Strategic Marketing - Case study report: Celebrity Cruise Inc. a taste of luxury

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[...] Celebrity cruises should concentrate efforts on driving part of the business through their own website. Internal distribution would not only allow cutting on fees and have higher accrued revenue, but it would also avoid frequent customers from surfing and being exposed to competition. Investing on segmented and exclusive offers through the website would help build strong customer relationship with the frequent consumers. ← Continue developing a strong going green focused strategy Celebrity's Solstice is the first cruise ship equipped with solar panels, a “green roof” and a dedicated environmental education venue. [...]

[...] Strategic Marketing - Case study report: Celebrity Cruise Inc., a taste of luxury Celebrity Cruises is a cruise line founded in 1988 by the Greek Chandris Group. In 1997, Celebrity Cruises Ltd. merged with Royal Caribbean International to become Royal Caribbean Cruises Ltd., which operates Celebrity, Royal Caribbean International, Azamara Cruises, Pullmantur Cruises and CDF Croisieres de France. Celebrity brand ships offer onboard a taste of luxury with aft-glass dining rooms, alternate dining venues, balcony and suite staterooms, large pools and lounging areas, signature bars and lounges, or elegant spas and gyms. [...]

[...] Critical Factors To gain credibility and market share in the cruise line industry, Celebrity Cruises obviously needs to improve if not change some areas of its strategy or operations. The main one would be to define a clear positioning for its potential customers. Their actual positioning is a good way to attract customers for a first stay but for those customers having different expectations, there is no chance that you can retain them if you don't deliver what they are looking for. [...]

[...] By positioning themselves in a premium market, they attract customers but struggle to really make them loyal. Celebrity also suffers from significant competition in the cruise market. Not only clear positioning in terms of image and service but also a differentiation in their offer (compare to the “big players”), could help Celebrity to succeed and create a long term competitive advantage. [...]

[...] Many lines report that those numbers are increasing, in part due to the growth of multi-generational bookings. At the same time baby-boomers segment is expected to last for at least 15 more years, with a purchasing power that allows them to bring their whole family with them in a cruise tour. Investing in senior facilities might be necessary in order to safely accommodate this segment. Alternative Celebrity's main purpose as every company is to remain profitable and expand. They should concentrate on emergent market opportunities in order to differentiate their product and service from the “big players” such as Carnival or Norwegian Cruise Line. [...]