Discovering the cruise industry’s sea of treasures
Presentado por: Bruna Milazzotto Manager, Port Operations & Government Relations South & Central America
La Industria – The Industry
Donde esta la Industria – Where’s the Industry
Los Lucros de la Industria – Show me the Money
Peru y la Industria – Peru and the Industry
Colombia, Modelo de Éxito – Colombia, Model of Success
Facil con la FCCA – Easy as FCCA
En 2016 la industria llegó al recorde de 24.7 millones de pasajeros en el mundo
(In 2016, a record 24.7 million passengers cruised globally)
La projección para 2017 es de un nuevo recorde de 25.8 millones de pasajeros en el mundo
(The industry estimates that 25.8 million will cruise globally in 2017)
Entre los años de 2017 y 2023 esta proyectada la contrucción de 42 nuevos buques de las armadoras asociadas a la FCCA y una inversión de más de $36 billones de dólares
(The current cruise ship order book from 2017-2023 includes 42 new ocean-going
vessels from FCCA Member Lines, with an investment value of more than $36 billion)
33.7%
4.1%
2.7%
18.7%
11.7%
9.2%
6.1%
13.8%
*Data from 2017 Cruise Industry Overview
En el año de 2015 el turismo de cruceros ha generado:
In 2015, cruise tourism generated:
$126.97 billones en contribuición a la producción ($126.97 billion in total output contribution)
$58.59 billones en gastos directos ($58.59 billion on total direct expenditures)
$40.76 billones en contribución al empleo total generando 956,597 empleos
($40.76 billion total employment contribution through 956,597 jobs)
*Data from 2015 BREA study, “the global contribution of cruise tourism”
En 35 destinos asociados a la FCCA por el Caribe y America Latina durante la temporada de 2014- 2015, la industria de cruceros ha generado:
In 35 FCCA partner destinations throughout the Caribbean and Latin America during the 2014-2015 season, cruise tourism generated:
$3.2 billones en gastos totales de la industria ($94.1 millones por destino)
($3.2 billion in total cruise tourism expenditures - $91.4 million per destination)
$2.5 billones en gastos de pasajeros (promedio de $103.83 por pasajero)
($2.5 billion in total passenger expenditures - average of $103.83 per passenger)
$302 millones en gastos de tripulación (promedio de $67.10 por tripulante)
($302 million in total crew expenditures - average of $67.10 per crew)
$401 millones en gastos de la linea de cruceros
($401 million in cruise line expenditures)
$976.5 millones en sueldos de 75.050 empleados
($976.5 million in wage income through 75,050 jobs)
*Data from the 2015 BREA study, “Economic Contribution of Cruise Tourism to the Destination Economies”
Total de recaladas (temporada de 2015-2016):
(total calls 2015-2016 season):
◦ Callao 33
◦ Salaverry 18
◦ Pisco 18
◦ Matarani 01
Total de recaladas (temporada de 2016-2017):
(total calls 2016-2017 season):
◦ Callao 28
◦ Salaverry 18
◦ Pisco 18
◦ Matarani 01
Servicio de Migraciones para pasajeros y tripulantes (Immigration Procedures Guests and Crew)
Dificultad de obtener água directamente del muelle – hay que comprar de barges (lack of fresh water supply at the dock - barges are to be hired instead)
Falta de servicio de K9 y de estiba para provisiones (lack of K9 and Stevedors for provisioning)
Asignación de muelle (berthing schedule)
Logística de buses y taxis (logistics with shuttle buses and taxi services)
* Data from A.J Broom Peru and APM Terminals
Colombia's Cruise Tourism Economic Impact
Economic Impact Driver 2005/6* 2014/5** Difference
(Millions)
Passenger Spending $3.7 $37.0 $33.3
Crew Spending $0.2 $2.1 $1.9
Estimated Cruise Lines' Expenditures $0.6 $9.3 $8.7
Employee Wage Income $0.8 $6.9 $6.1
TOTAL $5.3 $55.3 $50.0
Notes:
Figures in USD millions.
*Figures from BREA's 2006 report: Economic Contribution of Cruise Tourism to the Destination Economies
**Figures from BREA's 2015 report: Economic Contribution of Cruise Tourism to the Destination Economies
Total de recaladas en Cartagena, Colombia (temporada de 2016-2017): 216 (total calls in Cartagena, Colombia – season 2016-2017): 216
N.B. This does not include indirect economic contributions, e.g. supplies purchased to operate tours, nor does it include the additional spending from cruisers returning as stay-over guests (49% of cruise passengers surveyed were likely to return for a land-based vacation). It also does not include items like crew health care, cruise line onshore spending (e.g. hotel, food and beverage) or marketing (collateral, broadcasts, etc.).
Como se puede alcanzar los mismos éxitos? Es fácil porque la FCCA:
How can you achieve all this? It’s as easy as the FCCA:
Crea contacto directo con las líneas de cruceros
(Creates direct partnerships with the cruise lines)
Maximiza la experiencia de los pasajeros
(Maximizes guest experience)
Conecta el país con empresas de entrenamiento de tours, mejorías del destino, ventas, seguros y otros
(Links to strategic partnerships focused on tour guide training, destination enhancement, purchasing, insurance and more) Asociados Platinum de la FCCA han obtenido:
(FCCA Platinum Members have achieved):
Incremento de pasajeros (incremento acima de los 3 dígitos)
(Triple-digit passenger arrival growth)
Desarollo del producto ofrecido y la infrastructura en el destino
(Development of destination products and infrastructure)
Constante colaboración para la mejoría de productos existentes
(Partnership to constant improve and enhance existing products)
