cruise tourism management

What is cruise tourism?

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Cruise tourism is BIG business! So big, in fact, that in 2019 (before the COVID crash), the global cruise industry welcomed 29.7 million passengers, created jobs for 1.8 million people around the world and contributed over $154 billion to the global economy.

Cruise tourism is essentially a form of enclave tourism and it encompasses all faces of the tourism industry- accommodation, transportation, hospitality and attractions. Cruising has become the fastest growing segment in the travel industry across the world and it’s no surprise with the wide variety of cruises on offer nowadays.

Cruise tourism is hugely popular around the world, but it can also have severe impacts on the natural environment and limited economic benefits for host destinations- interested to learn more? Stay tuned to learn more

History of cruise tourism

Royal caribbean, p&o cruises, norwegian cruise line, princess cruises.

Cruise ship packages

Cruise ship names

The largest cruise ship in the world, cruise ship facilities, river cruise, expedition cruise, mega cruise, luxury cruise, caribbean cruise, mediterranean cruise, nile cruise, yangtze cruise.

Read also: Business tourism explained: What, why and where

Arctic cruise

Cruise tourism: Conclusion

Cruise tourism companies

There are a wide range of cruise companies, although the market is largely dominated by the big five names:

Cunard cruises have been operating for more than 180 years and they specialise in luxury cruises with their famous White Star Service . This formal and traditional cruise company is ideal for couple and the older generation.

Royal Caribbean cruises are the leading cruise company for innovation. Offering everything from surfing to Broad Way shows, the cruise line is popular amongst a wide range of cruise tourists, including families, couples and solo travellers.

This is the most popular cruise line in the UK. It appeals to a range of customer types including families and couples. It offers traditional cruise products and services.

Another cruise line that is popular with UK cruise tourists, Norwegian Cruise Line offers an American-style service onboard their ships. You can sail from the UK or book a fly cruise.

Princess cruises offers sailings around the world using a traditional, American-style cruise approach. Princess cruises are popular the world over with couple, families and premium travellers.

Cruise tourism packages

When you book a cruise you are generally booking an inclusive package that will include accommodation, transfers, excursions, food, entertainment and more!

As the cruise industry evolves, so does the diversity of its packages offered to cruise tourists. Below I have listed a few examples of cruise ship packages from the Royal Caribbean International website.

Miami Stay & Weekend Getaway Bahamas Cruise

Fly from UK to Miami
3 Night Hotel stay in Miami
A dinner on us at Hard Rock Cafe
3 Night Weekend Getaway Bahamas Cruise on Navigator of the Seas
VOOM Surf Internet WiFi whilst onboard your cruise for one device
Overnight Flight from Miami to UK
Private car transfers included

Singapore Stay & Spice Of Southeast Asia

Overnight Flight from UK to Singapore
3 Night Hotel stay in Singapore
Universal Studios – One Day Pass or Evening Marina Bay Tour
5 Night Spice of Southeast Asia Cruise on Quantum of the Seas
Overnight Flight from Singapore to UK
Private Car Transfers included

You can find some excellent t deals on cruise packages if you know where to look! Here are some of my favourite websites to find a cruise package holiday:

Travel Supermarket
Travel Zoo (I suggest you register for weekly updates on offers)
Titan Travel

Looking for some cruise travel hacks? Best Cruise Tips: 303 Cruise Hacks Saving You Time, Money & Frustration has over 100 detailed pages of travel hacks to help you to make the most out of your cruise experience for as little money as possible.

There are many, many different ships used by the various cruise companies. Each ship has its own unique name so that you can research exactly what facilities are available onboard. For a full A-Z list of cruise ships, take a look at globalcruiseship.com .

Here are a couple of examples for you to take a look at.

At this moment in time, the largest cruise ship is the Symphony of the Seas. Measuring 361.011 metres (1,184.42 ft) in length and with a gross tonnage of 228,081 across 18 decks, this ship is a engineering marvel! The ship is able to accommodate 5,518 passengers at double occupancy up to a maximum capacity of 6,680 passengers, as well as a 2,200-person crew.

The Symphony of the Seas has every you would expect from the largest cruise ship in the world.

The cruise has;

22 restaurants
2,759 cabins
A park with over 20,000 tropical plants

But we are witnessing growing trends in the mega cruise industry and it is no doubt that vessels are going to get bigger in time.

But this ship won’t be the biggest for long! Royal Caribbean International has announced that it will begin operations of its new Wonder of the Seas, in 2022. This ship will measure 1,188 feet long, 217 feet wide and will feature 18 decks and 2,867 staterooms. Wonder of the Seas will sail 7-night itineraries to the eastern and western Caribbean.

Cruise ships are pretty incredible. They will often have everything you could want onboard. In fact, many are like a small city!

It is fairly common among modern cruises for the following facilities to be found on board:

Swimming Pool
Fitness centre
Restaurants

Take a look inside…

Types of cruise tourism

Whilst the large cruises that I have discussed above are perhaps the most well-known, there are in fact many different types of cruise, which are less high profile.

Below I have briefly explained the different forms of cruise tourism.

Many destinations are popular for river cruising. River cruising is different from ocean cruising as passengers are close to the shore and the focus of the cruise is more for sightseeing and visionary landscape purpose. During river cruises, passengers tend to step offshore, and these excursions are typically free of charge.

The facilities on board a river course is kept to a minimum and are restricted due to the smaller size of the ship (it needs to fit down the river!).

Typically, cruise ships will hold no more than 100 to 200 passengers, whereas ocean cruises can hold many thousands.

Expedition cruising is smaller in its scale, offering niche experiences with shore landings via an inflatable boat to access remote locations. The purpose of expedition cruising is to take part in a comprehensive educational experience.

More often than not, expedition cruises specialise in voyages that offer nature/wildlife-based experiences in areas like Northern Europe, Alaska or the Arctic, for example.

Mega cruises are the biggest cruise ships yet, including cruise ships such as; Symphony of the Seas and Norwegian Bliss. Mega ships are a new class of cruise vessel and focus on maximising capacity and onboard services.

Some mega ships can hold more than 5,000 passengers. The Oasis series built by Royal Caribbean International, Oasis, Allure, Harmony and Symphony of the Seas can each hold around 6,700 people.

Yacht cruising is particularly small in scale when we compare the form of cruising to luxury or mega cruising. However, yacht cruising can be similar to luxury cruising in that it is a very expensive form of cruise tourism and can have very high standards of service and facilities on board.

Yachts hold fewer passengers than other cruise vessels and usually a family or group of people will hire the entire yacht and cruise the seas. There are many places that are popular for the cruise tourism, such as hiring a yacht in Greece or a Whitsunday yacht charter in Australia.

Many of the types of cruise noted here can also be considered luxury cruises. Luxury cruises tend to half a low staff to passenger ratio and a premium class of service throughout. And the sky is the limit when it comes to pricing!

Popular cruise tourism destinations

So where do people go to take a cruise? Lets take a closer look…

Caribbean cruises are a popular choice for cruise tourists as the weather in the Caribbean is generally good all year round.

Whilst the cruise tourism industry in the Caribbean is large, the economic and environmental impacts are often centre of discussion amongst academics and practitioners. Cruise Tourism in the Caribbean: Selling Sunshine outlines these concerns in a well articulated and interesting way and is definitely worth a read.

Similar to the Caribbean, the Mediterranean has always been a very popular cruise destination. Particularly for its warm climate all year round. And there are so many great places to visit around the Med- from Barcelona to Venice to Malta!

As I discussed earlier, river cruising is becoming an increasingly popular choice of cruising among cruise tourists. And the Nile has become a very popular destination for river cruising.

There are many ways to cruise the Nile. Cruise packages range from luxury cruises to something more cut back and affordable. Cruises vary in duration, most commonly, cruises last 3 to 7 days but can also last up to 14 days. The Nile cruise has been deemed as one of the world’s best cruises and it is a great way to see what Egypt has to offer.

Being the world’s third-longest river , almost one hundred cruise ships operate along the Yangtze. This is an amazing way to soak up some of the sights of rural China and is particularly popular with Chinese domestic tourists.

Round the world cruise

Round the world cruises are quite literally cruises that travel around the world.

Round the world cruises is probably the most expensive cruise and can cost up to anything from £9,000 upwards. Some of the most luxury round the world cruises can cost up to £200,000 per person. They typically last around 90-120 days and allows passengers to embark and disembark in various places along the way.

Arctic cruising I often referred to as a form of extinction tourism’, whereby passengers travel to the Arctic to observe the distinct wildlife or culture whilst it is still there.

Most people who take an Arctic cruise are wealthy adventure-seekers, wishing to explore the natural wildlife and landscapes of remote locations.

The advantages and disadvantages of cruise tourism

As I mentioned, cruise tourism is a growing type of tourism around the world. This industry not only makes a large amount of income directly, but through its various industry partnerships and integration it also has the potential to reap significant financial rewards.

However, the reality is that this economic benefit is absorbed predominantly by the large corporations who own these cruise ships and there is very little economic benefit of cruise tourism to the destinations that host the tourists. Because their every need is catered for onboard, cruise tourists typically spend little money in the destinations that they visit, meaning that the local people reap few rewards for this type of tourism. In addition to this, cruise tourism can have devastating impacts on the natural environment when ships dock in shallow waters or when garbage is not disposed of responsibly. And last but not least, large numbers of tourists visiting a destination at one time can have adverse effects, with overtourism being a distinct problem around the world that often results from cruise tourism.

The Cruise Planner – a place to record all the information and details you need to plan your perfect cruise with comprehensive lists, worksheets, a cruise arc planner, packing suggestions, diary and journal.
Cruise Tourism in Polar Regions – This book discusses critically the issues around environmental and social sustainability of the cruise industry in Polar Regions.
Cruise Tourism in the Caribbean: Selling Sunshine – This book considers the limited economic benefits of cruise tourism, its environmental and social impacts, and the effects of climate change, and “overtourism”.
Best Cruise Tips: 303 Cruise Hacks Saving You Time, Money & Frustration – A guide to teach you how to make the most of your cruise experience for as little money as possible.
Cruise Ship Tourism – This academic text covers the economic, social and environmental impacts of cruising, combining the latest knowledge and research to provide a comprehensive account of the subject.
Cruise Operations Management: Hospitality Perspectives – A practical guide for students and professionals alike, this is a comprehensive and contextualised overview of hospitality services for the cruise industry providing a background to the cruise industry and management issues.

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Please note you do not have access to teaching notes, cruise tourism management: state of the art.

Tourism Review

ISSN : 1660-5373

Article publication date: 18 April 2017

Cruise tourism is a dynamic, growing segment of tourism that has long ceased to represent a mere niche and is slowly but steadily entering the domain of mainstream tourism. Yet, cruise tourism represents a minor fraction of tourism-related literature and research (Papathanassis and Beckmann, 2011). This study aims to examine the main trends and state-of-the-art developments in cruise tourism. The intension is to provide a starting point, a basis for non-specialists in this area, for further interdisciplinary research.

Design/methodology/approach

Using the author’s previous research and expertise over the past decade, this paper aims at providing a concise overview of the key perspectives and concepts in cruise tourism, whilst highlighting the current and future challenges faced by the sector and its stakeholders.

In this context, the potential of information and communication technologies for cruise tourism development and research (e-cruising) is underlined.

Originality/value

Finally, this paper offers a comprehensive systemic definition of cruise tourism and the corresponding Cruise Entities, inter-Relationships and Themes (CruisERT) framework, highlighting relevant areas and questions for further research.

Development

Papathanassis, A. (2017), "Cruise tourism management: state of the art", Tourism Review , Vol. 72 No. 1, pp. 104-119. https://doi.org/10.1108/TR-01-2017-0003

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Master of Science Hospitality Management: Cruise Line Operations Specialization

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Master of Science

May 6, 2024.

Known as the MBA for the hospitality industry, FIU’s online master’s degree in Hospitality Management is an applied business degree that gives you the flexibility to learn in your own space, at your own pace. Within the Hospitality Management master’s degree program, the Cruise Line Operations Specialization , the first of its kind in the nation, offers students a specialization that focuses on the $23.8 billion cruise line industry.

The M.S. in Hospitality Management: Cruise Line Operations Specialization prepares leaders to design and develop customer experiences of the future as it provides students with unique, real-world opportunities to cultivate their academic experiences.

Leveraging its deep connections within the cruise line industry, the Chaplin School of Hospitality and Tourism Management has enhanced its high-quality teaching, state-of-the-art research and creative activity with a degree that addresses the critical need for hospitality and tourism industry leaders in all aspects of the cruise line industry.

Curricula will cover cruise industry law including maritime law, port state laws and international treaties; cruise line leadership including human resources and general management, culture, policy and impact; sustainability including new technology, consumption, consumer demand and local infrastructure; and logistics and shoreside operations including forecasting, research strategic planning, customs, insurance, security and financing, etc.

With record-breaking numbers of “Sunshine State” tourists every year, Florida International University’s Chaplin School of Hospitality and Tourism Management, sits in one of the most strategic locations for any hospitality management school as most of the cruise companies are headquartered in South Florida. Moreover, Florida is home to PortMiami, the No. 1 busiest cruise port in the U.S. More than 6.8 million passengers traveled through PortMiami in 2019, and the port is also home to 20 cruise lines berthing 55 ships. After PortMiami, Port Canaveral, No. 2, is home to 47 vessels and Port Everglades, No. 3, is home to 41 vessels. FIU is in a unique position to offer its students exclusive access to leaders embedded within the cruise line industry, real-time information and current case studies to instruct students on the most salient aspects of cruise line travel and operations today.

Of note, the global cruise line industry is also continuing its steady growth and will need a stream of professionals to fill new positions. Moreover, China is the fastest-growing cruise market in the world and is expected to be the largest by 2030. There are 12 new departure ports and up to three new home ports slated for construction in China. Pre-COVID, it was projected that the Chinese cruise line market would host roughly eight to 10 million guests a year.

Cruise industry workers are employed on ships and also work in ports, in head offices, in travel agencies and in many other locations. The M.S. in Hospitality Management: Cruise Line Operations Specialization takes this vast range of managerial pathways into consideration to prepare graduates for immediate application of their skills. The multibillion dollar industry is in need of managers to help support the massive numbers of tourists each year at more than 2,000 cruise line ports worldwide. Additionally, in 2021, 28 new ships launched and more than 17 new ships are on order to launch in 2022 and 2023. Experts indicate that pandemic-induced pent up demand for cruise line travel will propel the industry to new heights in the years to come.

With a wide range of careers, the hospitality industry is one of the largest sectors in the service industry and provides a large number of opportunities for those with an M.S. in Hospitality Management: Cruise Line Operations Specialization .

Partnerships

The Chaplin School, named for Mr. Harvey Chaplin, Chairman of Southern Glazer’s Wine & Spirits, annually co-produces the Food Network & Cooking Channel South Beach Wine & Food Festival (SobeWFF) along with Southern Glazer’s. The event, largest of its kind in the U.S., generates experiential learning opportunities for as many as 1,200 FIU students each year. Additionally, the Chaplin School has developed many other long-standing relationships with major global hospitality and tourism corporations such as Carnival Cruise Lines (funder of the Carnival Gold Scholars and the Carnival Student Center on our BBC campus) and Marriott International (namesake for the school’s Marriott Tianjin China Program), along with some well-known names among food and beverage producers to the industry such as Bacardi, Badia and Quirch that have greatly contributed to the school’s Restaurant, Culinary and Spirits Management programs. Global corporate partners have been central to efforts to expand funding opportunities to students, serve the local community, provide employment experiences, and deliver the resources needed to advance the quality of education and service provided to students and alumni. Building meaningful relationships with industry organizations has been an integral part of the Chaplin School’s highly-successful existence, earning the #1 ranking for U.S. online hospitality and tourism programs for six years in a row.

Career Path

Hotel General Manager, Food Service Manager, Entertainment Manager, Food & Beverage Manager, Convention Sales Manager, Supply Chain Manager, Cruise Operations Manager, Revenue Manager, Hotel Development, Entrepreneur.

Non-traditional Career Paths

HR Coordinator

Customer Service Manager

Sales Representative

Recruitment Consultant

Communication Coordinator

General Manager

Income Range

$34,000 - $198,000

Industry Outlook

FL: 11% ⬆️

US: 7% ⬆️

(Sources: Bureau of Labor Statistics and onetonline.org)

33 Credit hours total. No thesis will be required for this track.

CORE COURSES

HMG 6257 Hospitality and Tourism Industry Research Analysis 3

HMG 6446 Hospitality and Tourism Technology Innovations 3

HMG 6477 Financial Management for the Hospitality Industry 3

HMG 6246 Organizational Behavior in the Hospitality and Tourism Industry 3

HMG 6280 Global Issues in Hospitality and Tourism 3

HMG 6296 Strategic Management for Hospitality and Tourism 3

HMG 6916 Hospitality Industry Research Project 3

HMG 6946 Graduate Internship 3

CRUISE LINE OPERATIONS COURSES

HMG 6263 Logistics and Shoreside Operations 3

HMG 6261 Cruise Line Leadership 3

HMG 6600 Cruise Industry Law 3

HMG 6260 Sustainability in Cruise Line Operations 3

This is an 11 course, 33 credit program. Both the Strategic Management for Hospitality and Tourism and Graduate Internship should be completed in the final semester.

TENTATIVE COHORT SCHEDULE

HMG 6257 Hospitality and Tourism Industry Research Analysis

HMG 6446 Hospitality and Tourism Technology Innovations

HMG 6477 Financial Management for the Hospitality Industry

HMG 6246 Organizational Behavior in the Hospitality and Tourism Industry

Spring 2023

HMG 6280 Global Issues in Hospitality and Tourism

HMG 6263 Logistics and Shoreside Operations

HMG 6261 Cruise Line Leadership

HMG 6260 Sustainability in Cruise Line Operations

Summer 2023

HMG 6296 Strategic Management for Hospitality and Tourism

HMG 6600 Cruise Industry Law

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Cruise Tourism and Society

A Socio-economic Perspective

© 2012
Alexis Papathanassis 0 ,
Tihomir Lukovic 1 ,
Michael Vogel 2

, Cruise Tourism Management, Bremerhaven University of Applied Scienc, Bremerhaven, Germany

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University of Dubrovnik, Dubrovnik, Croatia

Of applied sciences, bremerhaven university, bremerhaven, germany.

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Table of contents (14 chapters)

Front matter, cruise destination management and sustainability, cruise destination management & sustainability, mediterranean cruise itineraries and the position of dubrovnik.

Zrinka Marušić, Ivan Sever, Neven Ivandić

Megaships and Developing Cultural Tourism in Dubrovnik

Jasenko Ljubica, Zelimir Dulcic

Port Development Partnerships: Dubrovnik Port Case Study

Tihomir Lukovic, Kristijan Pavic

Branding Strategy for Specialist Tourism Products

Neven Seric, Mate Perisic

Cruise Tourism Environmental Risks

Hrvoje Caric

Generated Economic Impact on Cruise Destinations: The Piraeus Case

Stefanidaki Evangelia, Lekakou Maria

Cruise Sector Image and Marketing Challenges

Cruise sector image & marketing challenges, nautical tourism and the media.

Zeljana Dulcic, Tihomir Lukovic

Customer Feedback Systems Onboard Cruise Ships

Philip Gibson, Francesca Di Dino

Cruising Routes and Differentiation

Katja Rakusic, Neven Seric

A Specific Technology Acceptance Model for Mobile Services in the Cruise Sector

Rouven Wiegard, Nadine Guhr, Michael H. Breitner

Sexual Crimes on Cruise Ships: A Historical Perspective on Security Issues for Passengers and Crew

User-driven innovation concepts and the cruise industry.

Brita Schemmann

Cruise Research and Education

Cruise research & education, the ‘cruise ship railing dance’: conducting academic research in the cruise domain.

Alexis Papathanassis, Imke Matuszewski, Paul Brejla

Cruise Hotel Managers: Evolution of the Species

Philip Gibson
Destinations
Sea Cruises
Sustainability

About this book

Editors and affiliations.

Alexis Papathanassis

Tihomir Lukovic

Michael Vogel

About the editors

Bibliographic information.

Book Title : Cruise Tourism and Society

Book Subtitle : A Socio-economic Perspective

Editors : Alexis Papathanassis, Tihomir Lukovic, Michael Vogel

DOI : https://doi.org/10.1007/978-3-642-32992-0

Publisher : Springer Berlin, Heidelberg

eBook Packages : Business and Economics , Business and Management (R0)

Hardcover ISBN : 978-3-642-32991-3 Published: 20 December 2012

Softcover ISBN : 978-3-642-43338-2 Published: 29 January 2015

eBook ISBN : 978-3-642-32992-0 Published: 21 December 2012

Edition Number : 1

Number of Pages : XII, 204

Topics : Business and Management, general , Business Ethics , Public Administration , Sustainable Development , Quality of Life Research

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Study program

ITM: Cruise Business Bachelor of Arts

Unique and individual / personal / international.

The cruise industry has proven through its rapid recovery after the Corona pandemic that it is an industry with high importance for the future and that is already in search of professionals both on shore and on board. The Cruise Business study program prepares students to work in various areas of the cruise industry. Our students are trained for tasks in product management, marketing, sales or personnel. Possible employers are shipping companies, tour operators, terminals or suppliers. The specialisation "Cruise Business" offers various specialised modules. On the one hand, students learn about tasks that have to be managed in the cruise industry - from itinerary planning and offer design to managing of safety regulations and marketing. In addition, the external conditions and the strategies of the cruise industry must also be considered. Which trends in society must be taken into account by shipping companies and how can companies successfully use these for themselves? In the 8th semester, students actively engage with current cruise research in the module "Cruise Tourism Research" in an interactive, new learning format. Another special feature is the "Business Competencies" module, in which students work on a project for a real cruise company over the course of two semesters. Here, the lecturers acquire projects that deal with current challenges in day-to-day business. The students take on the role of consultants who independently develop solutions in exchange with the customers.

Program overview

This is an introductory module for cruise tourism management. The main aim here is to provide an overview of the cruise sector’s developments over the last decades, focusing on aspects such as product development, branding, core processes in cruise operations and itinerary planning. Apart from that, the module conveys an understanding of the importance and operationalization of safety and security in the cruise sector.

The purpose of this module is to enable students to gain an awareness of the issues and challenges affecting the cruise sector within the wider environment in which it operates. Furthermore, and in order to deal with a dynamic business environment (strategic planning), the interests of various stakeholders (business development) and the complexities of public opinion formation (reputation management), openly and rigorously engaging with the economical, ecological and socio-cultural sustainability aspects of cruise tourism constitutes a core competence for future cruise management practitioners. More specifically, students attending this module will be required to apply an evidence-based approach to evaluate controversial discussions reflecting multiple perspectives and their corresponding interests. Extracting value and integrating different, and often opposing, perspectives as well as learning through others’ experiences lies at the core of effectively managing cruise tourism and its future.

This course is the final component empowering the students as ‘expert-learning practitioners’, allowing them to develop in-depth knowledge and expertise in a particular aspect of cruise tourism. This reflects an additional level of management area specialisation within the cruise tourism domain. Here, students have the opportunity to empirically research and expand their expertise on a particular issue / question related to a facet of management practice applied in the cruise context (e.g. human resources, finance, marketing, law, information technology management). This module integrates the learnings from the cruise management modules and research methods and techniques of the earlier semesters and encourages students to transfer the acquired competence as a further education method.

If you have any questions we will be happy to help you Student Advisery Service, Study Mentor, Head of Program

Student advisory service, gina wagener, studiengangsleitung international tourism management.

Sustainable Cruise Tourism

Cruise Tourism Partners (CTP) are experienced management and tourism consultants that focus on destinations looking to introduce, develop, and grow cruising in a sustainable way.

With cruise tourism well and truly recovered from COVID-19 travel restrictions it’s a great time for destinations to take stock and plan for the next decade of growth. Take the time to revisit your place, people, products and processes and plan a way forward to deliver a long-term sustainable destination for your community and visitors

Advice & strategic direction

Our clients are destinations, tourism organisations, local councils, and ports. We assist tourism destinations in making the most of their potential by drawing on our experience, knowledge, and creativity.

What do we offer?

CTP has a global footprint and we partner with you to deliver solutions for destination planning and management to product development and impact measurement.

CTP is ideal for

Developing cruise destinations, destinations experiencing rapid growth in the cruise sector and maturing destinations where cruise ship growth is slowing.

Our Services

Cruise tourism is a US134 billion industry and is one of the fastest growing sectors with a healthy pipeline of new ships (132) on order that will lift global capacity and provide new opportunities and challenges for destinations. We bring deep knowledge and expertise, a fresh perspective and a collaborative approach.

Destination Planning

Strategic and destination planning to maintain existing and attract new visitor markets.

Product Development

Identifying and developing tourism products to enhance your unique selling proposition.

Market Research

Primary and secondary research for strategic and tactical decision making.

Economic Impact

Measuring the economic and social impacts of your visitor economy.

Community Engagement

Facilitating engagement with and partnering between your stakeholders.

Education & Training

Identifying needs and providing mentoring, coaching and training solutions.

Testimonials

“The Australian Cruise Association (ACA) has engaged Simon and Tammy for many for cruise tourism projects, specifically Simon since 2004-05 to determine the economic impact of cruise tourism on the Australian economy annually, and Tammy for her insights into cruise line operations and consumer trends. This work has been very useful at a destination, state and national level to assist ACA members develop cruise tourism throughout Australia. Combined, these two professionals have a deep knowledge of cruise tourism and their complimentary skills offer much to destinations looking to develop cruise tourism. I would highly recommend any destination seeking to improve their cruise tourism to engage with CTP.”

Jill Abel GAICD

Chief Executive Officer

Australian Cruise Association

Ready to find out more?

Cruise tourism is an economic driver, generating jobs and improving the standard of living for communities. There is natural order to sustainability and at the very least destinations must demonstrate positive economic impact and community benefits.

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International Tourism Management (Cruise Business/Innovation)

Meet the universtiy, hochschule bremerhaven (kurzversion), five reasons to choose this bachelor's program, how do you want to continue.

Do you wish to gain a broad view of the tourism industry and specialize in the unique area of cruise tourism management? Do you also wish to live in a beautiful small city and study in a modern University of Applied Sciences with close connections to professors and fellow students? If the answer to these questions is yes, then the B.A. in Cruise Tourism Management at the University of Applied Sciences Bremerhaven is the right choice for you! Study in this one-of-a-kind study program, completely in English, and get the chance to spend one year abroad working or studying, which will lead to amazing career opportunities after you graduate.

The B.A. in Cruise Tourism Management is intended for holders of a higher education entrance qualification certificate such as a (Fach-)Hochschulreife, A-Levels, the Baccalauréat, or similar.

Conduct projects in cooperation with regional organisations

Putting classroom lessons into practice is a vital part of this study program. Students are thus given the opportunity to work on several projects related to solving real-life problems and challenges in industry and society.

Master all areas of cruise and tourism management

During the program, students will learn all of the skills needed to organize successful operations of cruises, from finances, transportation, hotel management, and entertainment to technology, logistics, navigation, safety, environmental protection, languages, and cultures.

Great international networking opportunities

Professors and staff of the Cruise Tourism Management program are actively involved in research as members of the Institute for Maritime Tourism, Cruise Research Society, and Yellow Tourism Consortium. Moreover, the university of Applied Sciences Bremerhaven fosters several partnerships with universities around the globe.

Partner Universities

University of Stavanger

Letterkenny Institute of Technology

Universidade de Vigo

Juraj Dobrila University of Pula

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Accreditations.

AQAS, the Agency for Quality Assurance through Accreditation of Study Programmes, is a non-profit independent and professional agency for external quality assurance in the field of higher education in Germany and Europe.

Qualification Requirements

The application requirements for the study program in “International Tourism Management (Cruise Business/Innovation)” are:

The essential requirement for admission into the CTM program is the successful acquisition of a higher education entrance qualification (Fachhochschulreife, High School Diploma, A-Levels, Baccalaureat, Gao Kao, etc.).

Language Requirements

The following certificates are recognised as proof of your language proficience.

Application Deadlines

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Application Procedure & Selection

For the application via uni-assist: € 75 for the first application, € 30 for each additional

Application Documents

Essential requirement for the admission into the CTM programme is the successful acquisition of a higher education entrance qualification (Fachhochschulreife, High School Diploma, A-Levels, Baccalaureat, Gao Kao, etc.). Non-European applicants need to apply via uni-assist.

Apply online via uni-assist.

After having spent one semester studying in France, I decided to apply for an internship at Greatdays – a choice I would make again in a heartbeat! I worked full-time for the Daytrips and UK departments, which has been a pleasure from day one. Obviously there were a few challenges in the beginning, and it took me a while to understand the IT systems, but everyone was always ready to help and answer any questions so I felt part of the team really quickly. I have learnt so much in the past six months – from day-to-day operations, including loading bookings, liaising with suppliers, confirming tours and getting in touch with the clients to website work, writing tour itineraries and creating travel packs. Next to this, I attended a lot of meetings including 1-on-1s with our managing director Andy, departmental meetings and brochure meetings. I was lucky enough to have the opportunity to go on a familiarisation trip to Chester as part of Greatdays’ new Manchester Sightseeing project, which was a great experience. During my internship I had the opportunity to visit all the other departments, which was very interesting as I could see how each of them operated and – most importantly – how they all work together. This helped me a lot to understand how Greatdays works as a whole. Additionally, I got to work on projects for each department, and two of these were absolute highlights for me: first, for the European department, I was allowed to create a tour going to my home area in Germany. Seeing this being sent out as an E-Shot was really great! Second, as a Cruise Tourism student I was of course excited to work for the cruise department, and I was given a very interesting project related to Norwegian Cruise Lines which I enjoyed very much. Lisa Show Testimonial

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A COMPLETE GUIDE FOR CRUISE SHIP MANAGEMENT

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If sea waves and beaches fascinate you, and working on a cruise ship is your ideal job, consider charting a successful career while on board. Isn't that thrilling? It's thrilling, especially in light of the ever-expanding hotel industry. The abundance of career prospects in the cruise ship operation field makes it an excellent choice for you.

What is Cruise Ship Operations?

This program is designed to provide students with the information and skills necessary for a successful career in the cruise industry's hospitality and food and beverage operations, as well as an essential understanding of aspects of life and work on a cruise ship. Students will learn about the cruise industry as a whole, including its history, participants, passengers, legislation, and issues such as safety, security, and professionalism.

How is Cruise Ship Management the right career option for you?

For those with a variety of hospitality backgrounds, cruise ship operations provide a broad variety of opportunities. From preparing exquisite meals to finding a guest's new lodging, each cruise ship operations manager plays a key role in ensuring the highest quality of service to passengers. While their responsibilities may prevent them from taking in every Caribbean vibe or Atlantic landscape the ship passes through, living in the comparable of a five-star hotel for long durations has its own set of benefits.

Cruise Ship operations management is your go-to career option if the following points excites you:

Working on a cruise ship gives you the opportunity to meet people from all over the globe. It not only allows you to make international connections, but it also aids in the development of a self-assured persona.

The employer is normally responsible for living expenses such as housing and food. Cruise ship operations management jobs need you to be aboard the ship for at least six months of the year, making it simple to save money while living a luxurious lifestyle.

This industry's rate of advancement is fairly rapid, making it an excellent choice for those looking for a quick track to success.

Apart from the opportunity to travel to far-flung regions of the globe and secure a bright future, a job in cruise ship management offers these benefits

Last but not least, the possibility to travel the world for free is one of the most appealing aspects of the job.

Although the hospitality and tourism industry is one of the world's fastest expanding and most dynamic, there is still a scarcity of skilled and experienced personnel. One of the most fascinating careers available is in the cruise ship hospitality sector.

ITM’s certificate course in cruise ship operation can help you jump start your career.

Excited for a whole different challenge and adventures? Join Cruise Ship Management today!

The environment and the savings are two of the most appealing aspects of working on a cruise ship. Staff employees earn money while working in a luxurious setting that includes free housing and board, medical insurance, and medical care, as well as the possibility to travel throughout the world. Typically, cruise lines give airline tickets to and from the ship's port, as well as discounted cruise rates for family members.

Most cruise ship occupations do not lead to long-term careers, and the sector, particularly in recent years, has a high staff turnover rate. Whether they find a new job, opt to return to school, or simply tyre of living a nomadic existence, people eventually come back to land. For executives, this can involve hiring and training new employees on a regular basis, just to lose them the following season.

Getting a job as a manager aboard a cruise ship usually requires hospitality training and prior experience (on land or at sea) in a specialized area. The following are some examples of cruise ship management jobs available, while job names and descriptions may vary.

These managers are in charge of all areas of the ship that serve food and drink, including budgeting, calculating expenses, placing bulk food orders, and ensuring the quality of the food served.

Supervise and manage all aspects of the foodservice operation, including overseeing kitchen personnel, preparing food, and completing administrative tasks.

All areas of the ship's hotel are under your control. Hotel managers ensure that customers enjoy the greatest quality and service by managing hotel finances, training, and overseeing hotel workers.

Their responsibilities include managing casino workers, tracking casino finances, and delivering great customer service to casino patrons, as well as directing activities and formulating policies for the ship's casino.

Qualification Required:

Individuals with a hospitality management degree (and, if applicable, specialised training) will have an advantage in landing managerial cruise ship positions. The following are some other desirable skills:

Demonstrate excellent communication, organizational, and financial management abilities.

Quickly resolving issues while keeping the customer in mind

A talent for forming successful working relationships with persons of many ethnicities and origins

Ability to adapt to long amounts of time at sea

Cruise Ship Management: Course Overview

The course, which will be supervised by a cruise ship operations expert, will also include guest speakers from cruise industry experts and student trips to cruise ships to provide an engaging presentation of the most up-to-date knowledge and problems in this exciting subject.

After six months of research, you will be given the opportunity to gain experience and confidence in the hospitality business by participating in an industry placement at an international brand restaurant or a five-star hotel. This placement is a crucial part of the programme since it allows you to apply the theoretical knowledge and abilities you've gained throughout your studies in the workplace.

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Cruise Tourism Logistics: Enhancing the Caribbean Tourism Value Chain

Portside Caribbean

Newest Caribbean cruise destination now under construction March 11, 2024
Caribbean Port Investment Outlook 2024 February 26, 2024
Dutch Caribbean ports move to supply green fuel, shore power February 24, 2024
Barbados reduces port charges by 17.5% February 22, 2024
No further reduction in Panama Canal traffic expected in 2024 February 3, 2024

Cruise Tourism Logistics: Enhancing the Caribbean Tourism Value Chain

Cruise tourism logistics:, enhancing the caribbean tourism value chain.

This paper provides a systematic review of logistics within cruise industry and advances the argument that logistics management underpins that industry; and, that logistics can be used as a competitive advantage for the Caribbean region.

By Curtis Dennie

2019, July 1: The service sector contributes about 70% to gross domestic product (GDP) in Caribbean economies. Tourism is the largest contributor.

A recent study revealed that cruise passengers spent 3.36 billion USD in the Caribbean and some Latin American countries during the 2017/2018 season. [i] This is more than six percent higher than the record reported in the study in 2015. It also generated nearly 79,000 jobs paying more than $900 million in wage income in the 36 participating destinations.

In view of these statistics it should be noted that the main service providers in the tourism sector generate their profits mainly through logistics activities. Today we are at a historic juncture, where the tourism value chain continues to expand. It is imperative that decision-makers take another look at the logistics components of the cruise industry.

In the academic literature, research on ports has focused mainly on container port terminals while limited research is available on the cruise industry. Studies about cruise have been concentrated on the economic and policy issues and not on supply chain management issues. However, scholars have gradually come to recognize the importance of logistics in the cruise tourism sector. Similarly, decision-makers in the cruise industry have recognized the pivotal role of supply chain management activities.

Logistics is in the emergent stage of development in the academic literature. Yet, policy-makers concerned with the role of the tourism sector face difficulties in adjusting to a world in which the primary driver of tourism development is logistics. The role of the port and the activities that are associated with inbound, inland and outbound logistics of the cruise sector demand the attention of policymakers. The role of logistics in tourism has been not fully understood. Our current reality is that the region now exists in a logistics environment.

There has been a strong focus by economists and policy-makers on the number of vessels and passengers that call at regional ports. These statistics have served as indicators in the measurement of growth and the economic impact of the industry. However, the success of the cruise industry rests upon logistics management by its key stakeholders.

Logistics management is defined as that part of the supply chain involved with the planning, implementing and controlling of the efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements. [ii] The cruise industry is directly involved in several logistics-related activities in the value chain. These include procurement, inventory, information ordering, transportation, homeporting and tours (land, air and sea).

The role of logistics should therefore underpin the strategies for decision-makers and practitioners. For example, homeporting is, in essence, a major logistics function that correlates the activities of arrival, disembarkation, embarkation, accommodation, hotel information processing and transportation. The tour activities are governed by logistics whereby the right persons, the right number, are transported, to the right place, at the right price, at the right time.

Value Chain Framework

Michael Porter developed the concept of the value chain in 1980, in which the framework defines the primary activities and the supporting activities of a firm. Porter’s value chain framework consisted of an interdependent system or network of activities connected by linkages.

Porter argued that firms should compete in the existing market space and execute certain activities better than others in order to gain a competitive advantage. He further argued that firms can differentiate themselves through their core competencies thereby creating value to the customer.

Scholars and researchers have noted the conceptual limitations in the value chain mode however, the model did identify critical linkages in the inbound and outbound logistics chain. The logistics value chain framework in the cruise industry consists of a number of activities related to: cruise operating, port agents, port marine operations, emergency logistics, law enforcement logistics, transportation logistics (sea, air and land tour operators, crew /passenger transfers), government ministries and entities and border agencies. Within this framework lies the region’s value proposition, strengths, weakness, opportunities and threats. Cost efficiencies, revenue generation, customer satisfaction and the appeal of the destination are critical success factors in the execution of the value chain activities.

Port Marine Logistics

Marine operations have been concerned with the maintenance of navigational aids, dredging, pilotage, tug boats, lighthouse management, berthing and unberthing, anchorage, removal of wrecks and the general safety of the harbour. The effective management of the marine department and the role of the pilots are a vital part of the logistics environment. The risk management that forms part of the logistics systems are mitigated by the expertise of the staff of the port marine operations department.

The logistical network creates predictability in the regions’ maritime environment. A failure of the logistics system can have national or regional implications for the cruise sector. The technical and logistics decisions that are made by port managers, operations managers, chief pilots, tug boat captains and berthing officers enhance safety at ports.

The high degree of coordination to execute the manning, navigation, berthing and unberthing of cruise ships signals confidence in the maritime environment. There are however the implications of the increase in the number of vessels and the growing size of cruiseships. There is a correlation between the number of vessels and the risks that are associated with the growing demand for services and the limited man power. While policy-makers seek to embrace higher numbers of vessel-calls so as to prove growth in the sector there are inherent risks. Port management must address these issues with the policy-makers.

The technical requirements for the human resource and the acquisition of local knowledge for pilots are not readily available skill sets. Local knowledge consists of (but is not limited to) port regulations, channel markers, buoys, width, depths, navigational aids, coastal features, tidal streams, prevailing winds, prohibited areas/submarine cables, pipelines etc ., traffic patterns, berth, wharves and jetties, speed limits and traffic signals. Such knowledge and expertise are acquired over time thus the development of the cruise sector must match the human resource development of the port.

Bunkering is a logistics function that provides value-added services. This service must be provided within the established international guidelines and should be managed by national ports.

The seamless logistics functions that are executed by the port marine operations staff have stabilised the cruise industry in the region.

Challenges and Limitations

As cruise tourism develops, its growth and expansion impact the architecture of the regional ports. The capabilities to adjust to the growing demands of new services create an emerging environment that is flexible and adaptable. The countries of the region are limited by land mass, road network, hotel, air-logistics and port operations capabilities. Pinnock & Ajagunna identified the fragmentation of the air and maritime transport network as a challenge to the region.

The region faces several challenges which include, the diversified interest of the public and private sector, cultural barriers, resistance to change, political will, seasonality of the industry, infrastructural weakness and limited human resource capabilities in logistics management.

The key question therefore is: how can we effectively develop the levels of coordination in the logistics system that will produce profitable outcomes? Pinnock & Ajagunna proposed a holistic approach to the maritime industry that could allow the positioning the Caribbean in the global logistics and supply chain. There must be a fundamental realignment of the tourism strategy. This paradigm shift demands both a cultural and policy change. Policy change must address the issue of logistics which is closely tied to infrastructure, technology, human resource, marketing and institutional strengthening. These components should form part of the national logistics strategy which will serve as the core of economic development.

Regional Implications

Effective transportation and logistics systems allow for the efficient flow of services that facilitate tourism growth and development. Regional organizations should realize that improving logistics performance is at the core of the economic growth and competitiveness of the region. The development of logistics will facilitate a deeper integration of small island-states into the global economy. The region should have trained logisticians in the leadership of port marine operations as well as the tourism sector.

National and regional strategies have not yet fully incorporated supply chain management principles into their tourism development strategy. This failure has resulted in a regional inability to fully exploit the opportunities of logistics ever since its emergence as the key pillar in the tourism framework.

The adaptation of efficient logistics can result in significant cost-savings, time reduction and the reduction of risk exposure in the tourism sector. However, the failure to address the issues of our logistical capabilities will prevent the region from realizing its full potential. Ports therefore must be at the forefront of logistics strategies as the gate keepers of the cruise tourism sector.

The need for a broader understanding of logistics and the implementation of a performance measurements framework along the logistics value chain must be underscored. A careful evaluation of the key pressure points of the chain will identify performance gaps of national ports. The key actors must understand the urgency and vulnerabilities of the region that are associated with the logistics systems.

The Caribbean region must act quickly to identify and capitalize on opportunities in logistics thereby providing value added services in procurement, warehousing, and transportation thus filling both the value and revenue gaps. And national ports should continue to build capacity in port operations, vessel planning, berth management and response capabilities for risks in the maritime environment. []

____________________

[i] Business Research & Economic Advisors (2018) Economic Contribution of Cruise Tourism to the Destination Economies

[ii] Martin, M. (2011) Logistics and Supply Chain Management.

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The Ocean’s Importance

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What does sustainability mean for the cruise industry and how can this be achieved in light of the impact the pandemic continues to have on the cruise industry? What is the future of cruise tourism?

Following the COVID-19 caused shutdown in early 2020, the cruise industry began a return in early 2022 and over-optimistically expects to be back to normal in 2023. The restart was slow, and not without difficulties caused by the lingering effects of the pandemic. However, as requirements loosened for cross-border and international travel, passengers returned and cruise tourism gained momentum. The challenge now for cruise tourism post-pandemic is for all industry partners to benefit from the return of cruise ships and cruise passengers.

The resumption of cruise tourism coincides with cruise corporations’ renewing their commitment to sustainability. It is difficult to guess what this means, given that it was 2002 when the corporations first proclaimed their commitment to sustainability. But what does this word mean for the cruise industry? Answering this question requires a broader view. Cruise corporations (and the lines and ships they operate) are just one partner in the creation of cruise tourism. Others include governments, non-governmental organisations (including those representing cruise industry interests), ports, businesses and vendors. The list could go on, but it is of greater value to realise the complexity of each of these groups or segments. A port of call, for example, includes diverse interests, each with its own view of sustainability. The port authority, which collects port fees and operates the physical port, may have a different view of sustainability than citizens concerned with preserving the destination’s environment or sociocultural elements. The sustainability of bringing 10,000 or more passengers to a port will be viewed quite differently by a cruise line than by diverse segments comprising the port of call.

One way of disentangling the differences is to use the term responsible tourism . Responsible tourism brings to the forefront the question ‘Sustainable for whom?’ Sustainability for a cruise corporation emphasises the balance sheet. The goal is to increase revenue while reducing costs. The losses during the pandemic were obviously not sustainable. But there is more than the balance sheet. Carnival Corporation, as one, has historically performed poorly when it comes to social responsibility and labour. The London Times [1] , in a 2004 corporate profile of Carnival Corporation, rated the company relatively high on share performance (9/10), fat-cat quotient (8/10), future prospects (8/10) and strength of brand and innovation (7/10), but relatively low on social responsibility (3/10) and attitude towards employees (4/10). Being responsible would likely be reflected in a more balanced profile. For a start, they could increase wages, be more vigilant in reducing emissions and treat ports more equitably.

Responsible tourism introduces a moral component [2] . It is a question not just of cruise line revenues and costs but also of the revenue and costs to the community and its constituents. The costs and benefits to a port of call may be economic, sociocultural or environmental. Responsibility asks whether the core of cruise tourism—the port of call—is treat fairly and equitably. Sadly, no exemplars stand out, although some companies (e.g. expedition cruise ships, small operators) are more sensitive and responsive to local communities than the large corporate operators, which together constitute more than 95 percent of cruise ships. On the flip side, the state of Alaska has been proactive in regulating environmental practices, as well as economic relationships with ports.

Responsibility and health

The post-pandemic era provides a good illustration of divergent views of sustainability. Fewer restrictions on cruise passengers and on onboard labour is good for the cruise operator’s bottom line but does not necessarily demonstrate responsibility to ports of call. Prior to a cruise ship visit, a port should be informed of the vaccination status of all passengers and crew, and a full account of all illness reports recorded in each of the previous 10 days. That allows the port of call to be informed of potential risks posed by the visit. It is notable that the first cruise ship scheduled to visit Canada in 2022 had its port calls at Vancouver and Victoria cancelled because of a Centers for Disease Control investigation of a COVID-19 outbreak [3] . The ship, Ruby Princess , reported 253 cases of COVID-19 in five weeks [4] .

The flip side is the cruise industry’s perspective. Though transparency may be the moral thing to do, responsibility to stockholders requires a public relations machine that makes invisible the scale of COVID-19 on cruise ships. They want to reassure passengers of the safety of cruise ships. This tact was taken when waves of Norovirus undercut the perceived safety of cruise vacations; the strategy was described in detail at the 2003 World Cruise Tourism Summit [5] . Bad publicity is bad for business. At the same time, transparency to passengers and to communities can have positive public relations value. Online reports as recent as May 2022 reveal that passengers are unable to receive full information about COVID patients onboard.

Another illustration is revealed around medical emergencies on cruise ships. Medical facilities are limited, so medical emergencies must be debarked in a port or have a medical evacuation. This is sustainable for the cruise line—it offloads responsibility for the ill passenger, including liability, and it minimally impacts the ship’s itinerary. From another perspective, the question is where these ill passengers end up and at whose expense. Is there cost to the port where passengers are left? Yakutat, Alaska, sought to charge cruise lines because of the demand on the town’s emergency services—its only ambulance was often used for cruise ship emergencies, which made it unavailable for local emergencies. Ships never made a port call at Yakutat—passengers were transferred by tender and left behind. The cruise lines refused to pay the levy, and subsequently an amendment was added to the Maritime Security Act prohibiting the levy [6] . While this may be a unique situation, it draws attention to the need for cruise lines to be more sensitive to the communities on which they depend.

Responsibility and labour

Cruise ship labour illustrates another way sustainability may diverge from responsibility. It is cost-effective for cruise lines to employ workers, often from developing countries. They are immersed into a hierarchy with clear lines around race, culture, gender and authority (sexual harassment and sexual assault are long-standing and persistent problems [7] ). The standard employee contract requires a 77-hour workweek and can continue for 10 months without a day off (the length often varies with skin colour or country of origin). The salary for many is less than $2 an hour. Though mandatory gratuities and service charges have increased significantly over the past 20 years, the incomes received by workers have not. Pay scales need to be more equitable and fair, and workers should be represented by a traditional-style labour union (with grievance rights). If wages kept pace with the Consumer Price Index, a worker earning $500 a month should earn $850 today. That is not that case.

Cruise lines have also limited worker rights of grievance and their protection of health and welfare through arbitration clauses inserted in employment contracts [8] . This followed a period where most major cruise lines were sued by workers for unpaid overtime—discovery in the Princess Cruises case revealed a baker working 19 hours a day—8 hours unpaid overtime every day. It also showed different pay scales for workers from different countries, even when filling the same work role.

These labour practices are sustainable for the cruise line. If asked, the industry unapologetically says workers take their jobs freely and can leave anytime they want. That may be true, but the situation appears quite different through a lens of responsibility. Take one example told to me by a musician who had just lost his job with Norwegian Cruise Line. The cruise line fired all Hawaiian musicians playing Hawaiian music on ships in Hawai‘i, replacing them with Filipino musicians playing Hawaiian music. The Filipino musicians cost less, worked more hours and appear Hawaiian when dressed in Hawaiian shirts. Most passengers knew no different, but to the native Hawaiians the cruise line was not behaving responsibly. Similarly, Princess Cruises in 2019 apologised for cultural insensitivity after cruise ship employees posed in New Zealand as Maori performers with careless scribbles on their faces and wearing skirts not reflecting Maori culture [9] .

Responsibility and the environment

The cruise industry says its ships meet or exceed all international environmental regulations. This is meant to be reassuring, but there are two problems. First, though Cruise Lines International Association (CLIA) has mandatory environmental regulations for member cruise lines, it has never punished or fined a cruise line for violating these regulations (even those found guilty of felony offenses). A CLIA vice president was asked about this in a community meeting in Rockland, Maine; his response was that they had ‘pull[ed] the company aside and given them a stern talking’. That attitude did not further the industry’s desire to be viewed as leaders in sustainability. The local community was not reassured.

The second problem is ambiguity as to what it means to ‘meet or exceed international regulations’. That there are no international regulations around greywater (4,000-passenger ships produce more than 1.5 million litres of greywater every day) should raise concerns for ports since greywater can be legally discharged virtually anywhere in most jurisdictions. Incinerators are similarly not regulated when at sea, even though incinerators onshore are regulated. And though many cruise ships have advanced wastewater treatment systems, the systems do not always operate as promised and their discharges are often exempt from limitations or regulation [10] .

The Ocean Ranger Program in Alaska was a good strategy for ensuring that cruise ship practices and promises correspond, and that discharges into coastal waters meet water quality standards. Alaska’s experience, as the only jurisdiction worldwide to monitor cruise ship discharges and enforce regulations, demonstrates that cruise ships often fail to meet water quality standards. Violations of air quality standards are also enforced through local observers. Enforcement positively impacts cruise ship behaviour.

Another approach is reflected is a recent port-led initiative in the Pacific Northwest. Ports, governments and cruise lines are working to form a ‘green corridor’ where cruise ships traversing the coastal waters of British Columbia and Alaska would operate without fossil fuels by 2050 [11] .

Responsibility and ports of call

Ports of call are a critical element in cruise tourism. Ports significantly contribute to passenger satisfaction. They are also a huge source of cruise lines’ income and profits through shore excursions, shopping programs, ownership of cruise terminals and much more. The responsible cruise tourism lens asks whether economic benefits are equitably distributed to all segments of a tourist destination and whether negative sociocultural and environmental impacts have been minimised. The perception of sustainability or responsibility is vested with stakeholders involved in and impacted by the development of tourism products. Thus, when considering the economic benefits of cruise tourism the focus may not be on income derived from cruise tourism but instead on the degree to which economic benefits are distributed equitably between the cruise line and port and among the stakeholders and segments of society in the port. The cruise line’s goal is to retain as much of the income as possible.

Belize provides an illustration. Passengers arrive by tender at Fort Street Village in the centre of Belize City. The village is contained by a wall and security fence and has within a range of shops, eateries and bars, many of which are found in other Caribbean ports. The retail space is expensive, so few local merchants can afford it; there is a small crafts market for them in another area, but the rents again are significant. The merchants have some income, despite heavy overhead costs; they do better than merchants outside given that few cruise passengers venture independently from the village. Most passengers take shore excursions from which the cruise ship takes 50 percent or more of the price paid by a passenger. A passenger expects a $50 product, but the shore excursion provider receives less than $25. The excursion provider is challenged to provide a quality product while still retaining a small profit. It is of mutual benefit for shore excursion providers to receive a higher payment—they can upgrade their product and elevate passenger satisfaction, but pressure from cruise lines is usually to reduce costs.

Cruise lines similarly pressure ports to keep port fees low. Many ports have been unable to significantly increase head taxes for decades. That doesn’t serve the port. A port fee in 1990, keeping pace with the Consumer Price Index, should have more than doubled by 2022. A $10 port charge in 1990 would equitably be $22.69 in 2022. Cruise lines and ports have divergent interests in seeing these fees increase.

People pollution is another concern for ports of call. This refers to situations where the number of tourists or visitors exceeds the comfortable carrying capacity of a port community, such as when cruise ships collectively disgorge tens of thousands of passengers in a port at one time. Overcrowding has implications for the community and for the experience of passengers. As regards the latter, visitors don’t have an opportunity to interact with and to experience local culture; local cultures may be treated disrespectfully. The sheer volume of cruise passengers compromises the experience of all. On ‘cruise days’ in Belize, for example, locals warn land-based visitors to avoid Xunantunich, one of the country’s main Mayan sites visited by cruise passengers. Passengers’ experience of the sacred site is limited by the short time spent and by the overwhelming number of other cruise passengers sharing the small site. Cruise days are especially busy for the operator of the hand-cranked bridge that crosses the river to get to the Mayan site (quaint when crossing in a single vehicle on a lazy day), and for some craftspeople selling wares at the crossing point, but most passengers stay in safety on their air-conditioned bus and are whisked someplace else. Ideally, cruise lines would work with port communities (and with each other) in itinerary development. Rather than force a port to be proactive and place daily limits on cruise passengers (as has been done in Key West) or on cruise ship size (as in Venice), it would better for cruise lines and communities to find mutually agreeable solutions.

The challenge for cruise tourism post-pandemic will be for all industry partners to benefit from the return of cruise ships and cruise passengers. Cruise corporations want to return to profitability; the major lines all increased service fees (gratuities) and bar prices in 2022, and they are likely to put more pressure on ports of call. The challenge for ports and their constituents is to treat cruise tourism as a business, the way the cruise corporations do. They need to not only get their fair share but also enough benefits to make cruise tourism worth it. A clear business model is needed with targets for income and methods to offset costs.

Ports need to maintain self-esteem [12] . They may benefit from working cooperatively with one another [13] , a strategy the cruise industry has thwarted in past. In any case, they need to meet cruise lines (and those who speak for them) as equals. A cruise ship needs a port to fill its itineraries, which gives the port a degree of power. The port needs to know its value to a cruise line before it begins negotiations. Too often ports (and their constituents) rely on cruise lines and cruise line representatives for data on such things as passenger spending even though these industry-supported experts often overstate the economic benefits of cruise tourism. A study of cruise passenger spending in Halifax, Nova Scotia, revealed that the cruise industry had significantly and systematically overstated passenger spending [14] . The lesson is that port communities need to do their own independent research, and to enter negotiations from a position of strength, based on facts and realistic expectations. Ports also need to engage in inclusive consultation with all involved with and/or impacted by cruise ship visits—this is often the case in smaller communities in Alaska and the Canadian North.

—–

[1] London Times , Corporate Profile no. 104, 16 February 2004, 22.

[2] R.A. Klein, “Responsible Cruise Tourism: Issues of Cruise Tourism and Sustainability,” in “Cruise Tourism: Emerging Issues and Implications for a Maturing Industry,” special issue of Journal of Hospitality and Tourism Management 18 (2011): 103–12.

[3] S. Little, “Start of Cruise Season Delayed as First Planned Arrival in Victoria Is Scrapped,” Global News , 2 April 2022, https://globalnews.ca/news/8730681/vancouver-cruise-cancelled-covid-19/.

[4] N. Diller, “Princess Cruise Ship Has 253 Coronavirus Cases in 5 Weeks,” Washington Post , 27 April 2022, https://www.washingtonpost.com/travel/2022/04/27/ruby-princess-coronavirus-outbreaks/.

[5] R.A. Klein, Cruise Ship Squeeze: The New Pirates of the Seven Seas (Gabriola Island, BC: New Society, 2005).

[6] Klein, Cruise Ship Squeeze .

[7] R.A. Klein and J. Poulston, “Sex at Sea: Sexual Crimes on Cruise Ships,” Journal of Tourism in Marine Environments 7, no. 2 (2011): 67–80.

[8] R.A. Klein, “Are Current Regulations Sufficient to Protect Passengers and the Environment?,” Testimony before US Senate, Committee on Commerce, Science, and Transportation, Hearings on Oversight of the Cruise Ship Industry, 1 March 2012.

[9] D. Jones, “Princess Cruises Apologizes for ‘Cultural Insensitivity’ after Employees Pose as Maori Performers in New Zealand,” Washington Post , 3 December 2019, https://www.washingtonpost.com/travel/2019/12/03/princes-cruises-apologizes-cultural-insensitivity-after-employees-pose-maori-performers-new-zealand/.

[10] R.A. Klein, Getting a Grip on Cruise Ship Pollution (Washington, DC: Friends of the Earth, 2009).

[11] H. Bernton, “A Cruise Ship ‘Green Corridor’ in the PNW? Ports Make Pact over Carbon Emission Goals,” Seattle Times , 20 May 2022, https://www.seattletimes.com/seattle-news/environment/a-cruise-ship-green-corridor-in-the-pnw-ports-make-pact-over-carbon-emission-goals/.

[12] R.A. Klein, “Playing Off the Ports: BC and the Cruise Tourism Industry” (Vancouver, BC: Canadian Centre for Policy Alternatives, 2005).

[13] Klein, “Playing Off the Ports.”

[14] B. Kayahan, R.A. Klein and B. VanBlarcom, “Overstating Cruise Passenger Spending: Sources of Error in Cruise Industry Studies of Economic Impact,” Journal of Tourism in Marine Environments 13, no. 4 (2018): 193–203.

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Cruise Tourism Economic Impact

Cruise Lines International Association (CLIA), in partnership with Tourism Economics, has released a suite of Cruise Economic Impact Studies—the first since 2019.

The cruise industry is a significant and rapidly growing segment of world tourism. Its swift, impressive rebound contributed to $138B in total economic output and 1.2 million jobs globally in 2022, as detailed in reports commissioned by CLIA and produced by Tourism Economics.

In recent decades, overall travel demand has increased across the globe due to rising standards of living, changes in consumer behavior and improved access to transport, among other factors. This growth has benefitted many tourism sectors, including the cruise industry.

Notably, 2021 was a year of rebirth for cruises as pandemic restrictions were lifted and operations accelerated. Deployment jumped in early 2022 and by year's end, the total capacity deployed in terms of Available Passenger Cruise Days (APCD) clocked in just below 2019 levels.

Explore the global study, plus U.S., Canada, and Europe:

Global Report
USA Report
Canada Report
Europe Report

Key findings highlight that although the pandemic suppressed passenger volumes, the cruise industry's global activities in 2022 yielded significant economic benefits, supporting $137.6 billion in economic output, $68.9 billion in GDP, 1.2 million total jobs and $42.8 billion in wages.

Learn more about our ongoing work to provide detailed, high-frequency insights on deployment, passenger volume, and pricing across 3,000 ports and destinations.

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International Programmes 2023/2024

International Tourism Management (Cruise Business / Innovation) International Tourism Management

Bremerhaven university of applied sciences • bremerhaven.

Course details
Costs / Funding
Requirements / Registration

Courses are held in English (100%). However, basic German language skills are required.

Non-EU applicants: Winter semester: 30 June

EU applicants: Winter semester: 15 July

More information: https://www.hs-bremerhaven.de/en/study/application-for-bachelor-courses

International Tourism Management is a business management degree programme, whereby you can focus on the cruise market or innovations. Our students are trained for roles in product management, marketing, sales and human resources. Possible employers range from destination management organisations, tour operators, shipping companies, and hotels to consulting firms. Due to the broad nature of this study programme as well as the internationality and the practical relevance of the programme, our graduates have very good career opportunities.

The Bachelor's degree programme in International Tourism Management BA is a four-year full-time programme, and 240 credit points are earned with the degree. Students gain an overview of economic action and decision-making, how companies function, and how products are designed and resources are managed. Throughout the degree programme, students work on a number of projects where the theoretical knowledge can be applied in practical cases – current challenges of the tourism industry, individual tourism companies and society are addressed. In this way, students not only gain important practical experience but also make a valuable contribution to society and develop personal skills in a career-oriented manner. In the fifth and sixth semesters, students work abroad, whereby a semester abroad can be integrated.

The first four semesters introduce the basics of business administration and provide a comprehensive insight into the various disciplines in tourism (tour operators, hotel industry, destinations, etc.). The third year includes a year abroad to gain practical experience in the international tourism market. The final year of study focuses primarily on developing management skills within the chosen specialisations: Cruise Business or Innovation.

Integrated study abroad unit(s)
Training in intercultural skills
Study trips
Projects with partners in Germany and abroad
International comparisons and thematic reference to the international context
Content-related regional focus

After studying for two years, students get the chance to transfer their newly gained knowledge into life outside the university. Both the fifth and sixth semesters are spent abroad – either studying in a foreign country or working for interesting companies. During this year, students gain experiences that will help them not only to improve their academic skills but also to grow personally. There are two possibilities for how to spend the year. Students can either study abroad for one semester followed by an internship or do two internships.

343 EUR (winter semester 2022/2023)

The semester contribution includes a semester ticket covering public transport in Bremerhaven, Bremen, and the surroundings.

Living costs in Bremerhaven are rather low in comparison to other German cities. The estimated amount of 800 to 900 EUR per month should be sufficient to cover basic expenditures. However, the amount of money spent by the student strongly depends on his or her own standard of living. Here is a rough estimation of monthly costs: health insurance: 100 EUR (for non-EU applicants), rent: 250 to 350 EUR, food, and other costs: 350 to 450 EUR.

The essential requirement for admission into the ITM programme is the successful acquirement of a higher education entrance qualification (Fachhochschulreife, high school diploma, A-Levels, Baccalaureat, Gao Kao, etc.). Non-European applicants need to apply via uni-assist.

Applicants must provide proof of their German and English skills according to the Common European Framework of Reference (CEFR):

German level A1

English level C1 (exceptions: English native speakers and/or a preceding Bachelor's study programme taught 100% in English)

Hochschule Bremerhaven c/o uni-assist e.V. 11507 Berlin Germany

Students may work up to 120 days (or 240 half days) per year. The university offers student jobs (student tutor, lab assistant, etc.) currently at a rate of 12 EUR per hour.

Accommodation is available through the Student Service Office ( Studierendenwerk Bremen ) or on the private market. A single or two-room flat costs approx. 200 to 240 EUR. Private accommodation can be found online:

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IMAGES

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COMMENTS

What Is Cruise Tourism?
Cruise tourism is popular in the Caribbean, Mediterranean and Arctic amongst other destinations. In essence, cruise tourism is a luxurious form of travelling, involving an all-inclusive holiday on a cruise ship of at least 24 hours, with a set and specific itinerary, in which the cruise ship calls at several ports or cities.
Cruise tourism management: state of the art
Yet, cruise tourism represents a minor fraction of tourism-related literature and research (Papathanassis and Beckmann, 2011). This study aims to examine the main trends and state-of-the-art developments in cruise tourism. The intension is to provide a starting point, a basis for non-specialists in this area, for further interdisciplinary research.
Cruise tourism destinations: Practices, consequences and the road to
In practice, cruise tourism sustainability typically is considered in relation to social, economic and environmental impacts ( James et al., 2020 ). Tourism destinations have been investigated for nearly five decades, and this research has accumulated a wealth of findings, themes and rationale. Examples include tourism as an economic driver for ...
The Asia cruise tourism industry: Current trend and future outlook
2.2. Cruise tourism. Tourism is a kind of travel for business or pleasure. Also, it is the theory and practice of touring, the business of accommodating, entertaining and attracting tourists (Oxford English Dictionary, 2005).The World Tourism Organization (2018) clearly defines tourism as "beyond the common perception of tourism as being limited to holiday activity only, as people traveling ...
Hospitality Management: Cruise Line Operations Specialization
Overview. Known as the MBA for the hospitality industry, FIU's online master's degree in Hospitality Management is an applied business degree that gives you the flexibility to learn in your own space, at your own pace. Within the Hospitality Management master's degree program, the Cruise Line Operations Specialization, the first of its ...
Edmund Bartlett
The 2010-20 period ushered in the fastest growth ever in the cruise industry worldwide, with significant impacts on the marine and coastal environment. Before the COVID-19 pandemic, the Jamaican economy earned an average of US$174.5 million through cruise tourism. In 2020, the foreign exchange earnings for cruise tourism totalled US$45.5 million.
A Study on the Trends of the Global Cruise Tourism Industry
Stable financial operation is the essential factor for the sustainable development of the cruise tourism industry. The cruise industry was one of the fastest growing before the COVID-19 pandemic. The industry is capital intensive, has an enormous supply chain, serves to improve many ports-of-call economies, hires an immense quantity of people worldwide, and has a substantial economic ...
Full article: What drives the consumption of cruise ship tourism
1. Introduction. Cruise tourism is a niche market widely understood as a vacation trip by cruise ships, often characterized as floating resorts dedicated to leisure (Petrick & Durko, Citation 2016; Research Centre for Coastal Tourism, Citation 2012).It is a luxury form of tourism to the sea and its shores on vessels with an all-inclusive holiday package.
Cruise Tourism and Society: A Socio-economic Perspective
The growth and increased popularity of cruises is accompanied by a number of sustainability issues concerning the environment, the port economies and societies; on board and at shore. The sustainability imperative ultimately leads to operational, economical as well as image-related challenges for the sector's decision-makers and stakeholders.
A decade of 'blue tourism' sustainability research: Exploring the
The sustainable management of tourism and general and cruise tourism in particular is a complex managerial undertaking, requiring the involvement of multiple stakeholder groups, at both the local and regional levels (Cajaiba-Santana et al., Reference Cajaiba-Santana, Faury and Ramadan 2020).
International Tourism Management: Cruise Business
The Cruise Business study program prepares students to work in various areas of the cruise industry. Our students are trained for tasks in product management, marketing, sales or personnel. Possible employers are shipping companies, tour operators, terminals or suppliers. The specialisation "Cruise Business" offers various specialised modules.
Home
Cruise Tourism Partners (CTP) are experienced management and tourism consultants that focus on destinations looking to introduce, develop, and grow cruising in a sustainable way. With cruise tourism well and truly recovered from COVID-19 travel restrictions it's a great time for destinations to take stock and plan for the next decade of growth.
The economic, social, and environmental impacts of cruise tourism
Measures community local impacts of cruise tourism. ... According to port management, 29 cruise ships, carrying a total of 54,541 passengers, added the stop between October 2014 and December 2016 (Jorgensen, 2016). These passenger values do not represent additional cruise tourists entering the country, but a shift that sees 5.4% of total ...
Sustainable Cruise Tourism Development Strategies
Cruise tourism is characterized by bringing large numbers of people to concentrated areas of destinations for brief periods, thus multiplying and concentrating the impacts. Cruise development may lead to loss of precious biodiversity and destruction of cultural heritage if infrastructure and itinerary development outpace monitoring and ...
Current issues in cruise tourism: deconstructing the 6th International
Alexis Papathanassis Chair for Cruise Management and eTourism, Institute for Maritime Tourism, Bremerhaven University of Applied Sciences, Bremerhaven, ... diverged from the mainstream marketing- and economic-related focus dominating cruise tourism research. The emergence of practically-relevant, under-researched areas can be attributed to the ...
Responsible Cruise Tourism: Issues of Cruise Tourism and Sustainability
The goal of this article is to illustrate how a responsible tourism lens measures the impact of cruise tourism and, with its focus on the perceptions of host communities, more effectively addresses grassroots concerns. Case examples are used to identify and describe challenges faced by governments, communities, and the cruise industry.
BA International Tourism Management (Cruise
Master all areas of cruise and tourism management . During the program, students will learn all of the skills needed to organize successful operations of cruises, from finances, transportation, hotel management, and entertainment to technology, logistics, navigation, safety, environmental protection, languages, and cultures.
Is Cruise Ship Management the Right Career for You?
Cruise Ship Management: Course Overview. The course, which will be supervised by a cruise ship operations expert, will also include guest speakers from cruise industry experts and student trips to cruise ships to provide an engaging presentation of the most up-to-date knowledge and problems in this exciting subject.
Cruise Tourism Logistics: Enhancing the Caribbean Tourism Value Chain
Enhancing the Caribbean Tourism Value Chain. This paper provides a systematic review of logistics within cruise industry and advances the argument that logistics management underpins that industry; and, that logistics can be used as a competitive advantage for the Caribbean region. By Curtis Dennie. 2019, July 1: The service sector contributes ...
Ross A Klein
Ross A. Klein, PhD. Professor, Memorial University of Newfoundland, Canada. Following the COVID-19 caused shutdown in early 2020, the cruise industry began a return in early 2022 and over-optimistically expects to be back to normal in 2023. The restart was slow, and not without difficulties caused by the lingering effects of the pandemic.
Cruise Tourism
1. Introduction. Cruise tourism is one of the fastest growing tourism segments, and it has undergone significant transformation, especially in the last few decades [] [].Since 1990, the average annual passenger growth has reached about 6.63%, with cruise tourists increasing from 7.21 million in 2000 to 26.86 million in 2019 [].The number of passengers originating from Asia hit a record high in ...
Cruise Tourism Economic Impact
Cruise Tourism Economic Impact - Tourism Economics. Tourism Economics US Headquarters. 303 West Lancaster Avenue, Suite 2E. Wayne, PA 19087. U.S. +1 610 995 9600. Tourism Economics Europe Headquarters. Abbey House. 121 St Aldates. Oxford, OX1 1HB.
International Tourism Management (Cruise Business / Innovation)
International Tourism Management is a business management degree programme, whereby you can focus on the cruise market or innovations. Our students are trained for roles in product management, marketing, sales and human resources. Possible employers range from destination management organisations, tour operators, shipping companies, and hotels ...