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Case Title:

Star Cruises : The Growth Strategies

Publication Year : 2006

Authors: Taranjeet Chawla, Kumar Satyaki Ray

Industry: Leisure and Tourism

Region:Not Applicable

Case Code: GRS0150K

Teaching Note: Not Available

Structured Assignment: Not Available

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Abstract:
The Genting Group of Malaysia, which was engaged in hotels and resorts business, incorporated Star Cruises in 1993. Star Cruises operated cruises primarily in the Asia-Pacific region. By the year 1999, it became one of the largest cruise lines in the world. In order to extend its services to North America, the world’s largest cruise market, it acquired the Norwegian Cruise Line (NCL) in 2000. Though after the takeover Star Cruises was able to increase its revenues, its profits started to slide resulting in a cumulative loss of US$193.5 million between 2000 and 2004. However, the company management was convinced that the investment in NCL would pay off in the long run and had ambitious future plans

Pedagogical Objectives:

  • To discuss the growth strategies of Star Cruises
  • To analyse how Star Cruises grew to become the third largest cruise line the world
  • To develop an understanding of the Asia-Pacific as well as global cruise industry
  • To understand the role of Star Cruises in shaping the Asia-Pacific cruise industry.

Keywords : Cruise industry; Freestyle Cruising; Star Cruises; Norwegian Cruise Line (NCL); Growth Strategies Case Study; Genting; Asia-Pacific cruises; Carnival Cruises; Singapore Cruise Centre; Port Klang; MICE (meetings, incentives, conferences, exhibitions); NCL America; Orient Lines; Shipping; Royal Caribbean Cruise

Contents : 
Introduction
Star Cruises –The Background
Asia-Pacific Cruise Industry: Early 1990s
Star Cruises: The Voyage Commences
Acquisition Of Norwegian Cruise Line (Ncl)
The Competition
More Value For Money: Plethora Of Offerings
Cruise Industry In Asia-Pacific: Mired In Profitless Volume?

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