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This book explores the lessons learned from half a century of Caribbean cruise tourism; one of the most popular and profitable sectors of the tourism industry. The modern-day cruise industry dates from the 1960s when the three major cruise lines, Carnival, Royal Caribbean, and Norwegian, set up shop in Florida and began selling winter cruises to the Caribbean targeting American retirees. For geopolitical reasons, the US initially excluded cruises to Cuba. This changed in 2016, following the historic Obama-Castro agreement to move towards diplomatic, trade and travel normalization. Cuba quickly became the Caribbean’s fastest growing cruise destination. This book considers the limited economic benefits of cruise tourism, its environmental and social impacts, and the effects of climate change, and "overtourism." Based on this analysis and case studies of key Caribbean and Mediterranean destinations, this book cautions against overdependence on cruise tourism and outlines reforms needed to bring more benefits and equity to Caribbean countries. It will be valuable to professionals, businesses, development agencies, NGOs, and academics interested in a sustainable cruise industry and the economic well-being of Caribbean island nations.
Seminar paper from the year 2010 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 70%, University of Westminster, course: Branding Management, language: English, abstract: Corporate brands are defined by many as one of the most fascinating phenomena of the 20th century's business environment. In today's reality they are also considered sometimes as a religion, a belief, or even a lifestyle; they are adored, venerated, and coveted, by people and organizations alike (Keller, 2008). Balmer in his article Corporate Brands: what are they? What of them? (2003), defined corporate brands as a product of an organization's corporate strategy, mission, image, and activities, which communicates brand's values and in the meantime affords a means of differentiation from their competitors. It is also said to enhance the esteem and loyalty of the stakeholders for the organization. This paper will give an examination of the nature, the typology and the management of a well known corporate brand operating in the Tourism industry: Royal Caribbean Cruises Line Ltd (RCCL). Adam Weaver in his article Complexity at sea: Managing brands within the cruise industry (2008), stresses how in the late eighties, corporate consolidation within the cruise industry, had as a result many cruise brands to be a part of a brand portfolio. In the complexity of the cruise industry, culture, languages and country of origins represent a major challenge for managers when adapting their brands across an international environment and portfolios are always bigger (Weaver, 2008). Originally Royal Caribbean Cruise LTD's strategy to overcome the complexity of this issue has been to opt for a Global brand strategy instead of a multiple decentralized local brands strategy, which on the other hand, has been Carnival Corporation's main strategy, also main RCCL competitor, as well as market leader for the global cruise industry (Weaver, 2008). However
Despite representing a fairly small fraction of global tourism activity, the cruise sector has been experiencing a steady growth rate over the last years. The 1st International Cruise Conference (ICC) and its proceedings documented here face the changes which accompany this process of growth. The corresponding refereed papers are organized under the following themes: New trends and innovations, human resource management, information technology and standardization. The underlying motivation behind this collection of works is to bridge the gap between cruise theory and practice, by providing a ‘living research agenda’ aligned with the cruise sector’s realities and needs.