Carnival Cruise Lines’ Joni Rein and Lynn Torrent Q and A

Carnival Cruise Lines’ Joni Rein and Lynn Torrent

By Tom Stieghorst
Carnival Conversations, a new program at Carnival Cruise Lines, aims to mend the company’s frayed relations with travel agents. Heading the program are Lynn Torrent, executive vice president of sales, and Joni Rein, vice president of worldwide sales. Both joined Carnival in 2008 from Costa Cruises and have held their current jobs since 2009. Last week, Senior Editor Tom Stieghorst spoke with them about Carnival’s outreach to agents.

Q: Agents have been asking for support from Carnival for a long time. Why do this now?

Joni ReinRein: The core piece of Carnival Conversations is really about a two-way dialogue. Over the course of the last several months, as Lynn and I, in reaching out to partners, heard some feedback that we’re not valuing the trade, I think we learned that there was a lot of animosity that was not clear to us. We thought we had done a good job in communicating outwardly to the travel agent community, but what we realized is we didn’t give them an opportunity to reach back. So I think that Carnival Conversations allows a number of different ways for travel agents to express themselves real-time, without letting things build up.

Torrent: I think one of the things Joni and I heard loud and clear is that many travel agents believe we don’t value them, and they’re upset by changes we’ve made. And those were hard words for us to hear. We have some great relationships, so we didn’t hear it from everybody, but even the accounts we have good relations with said, “Well, others feel this way.”

So this is our way of saying we take it seriously, and we’re committed not only to getting the message out but to taking the actions we need to take so that travel agents believe it.

Q: What actions are you referring to in particular?

Torrent: We’ve taken some already, and we plan, as a byproduct of these road shows, to listen and take more. In our contact centers, we heard some agents do not feel we were providing a level of service that they need. If they were struggling to do something on our online booking tool, our [inside] agents were not familiar enough with it or were referring them back to it, so we ramped up our staffing in the call center, we’ve done more specialized training in that online booking tool. We also heard that some of our pricing and promotions were just too complicated. That one’s a little tougher to fix, but we have our senior folks in our revenue-planning group working on that, and some of them will be on the road shows with us. We’ll have call center senior folks, revenue planning senior folks, so we can really be responsive, and it shows our commitment that this is not just an ad campaign; this is the beginning of a more transparent, formalized way of communicating.

Q: What can be done about the time an agent has to spend rebooking tickets when the price falls?

Lynn TorrentTorrent: I think the changes we made in the call center will help that a lot. The real answer is we don’t want prices falling. As part of our overall recovery strategy, we need to get our brand back on track. Clearly the incidents that occurred took a toll on consumer demand, and therefore our prices have slipped. That’s not good for anyone. We had a lot of disruption. Our call center performance was not something I’m personally proud of. In May, we introduced a bonus commission program specifically to address that. To thank [agents] for their support and in recognition that they were on the phone a long time waiting for us to decrease the price of a booking; that’s not something that’s fair to anybody.

Q: What more can you do to stop Personal Vacation Planners (PVP) from poaching clients?

Torrent: We take it really seriously. I believe what we do actually works. To put it in context, when I first started five or six years ago, I must have received hundreds of complaints a week about PVP poaching clients, not following the rules. [Now,] maybe we do single digits a month. We encourage travel agents if they run into something to report it. We monitor calls ourselves. We have very strict rules about what agents can and cannot say on the phone. If we find that someone is not following them, we have zero tolerance, and not only do we part ways, we’ll share that with the call center so that the rest of our team is aware, and we share the outcome with travel agents.

Q: Spending for preferred-supplier programs has been tightened. Several have dropped out. Do you foresee that changing?

Torrent: The changes we made overall last year were the right changes. I think we may have pushed some things too far, so we’re talking to partners again about potentially different relationships going forward. We’ve encouraged our entire sales team that if they or their travel agent partners believe we’re missing marketing opportunities, we should sit down and talk about those.

Q: Have you heard from agents that your promises to listen and to change aren’t credible? How do you respond?

Rein: We actually have. It doesn’t feel very good. But I hear it often enough that I have to believe that the travel agent community believes it. So it is quite humbling. The new program is going to give us an opportunity to regain trust, which I think will come over time. It’s not a magic bullet. But I believe that being more present and having that two-way dialogue, we’ll all learn a lot, and I think we just have to keep reinforcing our commitment until they trust.

Torrent: Some of our partners that we do have very good relations with have told us, “You know, Joni and Lynn, you’re not going to win everybody back, because of that issue,” so we understand that. We don’t have to like it, but we respect those decisions. But we’re also very committed, and as Joni said, over time our actions will speak to that.

Carnival CEO Steps Down and Carnivals Recovery Period.

Arison steps down as CEO of Carnival Corp.; remains chairman

By Tom Stieghorst
Arnold Donald will take over from Micky Arison as CEO of Carnival Corp.Micky Arison will give up the job as CEO of Carnival Corp., but remain chairman of the cruise company his father founded 40 years ago.

Carnival said Arnold Donald, a board member for the past 12 years, will become CEO effective July 3.

“I have been discussing this with the board for sometime now and feel the timing is right to align our company with corporate governance best practices and turn over the reins after 34 years as CEO,” Arison said. “Arnold is an exceptional professional with extensive experience in organizational leadership who will bring a fresh perspective to the company.”

Arnold has been an senior executive at Monsanto Corp., and founded and led Merisant, a company whose products include tabletop sweetener brands Equal and Canderel.

He also is former president and CEO of the Executive Leadership Council, a professional network and leadership forum for African-American executives of Fortune 500 companies.

Carnival Corp.’s Frank talks recovery period for Carnival brand

By Tom Stieghorst
Howard FrankA full recovery at the Carnival Cruise Lines (CCL) brand will take two to three years, Carnival Corp. Vice Chairman Howard Frank said in a call with Wall Street analysts.

In discussing Q2 results, Frank presented an analysis of yields both including CCL and excluding CCL, the way Carnival had previously done for Costa Cruises after the Costa Concordia accident. In answering a later question, however, Frank said the two were different situations and markets.

He said the two- to three-year full recovery period was based on consultants who looked at two negative events outside the cruise industry as models. “Their view is that although we’re a very different industry, it’s likely we will follow the same pattern.”

The impact of the Carnival Triumph and subsequent incidents tied to CCL ships will reduce Carnival Corp.’s 2013 results by about $388 million, Frank said, including $124 million for canceled sailings, $210 million in lower revenue yields, and about $54 million in vessel enhancements and extra marketing.

Frank said the extra marketing would come in three areas: funds directed at travel agents, including cooperative advertising; social media; and possibly more TV ads. In the fall, Carnival will look at marketing for particular brands, he said.

Frank explicitly thanked travel agents during the call. “Many of our travel agent partners have been very supportive during this challenging period, and for that we are very grateful,” he said.

Europe’s woes could lure more Americans to cruise there

Europe’s woes could lure more Americans to cruise there

By Tom Stieghorst
As the European financial crisis drags on and various countries’ austerity measures push unemployment skyward, cruise lines could once again find their Europe-based ships filled with North Americans this summer.

With many ships now departed on transatlantic repositioning trips, the cruise lines say that demand within Europe has been softer than anticipated, particularly in southern European countries.

Royal Caribbean Cruises Ltd. (RCCL) recently announced it will cut capacity in Europe again in 2014, reducing it to 25% of its total berths, compared with 31% as recently as 2011.

Adam GoldsteinTo a greater degree than in the past, passengers from the U.S. and Canada will be filling those ships, because their economies are performing relatively better than those in most of Europe.

“We will have more Americans cruising with us on itineraries away from North America in 2013 than we had expected,” Royal Caribbean International CEO Adam Goldstein said in a recent conference call.

On the other hand, an enticing whiff of demand in February from European travelers complicates the outlook. It might yet turn out that Europeans will cruise this year, despite unemployment rates that in some countries have risen to more than 25%.

But Europeans tend to wait until they’re close to sailing to book. So cruise executives are left to project, without a lot of certainty, how lines such as Costa, P&O and Pullmantur will do.

Micky Arison“Because of the closer-in booking pattern in Europe, that [makes] forecasting European yields much more difficult,” Carnival Corp. Chairman Micky Arison said in a mid-March conference call.

For travel agents selling European cruises to U.S. travelers, this year has been a modest improvement, at best, over 2012.

“My Europe sales are pretty consistent with last year,” said CruiseOne agent Becky Piper of Strongsville, Ohio, near Cleveland. “I can’t say they’re tremendous, but they’re OK.”

Kevin la Van, manager of Village Cruise & Travel on the southwest side of Chicago, said he’s selling one or two European cruises a month.

“The prices aren’t bad,” la Van said. “That certainly helps. But the airfares are higher. It’s kind of a wash.”

For many agents, summer is the key season, and most of those cruises have been booked.

“It’s difficult to move Europe last minute,” said Mark Fletcher, executive vice president of Mann Travels in Charlotte, N.C. He said escorted tours and river cruises are doing better than deep-water cruises.

Some agents said the European cruises they sell now tend to be for 2014.

Gayle Fortin, director of sales at Legendary Journeys in Sarasota, Fla., said a “No Air Europe” trip combining two transatlantic voyages on Oasis of the Seas next year, with a 15-day land tour sandwiched in between, is very popular.

Holland America Line Rotterdam in VeniceShe said her core business is seniors: “If their heart’s desire is to go to Italy, they’re going to go. They don’t have five years to wait.”

Meanwhile, the economies in some European countries continue to worsen. In Spain, which accounts for 9% of European cruise passengers, unemployment recently hit 27%.

Both RCCL and Carnival Corp. have written down their investments in Spanish cruise lines, based on a bleak forecast for future revenue growth. Those lines are looking outside Spain for passengers. In one example, Pullmantur will use the Monarch of the Seas, recently transferred from Royal Caribbean International, to offer southern Caribbean cruises to Latin Americans.

But the picture is far from uniform. Demand in Germany and much of northern Europe remains healthy.

Beyond Spain, Royal has indicated that the U.K., Europe’s top cruise market, is weaker than expected. Carnival officials said in March that economic uncertainty in Italy was hurting confidence in that country, Europe’s third-largest cruise market.

“With the situation with the [Italian] government basically in a stalemate, that’s not helping either,” Arison said.

However, in late February, Carnival reported a “significant uptick” in European brands’ bookings, and Royal officials said they saw “meaningful demand” from European source markets.

But Carnival also said that was partly in response to pricing actions taken in Germany and the U.K. to maintain full occupancy. Overall, prices and occupancies remain lower year over year for European cruises, Carnival said.

RCCL Vice Chairman Brian Rice said that Royal’s strategy is to divert capacity from Europe to other markets such as the Caribbean and Asia so that prices hold up even if demand is weak.

“We are happy that we took 10% of our capacity out of Europe this year,” Rice said. “We are dealing with an easy comparable [and] we think we are in a good place in terms of our capacity relative to what the market condition is right now.”

From that perspective, Royal’s forecast for European business is a little stronger than what the economy there would predict, he said.

“We view Europe as slightly better than we did three months ago,” Rice said. “But we’re not ready to declare victory there and say that that is the new treasure chest of the industry.”

Despite the current difficulties, there are good reasons for the cruise industry to stick with a European deployment strategy, according to Robin Farley, a leisure analyst for UBS Securities.

In a recent report, she wrote that although European passenger growth was only 1% last year, it has averaged 10% over the past decade, more than double the rate for North America.

European cruises tend to be more profitable than those in North America, and only 1% of Europeans cruised last year, compared with 3.7% of North Americans, a sign of higher potential growth.

Still, Farley noted that the big winner in Europe this year might be Norwegian Cruise Line, because just 15% of its passenger base comes from outside North America.

“We believe Europe, longer term, is an important market for the cruise industry, given low penetration rates,” Farley said. “But 2013 is a good year to have limited exposure to European passenger sourcing.”