Cruise home-port selection criteria

Papachristou, Aimilia A.; Pallis, Athanasios A.; Vaggelas, George K.

doi:10.1016/j.rtbm.2020.100584

Cited by 12 publications

(12 citation statements)

References 32 publications

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“…Passenger safety and the cleanliness of the passenger terminal are two factors that influence whether a cruise ship chooses a port as its destination. Many authors have made the same observation [32,38,39]. Safety for cruise passengers visiting the port city is a major concern.…”

Section: Safety-environmental Aspectmentioning

confidence: 75%

“…An essential factor influencing cruise port performance is (2) accessibility; therefore, developed ports with good facilities and infrastructure are in great demand. The authors of [4,38,39] concluded that port cities with well-planned transportation infrastructure and connectivity are more visited and developed. Accessibility is an important factor for port performance since it substantially impacts efficiency, competitiveness, and economic growth.…”

Section: Traffic-technical Aspectmentioning

confidence: 99%

“…They pointed out that this factor (pier lengthening) substantially influences the number of ships that arrive and the revenue generated by the port. According to several researchers, port fees are one of the primary elements influencing a ship's choice to pick a port as a cruise ship destination [32,38,39]. The port fees criterion can be presented with the following equation:…”

Section: Socioeconomic Aspectmentioning

confidence: 99%

See 2 more Smart Citations

Cruise Port Performance Evaluation in the Context of Port Authority: An MCDA Approach

2022

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When it comes to analyzing cruise port performance, port operators have a challenging task because there are no widely accepted or well-known procedures for evaluating cruise port performance. Any performance measures used by port authorities are rough and only offer an approximation of the terminal’s operational performance. Therefore, the purpose of this article is to present a multi-criteria assessment model to assist port authorities in evaluating cruise port performance from a multidisciplinary perspective. We investigated the compatibility and utility of combining the AHP and TOPSIS methods in a proposed MCDA model for assessing cruise port performance. The AHP method was used to provide the weights of port performance indicators, and the TOPSIS method was used to assess the port performance and to create a rank list of ports. A case study involving four Mediterranean cruise ports, Barcelona, Piraeus, Civitavecchia, and Marseille, was used to show the model’s application. The case study results reveal that the safety–environmental aspect is the most important aspect in assessing cruise port performance. We compared the proposed model to a state-of-the-art paper and discovered that our model can successfully cope with various multi-criteria models for port performance assessment.

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Section: Safety-environmental Aspectmentioning

confidence: 75%

Section: Traffic-technical Aspectmentioning

confidence: 99%

Section: Socioeconomic Aspectmentioning

confidence: 99%

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Cruise Port Performance Evaluation in the Context of Port Authority: An MCDA Approach

2022

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“…During the 2010 decade, the number of scientific works devoted to the cruise industry increased compared to the scientific works published in the two previous decades. Studies have investigated topics such as customer loyalty [14], the sustainability of the cruise industry [15,16], seasonality of cruise operations [17][18][19], cruise passengers' satisfaction at destinations [20], cruise supply chain and its disruptions due to natural phenomena [21], homeporting selection criteria [22], residents' perceptions of cruise tourism [23], and challenges of the cruise industry [24].…”

Section: Cruise Shippingmentioning

confidence: 99%

Assessment of the dynamics of concentration and competitive positions of the Baltic cruise port system

Esteve-Pérez

Gutiérrez-Romero

2022

Eur. Transp. Res. Rev.

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Objective This study aims to investigate the degree of concentration and the competitive positions of the Baltic cruise port network. Methods A set of 29 Baltic ports are analysed, market concentration is evaluated using the analytical technique of the Herfindahl–Hirschman index, and competitive positions are determined through portfolio analysis based on the Boston Consulting Group matrix from 2000 to 2019. Results The Herfindahl–Hirschman index indicates that the Baltic cruise port system is unconcentrated with an average score of 0.11 for the analysed period, suggesting that eight of the twenty-nine ports are the dominant ports in the Baltic. Portfolio analysis results suggest that the hierarchy picture of competitive positions is dynamic and has changed over time. The Baltic cruise port system has a wide range of competitive positions. Kiel and Rostock becoming mature leaders is one of the most relevant changes in competitive positions. Implications of the research This study contributes to the literature not only by investigating the competitive positions of the second most important European operational area for cruise ships but also by filling the gap in research on the concentration and competitive strategic positions of Baltic cruise ports. This research allows seaport operators to visualise the position and progress of selected ports and predict the possible future seaport developments.

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“…However, the exploration of the challenges that cruise ports need to address is, surprisingly, missing. This is even though inconsistencies of port performance, the flexibility of vessels deployment, and the opportunities available to cruise lines in shifting calls between numerous ports and destinations, produce substantial dynamics within any given cruise regionin Europe, scholarly research has detailed frequent substantial shifting of operations from East to West or the Adriatic Sea and vice versa (Cusano, Ferrari, & Tei, 2017;Pallis & Arapi, 2016), and home-porting strategies (Karlis & Polemis, 2018;Lekakou, Pallis, & Vaggelas, 2009;Niavis & Vaggelas, 2016;Papachristou, Pallis, & Vaggelas, 2020).…”

Section: Strategic Reformsmentioning

confidence: 99%