Selling the Sea: An Inside Look at the Cruise Industry - download pdf or read online

By Bob Dickinson

ISBN-10: 0471749184

ISBN-13: 9780471749189

An insider's view of the way the cruising company operates

promoting the ocean bargains an entire photo of the cruise line in addition to step by step insurance of the way to successfully marketplace the cruising adventure. This up-to-date moment variation beneficial properties new assurance of ways know-how has impacted the undefined, new area of interest markets in cruising, and increased fabric on shipbuilding and layout. it is also insightful interviews with trendy captains, social administrators, nutrients and beverage managers, and cruise line executives who've hands-on adventure on the day by day workings of a cruise send.

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Extra info for Selling the Sea: An Inside Look at the Cruise Industry

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This was simply too expensive. Carnival was forced to turn to Europe for its shipbuilding needs. Since then, Carnival has spent billions in European shipbuilding contracts, and the Japanese yards have only built a handful of ships for the North American market. At about the same time Carnival Cruise Lines was being formed, John Bland was charged with the unenviable task of establishing a new North American cruise brand, Sitmar, with two large ex-Cunard vessels that were refurbished and renamed the Fairwind and the Fairsea.

When Carnival took the no-smoking decision, they monitored both activities closely. Everyone in a guest contact situation, both on ship and ashore, was coached to watch for any negative reactions. One three- and four-day vessel and one seven-day vessel were selected for the test. Less than thirty days’ notice was given to travel agents, so they didn’t have time to worry about how their clients would react and thus negatively influence their buying decisions. During the test period, there were fewer than a dozen cancellations on a base of tens of thousands of passengers.

Ch01 3/14/07 9:28 AM Page 30 30 CHAPTER 1 ᭜ Casting Off competing with NCL, Royal Caribbean, and, later, Carnival. Recognizing that the ships were too small to be particularly profitable, Cunard replaced them with new 800-passenger sister vessels, the Cunard Countess and the Cunard Princess. Cunard had a difficult marketing challenge, as these ships carried the same brand name as the only other ship in their fleet at the time, the Queen Elizabeth 2. The hardware was decidedly different and, because of the lower price point, so was the software (food quality, service levels, entertainment, and other amenities).

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Selling the Sea: An Inside Look at the Cruise Industry by Bob Dickinson


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