Seabourn Cruise Line had the reputation as the world’s most elite and most expensive cruise line. It was purchased by Carnival Corp who in an effort to apply cost cutting measures, sold off three of the line’s odd-sized ships leaving a fleet of smaller but similar, yacht-like vessels. Further efforts to economize resulted in new, on-board charges for services and amenities that had customarily been free, such as wine and spirits. Major declines in bookings resulted. Read Case Study
CHALLENGE
Prospects are among the world’s most affluent vacationers. However these sophisticated travelers still know and appreciate value. Negative word of mouth from friends, travel agents and industry competitors created the impression that Seabourn had lost its luster; was no longer the premium, luxe experience at sea. Competition crept in, with the promise of better service and amenities.
Reverse negative image amongst consumers and industry by improving product and re-launching the brand. Fill ships and maintain yields in the face of new competition.
STRATEGY
Tinsley recommended repositioning and renaming Seabourn
The Yachts of Seabourn. Communicated via high-end consumer and travel trade magazines, internet and direct response, point of purchase and collateral material, that Seabourn had returned as a new and reinvented product. Campaign theme “Intimate Ships, Uncompromising Luxury” was created to support premise that Seabourn provides the ultimate in small-ship, ultra-luxury cruise experience to the most desirable destinations on earth.
RESULTS
Revitalized product and repositioning strategy credited with returning Seabourn to profitability. Post-campaign awareness and brand perception study against the trade and consumers confirmed that Seabourn had recaptured its top rating against competition. Ships sold out with increased yields.
