This report examines the subject of profitable growth in the modern cruise industry by comparing the financial and operating performance and the management practices of the two leading cruise operators, Carnival and Royal Caribbean, over the twelve-year period from 1996 to 2007.
During the past 40 years the cruise industry has evolved from a form of mere transoceanic transportation to an alternative vacation at sea. Despite growing at a CAGR of 7.7% since 1980, the penetration rate for the cruise industry is only 17%. In North America alone the cruise industry generated $20.6 billion in 2006. By comparison, the lodging industry in North America generated revenues of $133.4 billion during the same year. The cruise industry remains a relatively young industry. This is proven by the fact that, of the 168 million passengers that have cruised globally since 1990, 72% cruised in the past ten years and 43% in the past five years alone. The cruise industry has continually expanded to meet or boost demand: 40 new ships were built in the 1980s, 80 new ships were built in the 1990s, and 46 new ships are scheduled to enter the global market within the next four years.
Even though there are more than 30 brands of cruise lines, only two companies dominate this industry: Carnival Corp & Plc (CCL) and Royal Caribbean Cruises Ltd (RCL). The cruise industry remains highly segmented by product—with a variety of brands targeting a wide array of price points, consumer needs, and itineraries—but by the end of 2007 Carnival and Royal Caribbean alone controlled about two-thirds of the global capacity, with shares of 45% and 21% respectively. Back in 1987, their estimated combined share of global capacity was only 11%.
Up until 2000, Carnival and Royal Caribbean followed a parallel revenue growth trajectory, though Carnival’s profitability has always exceeded Royal Caribbean’s. However, from 2001 onward Carnival consistently and visibly outperformed Royal Caribbean, virtually doubling in terms of global capacity share, and tripling in terms of revenues. A closer scrutiny of the two companies reveals that during the period 1996–2000 Royal Caribbean outgrew Carnival in terms of revenues 4 out of 5 years. Conversely, during the period 2001–2007, Carnival outgrew Royal Caribbean 5 out of 7 years. Most remarkable of all, Carnival achieved such astounding growth while sustaining superior profitability, as measured by its greater return on capital employed.
Table of Contents
- Introduction
- History of Carnival
- History of Royal Caribbean
- Role of geographic expansion and diversification
- Role of execution
- Revenue analysis
- Cost analysis
- Role of resources and capabilities
- Balance sheet
- Portfolio of brands
- Role of leadership and ownership
- Role of innovation
- Conclusions
Objectives and Key Themes
This study examines the growth trajectories of two dominant players in the modern cruise industry, Carnival Corporation & plc (CCL) and Royal Caribbean Cruises Ltd (RCL), analyzing their key strategies and drivers of profitable growth. It seeks to understand the factors contributing to Carnival's sustained outperformance compared to Royal Caribbean, particularly since 2001.
- History and Evolution of the Cruise Industry
- Strategies for Profitable Growth
- Comparative Analysis of Carnival and Royal Caribbean
- Role of Geographic Expansion and Diversification
- Importance of Leadership and Innovation
Chapter Summaries
- Introduction: This chapter provides an overview of the modern cruise industry's evolution, highlighting its rapid growth and the rise of two dominant players, Carnival and Royal Caribbean. It discusses the industry's transformation from basic transportation to a vacation experience and the impact of factors like deregulation and the popularity of cruise-themed television.
- History of Carnival: This chapter delves into the history of Carnival Corporation, tracing its development and significant milestones, including its mergers and acquisitions. It examines the company's early years, its expansion strategies, and its evolution from a single brand to a global cruise conglomerate.
- History of Royal Caribbean: This chapter presents a similar historical narrative for Royal Caribbean Cruises Ltd, exploring its origins, its growth, and its key events, including the development of its iconic cruise ships and its strategic partnerships.
- Role of geographic expansion and diversification: This chapter analyzes how both Carnival and Royal Caribbean have leveraged geographic expansion and diversification as key growth strategies. It explores the importance of expanding into new markets, diversifying offerings, and developing new itineraries to attract a wider customer base.
- Role of execution: This chapter delves into the execution strategies employed by both companies, focusing on factors like operational efficiency, cost control, and marketing initiatives. It examines how effective execution has played a crucial role in their success.
- Revenue analysis: This chapter focuses on the revenue generation models of Carnival and Royal Caribbean. It examines factors driving their revenue growth, including the pricing strategies, revenue mix, and the role of onboard spending.
- Cost analysis: This chapter analyzes the cost structures of both companies, focusing on their key cost drivers and their efforts to manage expenses effectively. It examines their cost of operations, marketing expenditures, and the impact of fuel prices.
- Role of resources and capabilities: This chapter explores the role of resources and capabilities in the success of these companies. It examines their fleet size, their brand portfolios, and their ability to innovate and adapt to market changes.
- Balance sheet: This chapter analyzes the financial health of Carnival and Royal Caribbean, focusing on their balance sheets and key financial metrics. It examines their debt levels, their cash flow, and their overall financial performance.
- Portfolio of brands: This chapter examines the portfolios of brands owned by both companies, highlighting their different brand positions and target markets. It analyzes their strategic use of multiple brands to appeal to diverse customer segments.
- Role of leadership and ownership: This chapter explores the role of leadership and ownership in the success of these companies. It examines the leadership styles, strategic decisions, and the impact of their ownership structures on their business.
- Role of innovation: This chapter analyzes the role of innovation in the cruise industry and how it has been implemented by Carnival and Royal Caribbean. It examines their investments in new technologies, their efforts to enhance onboard experiences, and their development of new cruise concepts.
Keywords
This study focuses on the key concepts of profitable growth, strategic analysis, and the comparative performance of Carnival Corporation & plc (CCL) and Royal Caribbean Cruises Ltd (RCL). It emphasizes key themes like geographic expansion, diversification, revenue generation, cost management, resource allocation, and leadership. Additionally, the study analyzes the role of innovation and its impact on the cruise industry.
- Quote paper
- Stefano Turconi (Author), 2008, The quest for profitable growth in the modern cruise industry, Munich, GRIN Verlag, https://www.grin.com/document/163595
