Cruise operations mangement

Cruise Operations

Management

Cruise Operations Management: Hospitality Perspectives offers a comprehen￾sive and contextualised overview of hospitality services for the cruise industry.

As well as providing a background to the cruise industry, it also looks deeper

into the management issues, providing a practical guide for students and

professionals alike.

Since the last edition of this book was published, there have been many

important developments in the industry. This third edition has been updated

to include:

• New content on: health, safety and security, sustainability, environmental

impacts of cruise operations, changing and emerging markets, profession￾alism and talent management, innovation and digital technologies

• A new chapter on ‘Leadership in the cruise industry’

• New international case studies throughout to provide a real-world insight

into the industry

• Additional online resources, including PowerPoint slides for instructors

and student quizzes to test knowledge

This comprehensive, accessible and engaging text is essential reading for all

those seeking to study cruise operations management whether for academic

or vocational reasons.

Philip Gibson is currently a Visiting Research Fellow at the University of

Plymouth having recently retired as the Academic Director of the University

Hotel School and Associate Head of School (Teaching and Learning). He

introduced the BSc (Hons) Cruise Management in 2003 and was also the

driving force in developing the University Hotel School.

Richard Parkman is a lecturer in leadership and programme leader for the BSc

(Hons) Cruise Management at the University of Plymouth. He is also the

programme leader for Hospitality, Tourism and Cruise Management pro￾grammes for HKU SPACE in Hong Kong and the Regional Development

Manager for the University of Plymouth.

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Cruise Operations

Management

Hospitality Perspectives

Third Edition

Philip Gibson and Richard Parkman

Third Edition published 2019

by Routledge

2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN

and by Routledge

711 Third Avenue, New York, NY 10017

Routledge is an imprint of the Taylor & Francis Group, an informa business

© 2019 Philip Gibson and Richard Parkman

The right of Philip Gibson and Richard Parkman to be identified as

authors of this work has been asserted by them in accordance with

sections 77 and 78 of the Copyright, Designs and Patents Act 1988.

All rights reserved. No part of this book may be reprinted or

reproduced or utilised in any form or by any electronic, mechanical,

or other means, now known or hereafter invented, including

photocopying and recording, or in any information storage or

retrieval system, without permission in writing from the publishers.

Trademark notice: Product or corporate names may be trademarks or

registered trademarks, and are used only for identification and

explanation without intent to infringe.

First edition published by Routledge 2006

Second edition published by Routledge 2012

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

Library of Congress Cataloging-in-Publication Data

Names: Gibson, Philip, 1955- author.

Title: Cruise operations mangement : hospitality perspectives /

Philip Gibson and Richard Parkman.

Description: Third Edition. | New York : Routledge, 2019. | Includes

bibliographical references and index.

Identifiers: LCCN 2018022045 (print) | LCCN 2018030182 (ebook) |

ISBN 9781315146485 (Master ebook) | ISBN 9781351379540 (Web

PDF) | ISBN 9781351379533 (ePUB) | ISBN 9781351379526

(Mobipocket) | ISBN 9781138505162 (hardback : alk. paper) |

ISBN 9781138505179 (paperback : alk. paper) | ISBN 9781315146485

(ebook)

Subjects: LCSH: Ocean travel--Management. | Cruise

lines--Management.

Classification: LCC G550 (ebook) | LCC G550 .G53 2019 (print) | DDC

387.5/42068--dc23

LC record available at https://lccn.loc.gov/2018022045

ISBN: 978-1-138-50516-2 (hbk)

ISBN: 978-1-138-50517-9 (pbk)

ISBN: 978-1-315-14648-5 (ebk)

Typeset in Frutiger

by Integra Software Services Pvt. Ltd.

Visit the companion website: www.routledge.com/cw/gibson

Contents

List of figures x

List of tables xiii

List of case studies xv

Preface xvi

Acknowledgements xvii

Introduction xviii

1 Contemporary cruise operations 1

The elements of cruising 1

A history of cruising 8

The image of cruising 12

The cruise market 21

Acquisitions and mergers 21

Cruise brands 22

The economics of cruising 26

Summary and conclusion 27

2 Selling cruises and cruise products 32

The market 32

Cruise operators 33

The travel agent 35

Marketing actions and alliances 36

Loyalty 37

The cruise product 37

Accommodation 38

Dining on board 45

Bars 49

Entertainment 51

Shore excursions 52

v

Wellness – including spa, beauty therapy and haircare 53

Shops 53

Photography 55

Casinos 55

Weddings, renewals of vows and celebratory items 57

Brand values and vessel classification 57

Summary and conclusion 62

3 Maritime issues and legislation 65

The shipping industry 65

The legal environment 68

Ship nationality, registration and flag 68

Marine pollution 70

Safety of Life at Sea 72

Sanitation and cleanliness 75

Marine security 77

Cruise ships and the environment 78

Financial responsibility 79

Maritime organisations 80

Summary and conclusion 83

4 Cruise geography 85

Destinations 85

Tropical zones 86

Tourists and climate 88

Cruise ports by type 88

Primary cruising regions: the Caribbean 90

Primary cruising regions: Europe and the Mediterranean 97

Primary cruising regions: North America 106

Primary cruising regions: Asia, Oceania and the South Pacific 110

Other cruise destinations 114

Summary and conclusion 116

5 Planning the itinerary 129

What is a cruise destination? 129

What makes a good port of call? 130

Analysis and evaluation 132

Tourist motivations 139

Logistics, positioning and planning 140

Shore excursions 147

Summary and conclusion 157

Contents

vi

6 Working on board 160

The roles and responsibilities on a cruise ship 160

The management of hotel services 164

The shipboard culture: managing a multicultural crew 168

Working on board: practical considerations 172

Recruitment practices 173

Challenges for leaders 176

Uniforms at sea 177

Summary and conclusion 179

7 Guest services 181

Service and quality 181

Quality for products and services 184

Operations and management 185

Managing guest services 189

Information 189

Influences on guest services: tipping 191

The human side of service quality 193

Guest service systems for cruise companies 193

Demography, profiles of cruise guests and specific

needs 194

Providing guest service 195

What is good practice for guest service? 196

Orientation for guest service 196

Summary and conclusion 199

8 Managing food and drink operations 201

The provision of food and drink on board 201

Supplies and services 202

Food production and service delivery systems 204

Organising people, products, processes, premises and

plant 215

Guest demands and operational capabilities 217

Control actions for food and drink operations 219

Planning wine lists 220

Food safety, health and safety and consumer protection 224

Summary and conclusion 230

9 Managing facilities 232

Revenue or yield management 232

Costs, sales and markets 234

Administering accommodation 235

Aesthetics and ergonomics 236

Contents

vii

Accommodation systems 238

Work schedules and routines 239

Dry dock 242

Environmental issues 243

Summary and conclusion 252

10 Health, safety and security 253

Travelling safely 253

Centers for Disease Control and Protection – Vessel Sanitation Program 254

Norovirus 256

Vessel Sanitation Program inspection 259

Safety at sea 263

Assessing risk 266

Providing a service to guests who have special

needs 270

Summary and conclusion 272

11 Talent management and training 275

Talent and training 275

Talent at sea 276

Developing a trained crew 278

Learning cultures 280

Training needs analysis/assessment (TNA) 284

Skills development 285

Planning a training session 286

Mentoring 288

Learning and motivation 289

Summary and conclusion 295

12 Leadership in the cruise industry 298

The context of leading on cruise ships 299

Leadership and management 301

Leadership theories 304

Emotional intelligence 305

Emotional labour 308

Surface acting and deep acting 309

Leading with emotions 310

Situational leadership 311

Leader–member exchange theory 312

Transformational leadership 315

Work communities and cultural communities at sea 315

Formal power structure hierarchies and community-based power 317

Team leadership 320

Contents

viii

Working and leading on board cruise ships – common influencing

factors 321

Summary and conclusion 324

13 Managing integrated operations 329

Researching graduate employment on cruise ships 330

Research planning 330

Results and findings 332

Implications 335

Developing an understanding of the cruise environment 336

The purser’s office and integrated practice 337

Summary and conclusion 358

14 Cruise management resources 360

A consideration of resources 360

Conclusion 375

Index 376

Contents

ix

Figures

1.1 The four Cs that underpin why cruising is an industry 2

1.2 Ship measurements 12

1.3 Celebrity Eclipse 14

1.4 The World 15

1.5 The Queen names Britannia 17

1.6 AIDAdiva 19

1.7 Independence of the Seas 20

2.1 The guest’s interface with the cruise company 38

2.2 Cutaway diagram of a cabin 41

2.3 Deck plans 42

2.4 Buffet servery, Celebrity Eclipse 46

2.5 Main restaurant, Adventure of the Seas 48

2.6 Cocktail bar, Celebrity Eclipse 50

2.7 Theatre, Adventure of the Seas 51

2.8 Hydrotherapy pool, Queen Victoria 53

2.9 Shops on board 54

2.10 Casino 56

2.11 Brand positioning 60

3.1 Number of cruise ships owned by major cruise operators 67

3.2 Number of lower berths on ships owned by major cruise

operators 67

3.3 Cruise industry and the environment 71

3.4 SOLAS developments 76

3.5 Glass-recycling machine 79

3.6 Can compactor 80

3.7 Offloading recycled cardboard 81

4.1 The world: land masses and oceans 87

4.2 The Caribbean 91

4.3 Europe and the Mediterranean 98

4.4 Ships at dock in Tallinn 101

4.5 North America 107

x

4.6 Oceania and the South Pacific 111

4.7 Cruise ships in Venice 118

4.8 The port at Bridgetown 122

4.9 Submarine excursion 124

5.1 The cruise tourism system 130

5.2 BCG matrix 136

5.3 Tour bus returning to the ship 150

5.4 Joining the tour 152

5.5 Tour groups in Kusadasi 154

6.1 Organisational chart – management structure 161

6.2 Hotel officers in summer uniform (whites) 165

6.3 Organisational chart – hotel department 167

6.4 Sous chefs on board Ventura undertaking a cookery

demonstration 168

7.1 Ensuring quality standards 186

7.2 Guest service on deck 187

7.3 Reception – the information hub 190

8.1 Beverages being loaded on board 205

8.2 Beer stored in cellar 206

8.3 Table setting, Celebrity Eclipse 209

8.4 Flambé work at the table on board Ventura 210

8.5 Buffet on Celebrity Eclipse 211

8.6 Sir Samuel’s Bar, Queen Mary 2 212

8.7 Lounge bar in central atrium on Britannia 213

8.8 Bar preparation and service area, Balmoral 214

8.9 Stainless-steel work surface in galley 216

8.10 Main restaurant on Britannia 218

8.11 Food plated to appeal to the eye 220

8.12 Specialist wine dispenser 222

8.13 Salads ready to serve 225

8.14 The wash-up area 226

9.1 Stateroom on Arcadia 233

9.2 Double bed 237

9.3 Space limitations 238

9.4 Cabins with balconies 240

9.5 The laundry 241

9.6 Processing laundry 241

9.7 Dry dock in Hamburg 242

9.8 Public areas – swimming pool on Britannia 244

9.9 Loading luggage 248

10.1 CDC final draft inspection checklist VSP 255

10.2 Security at the top of the gangway 266

11.1 Regular safety training 281

Figures

xi

11.2 Safety drills 282

11.3 The ‘circumstantial curriculum’: an integrated theory of learning 290

12.1 Comparing leadership and managing 303

12.2 A traditional leader–follower relationship 313

12.3 Leader–member exchange model 314

12.4 Common elements of cruise ship work – influencing factors 322

13.1 University of Plymouth BSc (Hons) Cruise Operations Manage￾ment interns and graduates at work 331

Figures

xii

Tables

1.1 Terminology found in the shipping and cruise industry 4

1.2 Market penetration rates 2016 expressed as a percentage of

populations 5

1.3 Numbers of cruise guests in 2016 6

1.4 Top 20 city destinations 2016 7

1.5 Factors that demotivate potential cruisers 7

1.6 A history of cruising 9

1.7 Spaces per passenger and ratios passengers to crew 11

1.8 Comparison chart 13

1.9 Categorisation in the cruise industry 22

1.10 Examples of mergers and acquisitions 23

1.11 Cruise brands – Carnival 25

1.12 Cruise brands – RCCL 25

1.13 Cruise brands – NCL 25

1.14 Cruise brands – MSC 26

2.1 Meeting cruise passengers’ needs – the cruise cycle 39

2.2 Gambling guidelines 56

2.3 Defining vessel types 58

2.4 Cruise vacations by type 59

3.1 The components of shipping 66

3.2 CLIA cruise industry waste management: practices and

procedures 73

3.3 Safety oversight undertaken by the US Coast Guard 74

4.1 Temperature and clothing zones 88

4.2 Busiest ports in 2016 89

4.3 Eastern Caribbean destination facts 93

4.4 Western Caribbean destination facts 96

4.5 Southern Caribbean destination facts 97

4.6 Northern Europe destination facts 101

4.7 Southern Europe destination facts 106

4.8 North America destination facts 110

xiii

4.9 Asia, Oceania and South Pacific destination facts 114

4.10 Other destination facts 117

4.11 Barbados cruise ship arrivals 2010–2016 122

5.1 Analysis of attractors 131

5.2 Sales options 148

5.3 Points for good practice: the tour guide 155

7.1 Management of quality 183

7.2 Defining products and services 184

7.3 Contact strategies 188

7.4 Services on board 189

7.5 Passenger needs 195

9.1 Rota planning exercise 250

10.1 Guidelines for food safety 261

10.2 The seven principles of HACCP 263

10.3 ISPS process 264

10.4 Levels of risk and action 265

10.5 Facilities on board by type 268

10.6 Analysing risk 269

10.7 Risk assessment and cost–benefit analysis 271

11.1 Talent challenges 277

11.2 Reasons why employees work on a cruise ship 278

11.3 Critical talent issues on cruise ships 279

11.4 The learning organisation 283

11.5 Research into social interactions at sea 290

12.1 Traditional leadership approaches 300

12.2 Development of leadership theory 306

12.3 Six cultural leadership behaviours 317

12.4 Five bases of power 319

14.1 Useful websites 372

14.2 Useful cruise company and brand websites 374

Tables

xiv