Carnival Cruise Line
“THE FUN SHIP EXPERIENCE AT CARNIVAL CRUISE LINES”
A Case Analysis Presented to the Faculty of College of Hospitality & Institutional Management of Our Lady of Fatima University
In a Partial Fulfillment of the Requirements for the course
Hospitality Organizational Management (HRMPS 15)
Submitted by:
Zoila S. Pagaacita
BSHRM 4Y1-1
Submitted to:
Mr. Marc Gerald Pajela
Submitted on:
February 17, 2013
PART I. THE ISSUE The main issue of the case is how the Carnival Cruise Line can improve their “Fun Ship” strategy without losing its original meaning. They are having difficulties on how can they innovate some of their facilities aboard the ship and their services to proved to their competitors and the industry that they’re still the Fun Ship, and this title is only belong to their company.
PART II.SUMMARY OF THE CASE
It started when Ted Arison purchased secondhand ships. The Mardi Gras was then first ship of Carnival. Rapid shrinking transatlantic passenger base, opportunities shipping companies repositioned their service from transportation to vacation travel. The lines that led the transition were Princess Cruises (1965), Norwegian Carnival Cruise Line (1966, now the Norwegian Cruise line, NCL), Royal Caribbean Cruise Line (1969, now Royal Caribbean International, RCI), and Carnival Cruise Line (1972), paced the industry. The competition for contemporary customers was fierce, particularly between Carnival and RCL. Carnival Corp. won a battle with RCL to gain ownership of Princess Cruises in 2003; five years earlier Carnival acquired the Cunard Line in a move that sent a shockwaves throughout the industry of its symbolic significance as the venerable, upscale 150-year-old British line was scooped up by the American company powered by the Fun Ship. Carnival emerges as the largest cruise company in the world, for at least one brand positioned in each four main segments. When Carnival and RCI pass each other the RCI cruise directors would launch a
A Case Analysis Presented to the Faculty of College of Hospitality & Institutional Management of Our Lady of Fatima University
In a Partial Fulfillment of the Requirements for the course
Hospitality Organizational Management (HRMPS 15)
Submitted by:
Zoila S. Pagaacita
BSHRM 4Y1-1
Submitted to:
Mr. Marc Gerald Pajela
Submitted on:
February 17, 2013
PART I. THE ISSUE The main issue of the case is how the Carnival Cruise Line can improve their “Fun Ship” strategy without losing its original meaning. They are having difficulties on how can they innovate some of their facilities aboard the ship and their services to proved to their competitors and the industry that they’re still the Fun Ship, and this title is only belong to their company.
PART II.SUMMARY OF THE CASE
It started when Ted Arison purchased secondhand ships. The Mardi Gras was then first ship of Carnival. Rapid shrinking transatlantic passenger base, opportunities shipping companies repositioned their service from transportation to vacation travel. The lines that led the transition were Princess Cruises (1965), Norwegian Carnival Cruise Line (1966, now the Norwegian Cruise line, NCL), Royal Caribbean Cruise Line (1969, now Royal Caribbean International, RCI), and Carnival Cruise Line (1972), paced the industry. The competition for contemporary customers was fierce, particularly between Carnival and RCL. Carnival Corp. won a battle with RCL to gain ownership of Princess Cruises in 2003; five years earlier Carnival acquired the Cunard Line in a move that sent a shockwaves throughout the industry of its symbolic significance as the venerable, upscale 150-year-old British line was scooped up by the American company powered by the Fun Ship. Carnival emerges as the largest cruise company in the world, for at least one brand positioned in each four main segments. When Carnival and RCI pass each other the RCI cruise directors would launch a
Cited: in http://en.wikipedia.org/wiki/Carnival_Cruise_Lines) PART VI. RECOMMENDATION I will recommend that they must continue their image as a Fun ship; in order to this they must create a new product(s) or facilities that can provide fun for their guests. They must also continue to improve their services that they are being offer to their customers and provide exceptional products and services that can be responsible for guest satisfaction, for example they can offer discounts for repeat guests. They can also offer a more personalized service that can be appreciated by their valued guests. Through this innovation they can create a positive word of mouth and it can increase their revenue.