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Chapter 11 Managing the reputation of cruise lines in times of crisis A review of current practices

DOI: 10.23912/9781911396673-4102

ISBN: 9781911396673

Published: July 2019

Component type: chapter

Published in: Reputation and Image Recovery for the Tourism Industry

Parent DOI: 10.23912/9781911396673-3803

Abstract

Serving as both a luxury hotel and a traveling city, the cruise line industry acts as one of the fastest growing sectors within the tourism and hospitality industry. With a 62% growth in demand from 2005 to 2015, the cruise line industry expects to welcome 28 million global passengers on board (Cruise Line International Association [CLIA], 2018). According to CLIA (2018), the top five source markets of the global cruise industry are the United States (11.5 million passengers in 2016), China (2.1 million passengers in 2016), Germany (2 million passengers in 2016), United Kingdom (1.9 million passengers in 2016), and Australia (1.3 million passengers in 2016). Although the United States ranks as one of the most important markets for the cruise industry, the number of domestic cruise line companies remains relatively small, which is due to the necessity of obtaining substantial capital investment, and the intense competition (Ryschka et al., 2016).
Within such a competitive market, reputation has become one of the key assets that cruise line companies cannot simply overlook (Weaver, 2005). Reputation refers to “the prestige or status of a product of service, as perceived by the purchaser, based on the image of the supplier” (Petrick, 2002:125). Reputation helps distinguish a particular brand from others as well as affecting peoples’ attitude, perceptions, and purchasing intentions (Petrick 2002, 2011; Weaver, 2005). The strong relationship between reputation and consumer decisions and behaviors has been well reported by numerous empirical studies, including both the general marketing literature (e.g. Olshavsky & Granbois, 1979) and the cruise tourism literature (e.g. Perick, 2002, 2011).

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Contributors

  • Bingjie Liu-Lastres, Department of Tourism, Event, and Sport Management, School of Health and Hunan Science, Indiana University-Purdue University Indianapolis, USA. (Author)
  • Amy M Johnson, Department of Tourism, Event, and Sport Management, School of Health and Human Science, Indiana University-Purdue University Indianapolis, USA. (Author)

For the source title:

  • Gabby Walters, Tourism Discipline, School of Business, University of Queensland, St Lucia, QLD (Editor)
  • Judith Mair, Associate Professor, UQ Business School, University of Queensland, Australia (Editor)

Cite as

Liu-Lastres & Johnson, 2019

Liu-Lastres, B. & Johnson, A.M. (2019) "Chapter 11 Managing the reputation of cruise lines in times of crisis A review of current practices" In: Walters, G. & Mair, J. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911396673-4102

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Published in Reputation and Image Recovery for the Tourism Industry

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