Sunsail rebrand to broaden appeal

Sunsail rebrand to broaden appeal

By Phil Davies

Sunsail rebrand to broaden appealYachting specialist Sunsail is seeking to encourage more holidaymakers onto the water with a brand revamp.

The new brand identity is being unveiled this week in an effort to appeal to a wider customer base.

Research by the Tui-owned operator found that potential customers find it difficult to engage in sailing holidays due to a long list of perceived barriers to entry – it’s expensive, it’s too hard, it takes too long to learn, it’s cramped and uncomfortable and it’s “not for me”.

The company’s priority is to cater for the needs of ‘new to sailing’ consumers by helping them to more easily discover and experience the range of activities and holiday options available in destinations.

Sunsail provides a fleet of more than 800 yachts in 27 locations worldwide and runs a Beach Club in the Mediterranean.

The new brand identity reflects that “whoever has an experience with Sunsail has a sense of personal fulfillment,” the company said.

Head of global marketing Simon Conder said: “It is important that Sunsail retains its established values but at the same time develops a new and modern identity.

“The rebranding exercise will ensure that we get the right message out there. We feel it’s important to let people know what Sunsail stands for and ultimately make it easier for our current and potential clients to choose our brand and products.

“The brand identity now reflects and supports the leading position and landscape for Sunsail.

“Sunsail shares with its customers an incredible enthusiasm for sailing and its holidays offer zest, vitality and, above all, fun for all”.

Prices start at £399 per person for a seven-night Beach Club holiday on a half board basis at Sunsail Club Vounaki in Greece including flights from Gatwick, transfers and watersports.

Royal Caribbean, Celebrity and Azamara to run as separate businesses

Royal Caribbean, Celebrity and Azamara to run as separate businesses

By Lucy Huxley

Royal Caribbean, Celebrity and Azamara to run as separate businessesRCL Cruises Ltd is to create three individual businesses for each of its brands in the UK, claiming they have each now grown to a size that warrants “increased focus and investment”.

The new structure, which will take effect from January 1, 2014, will see current associate vice president & general manager Jo Rzmowska become managing director for Celebrity Cruises. A recruitment process is already underway both internally and externally for separate managing directors for the Royal Caribbean and Azamara Club Cruises brands.

Each individual managing director will also get his or her own commercial, marketing and sales teams, as well as separate agent trainers and trade marketing budgets.

But the proposed structural and operational changes also include the consolidation of guest and trade call centres around the world – including the UK and Ireland team based in Addlestone in Surrey – into just three multi-lingual contact centres in Guatemala, Romania and the Netherlands, operated by an external partner, Xerox.

Under the proposal, the Royal Caribbean International and Azamara Club Cruises UK and Ireland guest and trade service call centres would be operated from Guatemala, resulting in the potential redundancy of 100 people. A period of consultation with potentially affected employees in Addlestone has begun today.

A Celebrity Cruises guest and trade services team, dedicated to the UK and Ireland, will be set up in the UK, employing 50 people.

Dominic Paul, who remains as vice president and managing director of Europe, the Middle East and Africa, said the proposed restructure was an important milestone in the history of the global RCL Cruises Ltd business:

“The only other market that we have this kind of focus is North America. This is the first time we have given any other market such attention. We have seen that when a market gets to a certain size of importance, this is the structure that works best to grow.

“The UK is the second-largest market globally and this move is a recognition of the growth achieved so far and to best position each cruise line for future development and growth.”

The three RCL brands collectively in the UK and Ireland have seen 8% growth in the last five years versus the overall cruise market in the UK and Ireland which has grown at 3% in the same period.

Asked if it meant the company, which is the second largest cruise operator in the world, would deploy more than the current five ships to the UK as a result of the restructure, Paul said: “This underlines our commitment to the UK market. We are investing in the brands and see the future potential for more growth. We hope that this will mean we can bring new ships into this market.”

The company said the partnership with Xerox would allow it to address efficiency challenges that are common in any business that has experienced rapid global expansion.

“As a renowned leader in this area, Xerox supplies the contact centres of many customer service focused brands globally. This proposal follows an extensive global review specifically looking at the operational efficiency of multiple guest and trade service centres around the world,” a statement said.

“All of the proposed changes are being reviewed in order to best position the business for future growth, whilst maintaining a competitive edge and strong customer service for trade partners and guests.”

Rzymowska said of her new position: “I am very passionate about all three of our brands, but the Celebrity role is the opportunity that I have been asked to look at and I am very happy with that.”

She described the search for her counterparts on the Royal Caribbean International and Azamara Club Cruises brands as “significant” because they are such “key roles going forward”.

And commenting on the creation of separate teams below them, she added: “There will be opportunities for the [current] team.”

Rzymowska said agents could expect to see more attention paid to them under the new structure.

“Everybody is in business to run a profitable business. And we believe that the trade seeing more of us, and us being able to give them more focused, dedicated time and more investment, will result in increased profitability for them.”

Rzymowska added: “Changes made earlier this year to the commissions structure are working for the business. There are currently no plans to make any changes to the base commission structures of Royal Caribbean International, Celebrity Cruises and Azamara Club Cruises, including when the dedicated brand teams take effect in January 2014.”

Proposed bills could raise nearly $1 billion in cruise taxes

Proposed bills could raise nearly $1 billion in cruise taxes

By Bill Poling
Acting on his vow to significantly boost taxation of the cruise industry, Sen. Jay Rockefeller (D-W.Va.) has introduced two bills: one to end the cruise lines’ exemption from U.S. income tax and another to impose a 5% excise tax on revenue generated by U.S. cruises.

Together, the two measures could generate hundreds of millions of dollars in tax revenue — possibly close to $1 billion, based on the industry’s 2012 results.

The income tax measure (S.1449) would terminate a cruise industry exemption contained in Section 883 of the Internal Revenue Code.

Jay _ RockefellerRockefeller said in a statement that ordinarily the U.S. requires foreign corporations to pay income tax on profits earned in the U.S., but it exempts certain overseas corporations operating foreign-flagged ships.

He said the exemption was designed to avoid multiple taxation, based on the expectation that the affected companies would pay income tax on their international shipping activities in their home countries. In practice, however, he said that doesn’t happen.

His bill would stipulate that international cruises that embark or disembark passengers at U.S. ports are “connected with the conduct of a trade or business within the United States” and therefore subject to income tax.

The provision would apply to ships with berths for 250 or more passengers. It would not apply to ferries, to ships operated by the federal or state governments, to cruises on inland waterways or that operate between U.S. ports with no foreign ports of call.

Although U.S. corporate tax rates vary considerably, depending on various factors, the average effective U.S. corporate tax rate is approximately 13%, according to a Government Accountability Office report based on 2010 data.

The big three cruise companies reported net income of nearly $1.9 billion in 2012, most of which was exempt from federal income tax. Not all of it would have been taxable under Rockefeller’s bill, but a 13% tax rate, if applied to the entire amount, would have created a tax liability on the order of $245 million.

The proposed excise tax could generate even more revenue.

Under Rockefeller’s second bill (S.1450), a 5% levy would apply to “gross receipts derived from cruises,” presumably including passenger fares, onboard sales, tour receipts and other cruise-related revenue.

The tax would apply to 100% of gross receipts when “a majority of the passengers on any covered passenger cruise embark or disembark in the United States.” If less than a majority embark or disembark in the U.S., then the tax would apply to 50% of the gross receipts attributable to that cruise.

As with the income tax, this excise would not apply to ferries, government vessels, ships with fewer than 250 berths, cruises in inland waterways or those that operate solely between U.S. ports.

According to their annual reports, Carnival Corp., Royal Caribbean Cruises Ltd. and Norwegian Cruise Line Holdings generated total revenue of more than $25 billion in 2012. If just half that amount had been subject to the 5% excise tax, the tab would have been $625 million.

The cruise industry “strongly opposes” both bills, according to a statement by CLIA Public Affairs Director David Peikin. He said the measures would make the U.S. “a very unfavorable jurisdiction for cruise lines to operate relative to neighboring countries.”

The CLIA statement continued, “Currently, U.S. tax law is generally in line with other countries which are seeking to attract and retain the very substantial jobs and economic activity generated by the international cruise line industry. S. 1449 and S. 1450 would … [place] the U.S. at a severe competitive disadvantage.”

CLIA also noted that “the cruise industry is a significant contributor to the U.S. economy, providing $42 billion in economic benefits in 2012, including more than $17 billion in wages to American workers.”

A statement issued by the Commerce Committee, which Rockefeller chairs, said the plan for an excise tax “would require cruise lines to begin paying tax levels that most other transportation industries already pay. The tax payments help cover costs of building and maintaining the nation’s infrastructure.” The statement said the tax would be “similar to the passenger taxes in the aviation industry.”

Under Rockefeller’s legislation, money generated by the cruise excise tax would go into a proposed “intermodal transportation infrastructure trust fund,” which would be used to finance infrastructure projects across all transportation modes, including aviation, highways, rail, transit and petroleum pipelines as well as maritime and port and waterway infrastructure projects.

The bill does not specify that funds from any particular mode would be invested in that sector, as is currently the case with aviation taxes.

Rockefeller’s two bills were introduced just as Congress was beginning its August recess. As of last week, they had no cosponsors and no companion bills in the House. They were referred to the Senate Finance Committee, of which Rockefeller is a member.