Med Cruise Development Course February 24, 2015 1 3/3/2015 - PDF document

3/3/2015 Med Cruise Development Course February 24, 2015 1

3/3/2015 Worldwide projects Worldwide Experience • NORT H AME RICA • INT E RNAT IONAL • PORT E VE RGL ADE S, F L • SINGAPORE ICT • PORT OF MI AMI , F L • HONG K ONG K AI T AK • PORT OF T AMPA, F L • ST . PE T E RSBURG, RUSSIA • PORT CANAVE RAL , F L • PORT OF COPE NHAGE N • CIT Y OF K E T CHIK AN • PORT OF NICE • CIT Y OF JUNE AU • BE RMUDA • E NSE NADA, ME XI CO • DUBROVNIK , CROAT IA • PORT OF SAN F RANCISCO, CA • PORT OF SAN JUAN • PORT OF SAN DIE GO, CA • COZUME L (VARIOUS) • L OS ANGE L E S, CA • PORT OF CART AGE NA • VANCOUVE R PORT AUT HORIT Y • ARUBA PORT S AUT HORIT Y • NE W YORK CIT Y • PORT OF MAL AGA • BOST ON (MASSPORT ), MA • PORT OF GRE NADA • NE WF OUNDL AND AND L ABRADOR • PORT OF VAL E NCIA • MARYL AND PORT AUT HORIT Y • PORT OF MUMBAI • CIT Y OF NORF OL K , VA • E GE PORT OF K USADASI • PORT OF NE W ORL E ANS, L A • CRUISE L INE S • PORT OF CORPUS CHRIST I, T X • CARNIVAL CORPORAT ION • PORT OF PHIL ADE L PHI A, PA • DISNE Y CRUISE L INE S • K E Y WE ST • HOL L AND AME RI CA • PORT OF PAL M BE ACH, F L • RCCL • NE W JE RSE Y PORT AUT HORIT Y • NCL • HAL IF AX PORT AUT HORIT Y • MSC • ST AT E OF HAWAII • T E RMINAL OPE RAT ORS • ASSOCIAT IONS • P&O PORT S • ME D CRUISE • HUT CHISON PORT HOL DINGS • ACCA • ICT SI • CRUISE BC • DUBAI WORL D 2

3/3/2015 Course overview, Session 1  Interactive presentations and discussion  Session 1 – Port operations and itinerary planning  Welcome to cruising in 2025 – where will the industry be, and how do you fit?  Homeport and port of call operations – technology revolution, are you ready?  Itinerary planning – consumer demand, demographics and profitability  Costa Diadema Captain Nicolò Alba – 30 minute session  Exercise 1: Itinerary planning (connecting the dots)  Goal  Increase…  Cruise calls  Passenger throughput  Port and stakeholder revenues  Economic impacts to the community  Objective  Gather tools to assist in achieving this goal!  Understanding of cruise line methodologies and practices  Future planning tools  Understanding cruise line decision ‐ makers 3

3/3/2015 Future of Cruise in 2025 and beyond 1 Cruise passengers, 1995 – 2014 4

3/3/2015 Top 25 worldwide attractions, 2014 Major cruise corporations worldwide capacity, 2014 5

3/3/2015 European cruise brand passenger capacity, 2014 Success factors • New products that generate sustained interest in cruising – New, exciting vessels, diverse on ‐ board products and services – New regions, itineraries and on ‐ shore product offerings • Converting land ‐ based resort guests into cruise passengers • High level of passenger satisfaction – Leading to repeat clientele and lower conversion costs • Adapt quickly to changing market conditions – Move a vessel to a new destination based on demand, operations cost, low shoreside profit options, other influences • Limited competition, reduced operational costs, and diversified revenues – Take advantage of brand fleet volumes in agreements & purchasing – Key is to make sure they do not compete against each other 6

3/3/2015 Cruise vessel deliveries and orders, 1990 – 2020 Cruise vessel deliveries and orders, 2015 ‐ 2040 7

3/3/2015 Cruise growth, 2015 – 2040 Cruise growth, 2015 – 2035 8

3/3/2015 Regional competitive cruise deployments, 1997 – 2014 Regional cruise berth capacity deployments, 2014 North / West Europe #4 Alaska #5 Mediterranean W. Coast / Mexico #2 Caribbean / Bahamas Asia & #1 Australasia #3 South America 9

3/3/2015 Top 10 cruise passenger sourcing markets, 2014 Population Global Passenger 5 Year Pct. Change Country/region (million) Share (+) 320 51.7% 3.75% USA United Kingdom & Ireland 61 8.1% 16.4% Germany 82 7.7% 80.5% Italy 58 4.0% 26.1% 22 3.6% 2.70% Australia / New Zealand Brazil 201 3.4% 1.3% Canada 33 3.4% 2.42% Spain 40 2.8% 20.7% France 62 2.4% 67.7% Scandinavia & Finland 19 1.6% 184.6% Cruise consumer market penetration, 30.7 million in 2025 Europe North America Pop: 515 million Pop: 350 million Cruisers: 10.3 million Cruisers: 14 million Penetration: 2.0% Penetration: 4.0% Asia Pacific Pop: 3.4 billion Cruisers: 3.4 million Penetration: 0.1% South America Australia Pop: 400 million Pop: 23 million Cruisers: 2.0 million Cruisers: 920,000 Penetration: 0.5% Penetration: 4.0% 10

3/3/2015 Regional cruise berth capacity deployments, 2025 North / West Europe #4 Alaska #5 Mediterranean W. Coast / Mexico #3 Caribbean / Bahamas Asia & #1 Australasia #2 South America Section questions  Who are your competitors in the future?  Who are your cruise line clients and what are their needs in 2025 & 2035?  What is the future landscape of cruise at a global level?  Where will the Mediterranean be compared to other cruising regions? 11

3/3/2015 2 Port operations Cruise port operations  Homeport  Meeting the needs and expectations of the cruise operator and passenger  Operating models  Port of call  Maximizing positive impacts – minimizing costs  Partnering to meet demands  Future fit within a regional scheme  Technology as an operations driver  Differentiation through port operations  What do the cruise lines want from you as a port?  Cruise line and passenger satisfaction  Operations costs vs. revenues 12

3/3/2015 Operations Port Fees Marine Servicing Shore Coaches Security Excursions & Taxis Cruise vessel 13

3/3/2015 Avg. passengers per ship by year of construction, 1999 – 2019 Projected Percentage of Passengers per Ship, 2015 – 2040 14

3/3/2015 Percentage of Ships Over 300 Meters, 2015 – 2040 Design vessels Design Vessel 1 Design Vessel 2 Design Vessel Design Vessel 3 Type (small) (Panamax) (post ‐ Panamax) (super post ‐ Panamax) Passengers 200 – 1,500 2,000 to 2,600 2,500 to 4,000 5,400 plus Crew 450 850 1,200 +1,200 GRT / Displacement Up to 50,000 / + Up to 100,000 / + + 100,000 / + 50,000 + 150,000 / + 70,000 Tons 20,000 50,000 LOA (m) 125 to 250 275 to 300 300 to 345 350 plus Over 36 Beam (m) Up to 28 Up to 36 Over 40 (generally 40 to 50) Draft (m) Up to 6.5 Up to 8.5 8.5 to 10 + 8.6 Air Draft (m) Less than 50 Less than 60 Up to 62 Up to 62 15

3/3/2015 Homeports Homeport passenger movements, >2,000 passengers TIME SEPARATION DIS EMBARKATION EMBARKATION 16

3/3/2015 Homeport passenger movements, 2,500 passengers DIS EMBARKATION EMBARKATION PASSENGER HOLDING Homeport passenger movements, 3,000 passengers DIS EMBARKATION EMBARKATION PASSENGER HOLDING 17

3/3/2015 Homeport passenger movements, 5,400 passengers DIS EMBARKATION EMBARKATION PASSENGER HOLDING Major terminal functions • Operations – Coordination ma rke ting – Berth scheduling – Setup / handover F isc a l a g e nt o pe ra tio ns – Gangways (optional) – Traffic control • Maintenance – Routine Pa sse ng e r – Major ste ve do ring se rvic e s • Housekeeping (janitorial) • Security – Passenger a g e nt se c urity – Terminal • Fiscal agent • Marketing / business development • Parking • Ground handling & Stevedoring (usually separate stakeholders) 18

3/3/2015 Models ma rke ting F isc a l a g e nt o p e ra tio ns Pa sse ng e r ste ve d o ring se rvic e s a g e nt se c urity Management model, port operated • Operator paid on a per passenger basis • Minimum guaranteed annual income • Operator may have other operations as a percentage of income for: – Parking • Cruise fees – Secondary Uses • Non ‐ cruise fees Clients – Other Income • pays operator fees • pays non ‐ operator fees Owner Owner • collects 100% profit 19

3/3/2015 Lease model, private terminal operator • Annual payments to Owner • Covers all facility operations and maintenance – Major issues covered by owner • Minimal control – Use KPI’s to monitor • Cruise fees • Non ‐ cruise fees Clients • pays operator fees • Owner pays non ‐ operator fees TO Owner • collects rent Mixed model, owner operated • May contract out key functions (income vs. cost) – Maintenance – Security – Housekeeping – Parking • Less control / lower cost • Cruise fees – Non ‐ essential functions • Non ‐ cruise fees Clients Owner • pays contractor fees Owner • collects 100% profit 20

3/3/2015 Performance standards Performance standards Operational cycle – disembarkation 3.75 hours S HI P Operational cycle – embarkation 5 hours Time in terminal (disembarkation) – 90% under 30 minutes Time in terminal (embarkation) – 90% under P ASSE 15 minutes NGE RS Queuing ‐ 90% under 5 Queuing ‐ 90% under 5 minutes (except embarkation) embarkation) 21