A model of port of call management for cruise tourism, Phuket, Thailand
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2014
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eng
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546 leaves
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b195765
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Paithoon Monpanthong (2014). A model of port of call management for cruise tourism, Phuket, Thailand. Retrieved from: https://repository.nida.ac.th/handle/662723737/5274.
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A model of port of call management for cruise tourism, Phuket, Thailand
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Abstract
The study establishes a proposed model of port of call management for cruise
tourism, Phuket, Thailand under four objectives; 1) to analyze the current situation of
the cruise tourism in Phuket, Thailand, 2) to evaluate the importance levels toward
factors affecting port of call management, 3) to measure the efficiency levels of port
of call management in Phuket, Thailand and 4) to propose a model of port of call
management tailored for the cruise tourism in Phuket, Thailand.
Due to a rapid growth of cruise tourism in Asia, cruise lines have deployed more cruise ships in Asia. Thus, the comprehensive, exotic and new ports are in great demands to deliver great experience as a part of cruising.
A literature review identified the current cruise tourism situation and port of call management in particular. Four factors relevant to port of call management were extracted to examine the importance levels of port of call management and to measure the efficiency levels of Phuket’s port of call management simultaneously.
The study employed mixed research methodologies. The questionnaire was used to gather the importance levels of port of call management and the efficiency levels of Phuket’s port of call management from 562 cruise passengers of all four ship sizes during their visit at Phuket port during November to December 2013. Meanwhile, the semi-structured interviews were formulated to gather data from all stakeholders relevant to Phuket’s port of call management which were 25 land-based stakeholders, 14 cruise staff and 7 cruise passengers. Descriptive and inferential statistics (T-test, one-way ANOVA, regression, correlation, and Chi Square) were applied to analyze the quantitative data while the content analysis was employed to extract the findings from semi-structured interviews.
The cruise tourism in Phuket has grown significantly, indicated by a higher number of cruise ships and cruise passengers especially Asian cruisers. The target market has shifted from ageing to the multi-generational mix. The size of the cruise ship visiting Phuket port tends to be bigger whereas the port capacity does not fit it.
Refer to the importance levels of port of call management, safety & security onshore, health & sanitation, cleanliness, immigration formality & custom regulation and political stability were the top five highest important ranks respectively whereas collaboration of stakeholders, social acceptance, port characteristic, national cruise policy and tourism amenity were the top five lowest important ranks in ascending order.
Meanwhile, immigration formality & custom regulation, service provider, tourism attraction, value for money and climate & sea conditions were the highest efficient variables of Phuket’s port of call management respectively. The five lowest efficient variables were port infrastructure, port facility, political stability, national cruise policy and collaboration of stakeholders in ascending order. Both results are consistent with the findings from interviews. In addition, a comparison between importance and efficiency levels using IPA revealed that the widest gap was port infrastructure, following with port facility, political stability respectively; while, immigration formality & custom regulation, climate & sea conditions and tourism activity showed the narrowest gaps in ascending order.
Ultimately, a model of Phuket’s port of call management was proposed under the four missions which are 1) tourism products & service enhancement, 2) safety performance priority, 3) port development, and 4) cruise tourism promotion.
Due to a rapid growth of cruise tourism in Asia, cruise lines have deployed more cruise ships in Asia. Thus, the comprehensive, exotic and new ports are in great demands to deliver great experience as a part of cruising.
A literature review identified the current cruise tourism situation and port of call management in particular. Four factors relevant to port of call management were extracted to examine the importance levels of port of call management and to measure the efficiency levels of Phuket’s port of call management simultaneously.
The study employed mixed research methodologies. The questionnaire was used to gather the importance levels of port of call management and the efficiency levels of Phuket’s port of call management from 562 cruise passengers of all four ship sizes during their visit at Phuket port during November to December 2013. Meanwhile, the semi-structured interviews were formulated to gather data from all stakeholders relevant to Phuket’s port of call management which were 25 land-based stakeholders, 14 cruise staff and 7 cruise passengers. Descriptive and inferential statistics (T-test, one-way ANOVA, regression, correlation, and Chi Square) were applied to analyze the quantitative data while the content analysis was employed to extract the findings from semi-structured interviews.
The cruise tourism in Phuket has grown significantly, indicated by a higher number of cruise ships and cruise passengers especially Asian cruisers. The target market has shifted from ageing to the multi-generational mix. The size of the cruise ship visiting Phuket port tends to be bigger whereas the port capacity does not fit it.
Refer to the importance levels of port of call management, safety & security onshore, health & sanitation, cleanliness, immigration formality & custom regulation and political stability were the top five highest important ranks respectively whereas collaboration of stakeholders, social acceptance, port characteristic, national cruise policy and tourism amenity were the top five lowest important ranks in ascending order.
Meanwhile, immigration formality & custom regulation, service provider, tourism attraction, value for money and climate & sea conditions were the highest efficient variables of Phuket’s port of call management respectively. The five lowest efficient variables were port infrastructure, port facility, political stability, national cruise policy and collaboration of stakeholders in ascending order. Both results are consistent with the findings from interviews. In addition, a comparison between importance and efficiency levels using IPA revealed that the widest gap was port infrastructure, following with port facility, political stability respectively; while, immigration formality & custom regulation, climate & sea conditions and tourism activity showed the narrowest gaps in ascending order.
Ultimately, a model of Phuket’s port of call management was proposed under the four missions which are 1) tourism products & service enhancement, 2) safety performance priority, 3) port development, and 4) cruise tourism promotion.
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Thesis (Ph.D. (Integrated Tourism Management))--National Institute of Development Administration, 2014