Highlights Current shipping industry shifts can be managed using a dual cruise-cargo model. Cruise and cargo complementarities can be leveraged to achieve economies of scope. Viable growth options remain for late-comers to the cargo business. Supply chain integration aligns diverse stakeholder interests. Supply chain integration enhances overall port attractiveness. Dual cruise-cargo models require strategic combinations of attractiveness factors.
Abstract Cruise and cargo operations, though distinct seaport activities, have sufficiently similar functions that by accommodating cargo business in a largely cruise domain, a port may achieve increased attractiveness and better resource utilization. We sought to conceptualize a framework by which an existing cruise port can integrate divergent stakeholder interests to achieve port attractiveness under this duality. We adopted a qualitative approach involving in-depth interviews with experts representing the port authority and key stakeholders at Port Canaveral, the second busiest multi-day cruise embarkation port in the world. We identified a supply chain integration model as a pathway to increasing port attractiveness; with the port authority promoting a shared identity and enabling supply chain flows, while stakeholders nurture unique competencies. Our resulting decision framework comprises short- and long-term strategic combinations of attractiveness factors to derive the full benefits of location, connectivity, cooperation and market positioning. Thus, we specify essential areas for improving a port’s overall attractiveness in the context of mastering this relatively innovative dual business model.
Increasing the attractiveness of a cruise port for cargo business: The contribution of stakeholders
2021-04-13
10 pages
Aufsatz (Zeitschrift)
Elektronische Ressource
Englisch
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