 the society, and 3 the environment.
Since many different stakeholders are involved in this process, a critical factor in supporting sustainable shipping is the understanding of all parties concerns, needs and expectations.
Securing most of the potential local gains via an expansion of the cruise activities requests a consensus of how this might be done and how it might be integrated with the local economic development strategies.
Destinations and cruise ports have no unlimited spaces for the development of all different activities that they might wish to advance. There is frequently a restriction of space, either at the city or its waterfront, or at the port. The antagonism of different actors and industries to maintain or increase the shares of the space they use is not rare.
On the one hand, the growth of the industry is based not only on the modernization of existing infrastructures, but also on the presence of new facilities and the spatial expansion of the terminals and the cruise related activities. On the other hand, waterfront development is appreciated in many cases as the way to preserve alternative uses and respect traditions of the cities. The definition of the principles to be adopted and the parameters to be examined would secure a balanced approach.
The same stands true for port development. The limited port zone marks imply choices as regards a wide spectrum of activities that might develop. As multipurpose terminals are not anymore a viable option of cruise activities development, the growth of cruise sustaining results in a potential interference with other maritime transport markets.
Cargo ports also seek to spatially and func- tionally expand so as to improve the level of their own integration in supply chains. Stakeholders involved in these markets would like to see biggest parts of the port devoted to their activities, rather than the expansion of cruise ports. A balanced port planning needs to take into account contradicting potentials of different segments development.
How this might be done is a question deserving attention. Cruise terminal site location is the question that follows. Which site, in which way, should be planned cannot be decided apart from broader destination or regional planning. When several potential port sites can be considered, broader goals such as spreading tourism to new areas, help strengthening infrastructure, create tourism routes, provide investment for key facilities are all part of the equation. Plans for other sector development and for other forms of tourism create cumulative effects.
The forms of involvement of stakeholders in location choice and, when essential, spatial and traffic planning, is increasingly important.
The planning of the port and the hosting of cruise activities does not, however, end at the gate of the terminal. The transfer of passengers from the terminal to city and transportations related to shore excursions are conversely important. Efficient location choices are conditioned by the efficiency of private, or public, transport strategies i. Location choices are also linked with the capacity of several tourism related industries to connect and the urban tourism strategies that tourism organizations and other relevant decision makers have underway.
Thus resolving most of the above problems demands more that an agreement on some technical issues i. It also demands the development of two types of coordination. The first one is the coordination between cruise ports and cruise lines in order to synchronize the system at the port and the operations taking place at the port terminal.
The second one is the coordination of tourist destinations, including local public authorities, museums, retailers and, foremost transport service providers coaches, buses, taxis and travel related industries, so as to create smooth embarkation and disembarkation processes and passengers flow in the destination.
Even port arrangements such as the berthing planning cannot be efficiently implemented if there are no means to involve other actors at the visited destination so as to orchestrate the entire cruise supply chain.
Reversing Social Perceptions The expansion of cruise activities has not left unaffected the image of cruising. The elite activity of some passengers per year has been replaced by the mass transportation of thousands of cruise passengers at once. Besides, cruise is not dissimilar with the impacts generated by any other tourism development on the milieu and services of visited communities and sites.
It might displace current activities by other tourists or by local residents, causing changes in costs, access, and variety. These changes can be positive or negative, that is overloading dock facilities or causing improved ones to be built; creating new services, or pricing the locals out of existing ones. The same change may be viewed as positive by those who benefit and negative by those who may not benefit.
All these lead to societal approaches that conceive cruise growth being associated with the deterioration of the quality of life. Aesthetics have turn to a major issue, as did overcrowding of marquee destinations.
A marquee destination that has experienced the negative effect of such approaches is Venice. Even with the real environmental assessment pending, the image of giant vessels next to traditional buildings led to an overheated reaction by local communities; aesthetics has come to play, and cruise liners had to limit number of big ships to Venice. Other marquee destinations including Barcelona, Dubrovnik, Santorini, French Riviera have experienced similar issues.
Whether these challenges are unsubstantiated or not, these are conceptions and perceptions that have to be addressed in order to achieve sustainable growth. Of course, answering how many cruise passengers can be hosted or how many can be wanted are questions associated with several parameters i. Limitation of Environmental Externalities In recent times the emerging question is how cruise shipping, ports and the related economic chain can operate efficiently, within a socially responsible and acceptable framework Pallis and Vaggelas, The various environmental externalities refer to the handling of waste produced, water quality, air emissions, noise, and soil, whereas other issues i.
Addressing two key externalities produced by the provision of cruise shipping and the hosting of vessels and cruise passengers at cruise ports stand today as priorities. The same externalities are illustrative of the need for discussion and conclusions on measures to take place at international level. These externalities are waste management, and the various forms of emissions, including air and noise emissions.
Overall environmental issues with reference to cruise shipping and those with reference to cruise ports are strongly intercon- nected. Thus the tools, measures, and policies to combat the externalities caused by these two industries require a holistic study and approach developed internationally.
Reports, studies, and essential inventories of measures for internalizing external costs are another field, beyond regulations that the international level discussions might advance facilitating growth of cruise activities. Conclusions An uninterrupted growth of cruise activities has been recorded for every single year, for more than three decades, supported by an unstoppable globalization trend. What started as a local industry, in the Caribbean and North America, has eventually turned to a global one.
Today globalization refers to both supply offer of cruises and demand internationalization of passenger source markets sides of cruising. Regional variants exist and the fundamentals of growth are not similar around the globe, these revealed when comparing the details of the trends in the traditional North American market, with the maturing European market s , or the booming Asian one.
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