Customer Satisfaction, Quality in Cruise Industry

Record numbers of passengers are sailing on board cruise ships, with the industry claiming high levels of customer satisfaction. Conversely, little is known about the specific factors which make up customer satisfaction with the cruise experience. The authors examine customer satisfaction data from nearly 15,000 guests of a large U.S. cruise line to determine which aspects of the cruise experience have the greatest impact on overall satisfaction and perceptions of quality.

Food Service Operations in the Cruise Industry

Food service on a cruise ship presents some unique challenges. A review of food service in the cruise industry is presented along with some ideas on the future. The case is made for a change in traditional operations with a move toward greater use of computer-driven management techniques.

Five Years in the Rise of the Modern Cruise Industry

The years from 1969-74 were critical in the evolution of the passenger shipping industry from crossing to cruising. Faced with a decline in demand for point-to-point passenger transportation and an increase in the demand for cruises, steamship lines were also faced with a number of internal and external challenges. The writer discusses some companies that met these challenges, some that did not, and some new, cruise-oriented companies now leading the industry today

Systems Engineering Perspective of the Cruise Industry

The maturation of the cruise industry has led to increased competition which demands more efficient operations. Systems engineering, a discipline that studies complex organizations of material, people, and information, is traditionally only applied in the manufacturing sector; however, it can make significant contributions to service industries such as the cruise industry. The author describes this type of engineering, explores how it can be applied to the cruise industry, and presents two case studies demonstrating applications to the cruise industry luggage delivery process and the information technology help desk process. The results show that this approach can make the processes more productive and enhance profitability for the cruise lines.

Consumer Perceptions of Sustainability in the Cruise Industry

This thesis addresses the lack of available research regarding consumer perceptions of sustainability in the cruise industry. The study was conducted by administering an anonymous online survey with cruise message board participants and social media users. The survey was available to all consumers, including consumers who have not cruised. The survey focused on general reasons a consumer books a cruise, consumer travel behaviors, sustainability of the cruise industry, and sustainable factors that may impact a consumers’ choice of a cruise line. The goal of this research was to determine any patterns and trends that may emerge regarding consumer perceptions. The findings of the study showed cruise history and demographics have influenced consumer views on sustainability in the cruise industry.

Cruise ship port planning factors

The predictions contained within this dissertation suggest further rapid growth of the cruise industry and the requirement for additional cruise ship berthing worldwide. The factors leading to the tremendous growth in the cruise marketplace are identified and individually addressed. Unfortunately, planning factors associated with the design and construction of cruise ship seaports are not readily available and methods to manage this growth have not been addressed. This dissertation provides accurate and consolidated planning factors essential for comprehensive consideration of cruise ship requirements and design of growing cruise ship ports. The consolidation of these factors results in faster and better informed choices for the port owner/operator with regard to port expansion. Furthermore, this dissertation proposes development of new systems to better manage increasing passenger and ship traffic. If implemented, this will result in optimized port systems providing a greater level of service to passengers and port authorities while simultaneously minimizing environmental and economic impact. ^

Shipboard vs. Shoreside Cruise Operations

The cruise industry is a highly complex, but under-researched component of the hospitality industry. This article seeks to explore the paradoxical relationship between shipboard and shore side operations using the McKinsey 7S Framework, thereby providing a foundation for further inquiry. Recommendations are made for practitioners, and ideas are provided for future research.

Cruise Brand Management

Brands have always been associated with cruise and line voyage operations, but the branding concept has taken on new meaning in the modern cruise industry. In the consolidation of cruise lines under a few major corporate structure today, the acquiring entity has most often chosen to invest in lines acquired under their existing names, retaining separate brand identity. The author summarizes industry experiences with the acquisition and management of multiple brands under a single corporate structure, together with the rationale and advantages, this article is an updated and expanded version of that first given at the Seatrade Cruise Shipping Convention March 11, 1999.

Freestyle Cruising: A Clear Alternative

The cruise industry is a highly complex, but under-research component of the hospitality industry. This article seeks to explore the paradoxical relationship between shipboard and shoreside operations using the McKinsey 7S Framework, thereby providing a foundation for further inquiry. Recommendations are made for practitioners, and ideas are provided for future research.

Travel Marketing: Industry Relationships and Benefits

In the discussion - Travel Marketing: Industry Relationships and Benefits - by Andrew Vladimir, Visiting Assistant Professor, School of Hospitality Management at Florida International University, the author initially states: “A symbiotic relationship exists among the various segments of the travel and tourism industry. The author has solicited the thinking of 37experts and leaders in the field in a book dealing with these relationships and how they can be developed to benefit the industry. This article provides some salient points from those contributors.” This article could be considered a primer on networking for the hospitality industry. It has everything to do with marketing and the relationships between varied systems in the field of travel and tourism. Vladimir points to instances of success and failure in marketing for the industry at large. And there are points of view from thirty-seven contributing sources here. “Miami Beach remains a fitting example of a leisure product that has been unable to get its act together,” Vladimir shares a view. “There are some first class hotels, a few good restaurants, alluring beaches, and a splendid convention center, but there is no synergism between them, no real affinity, and so while visitors admire the Fontainebleau Hilton and enjoy the food at Joe's Stone Crabs, the reputation of Miami Beach as a resort remains sullied,” the author makes a point. In describing cohesiveness between exclusive systems, Vladimir says, “If each system can get a better understanding of the inner workings of neighboring related systems, each will ultimately be more successful in achieving its goals.” The article is suggesting that exclusive systems aren’t really exclusive at all; or at least they shouldn’t be. In a word – competition – drives the market, and in order for a property to stay afloat, aggressive marketing integrated with all attendant resources is crucial. “Tisch [Preston Robert Tisch, currently – at the time of this writing - the Postmaster General of the United States and formerly president of Lowe’s Hotels and the New York Visitors and Convention Bureau], in talking about the need for aggressive marketing says: “Never...ever...take anything for granted. Never...not for a moment...think that any product or any place will survive strictly on its own merits.” Vladimir not only sources several knowledgeable representatives in the field of hospitality and tourism, but he also links elements as disparate as real estate, car rental, cruise and airlines, travel agencies and traveler profiles to illustrate his points on marketing integration. In closing, Vladimir quotes the Honorable Donna Tuttle, Undersecretary of Commerce for Travel and Tourism, “Uniting the components of this industry in an effective marketing coalition that can compete on an equal footing with often publicly-owned foreign tourism conglomerates and multi-national consortia must be a high priority as the United States struggles to maintain and expand its share of a rapidly changing global market.”