Royal Olympic Cruise Lines Inc. Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis

November 2024 | 50 pages | ID: R0A77410881BEN
BAC Reports

Abstracts

Royal Olympic Cruise Lines Inc. Fundamental Company Report provides a complete overview of the company’s affairs. All available data is presented in a comprehensive and easily accessed format. The report includes financial and SWOT information, industry analysis, opinions, estimates, plus annual and quarterly forecasts made by stock market experts. The report also enables direct comparison to be made between Royal Olympic Cruise Lines Inc. and its competitors. This provides our Clients with a clear understanding of Royal Olympic Cruise Lines Inc. position in the Industry.

• The report contains detailed information about Royal Olympic Cruise Lines Inc. that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
• Another part of the report is a SWOT-analysis carried out for Royal Olympic Cruise Lines Inc.. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
• The Royal Olympic Cruise Lines Inc. financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
• In the part that describes Royal Olympic Cruise Lines Inc. competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
• Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Royal Olympic Cruise Lines Inc. business.

About Royal Olympic Cruise Lines Inc.

Royal Olympic Cruise Lines Inc (the company) was formed in 1995, by the owners of two cruise lines, Sun Line and Epirotiki, combined operations to form a joint venture called Royal Olympic Cruises, or ROC. The Company is the cruise operator in the Eastern Mediterranean, with approximately 55% of total industry berth/days capacity in 2002. The company tries to create vacation experiences by offering destination-oriented cruises to sites of historical and cultural significance, combined with high standards of accommodation and passenger service.

The Company’s fleet in 2002 consisted of seven overnight cruise ships, ranging in capacity from approximately 450 to 836 passengers. From March to November, the company offers cruises of three to 21 days that call on an aggregate of more than 49 destinations in the Eastern Mediterranean, with over 215 separate departures. Between December and April, the company operates two ships, offering cruises from Fort Lauderdale to the Amazon and Orinoco River and South and Central America, and a third vessel is chartered to a German tour operator for cruising in the Mediterranean from Italy to the Canary Islands. A fourth vessel was chartered during the winter of 2002 in South Africa. In 2002, approximately 152,500 passengers sailed on cruises that the company offered for a total of approximately 961,500 passenger days. Its vessels, all of which are Greek flagged, sailed at approximately 83% paid occupancy throughout the year.

Operations

Company Fleet

The company operated seven ships between March and November 2002, two of which the company also operated between December 2001 and March 2002. The company offers overnight itineraries ranging from three to 21 days.

The Odysseus was built in 1962 by Society Espanola Shipyard (Spain) and was refurbished when it was acquired by Epirotiki in 1988. It has a passenger capacity of 400 passengers and primarily operates in the Mediterranean and the Baltic from March to November and in South and Central America from December to February. The Odysseus features an outdoor pool, jacuzzis, a hospital, a fitness center and spa, a beauty shop, a showroom, four bars and lounges, a casino, shops, a library and a child care program. Over 90% of the cabins on board the Odysseus are outside cabins.

The Stella Solaris was built in 1953 by Ateliers Chantiers de France (France) and was acquired by Sun Line in 1970 and refurbished in 1972. It has a passenger capacity of 610 passengers and operates in the Mediterranean from March to November and in South and Central America from December to February. The Stella Solaris features two outdoor pools, a fitness center and a spa, a beauty shop, a cinema, a disco, a hospital, showrooms, four bars and lounges, a casino, shops, two libraries and a child care program.

The Stella Oceanis was built in 1965 by Cantiere Riuniti Trieste (Italy) and was acquired by Sun Line in 1967. It has a passenger capacity of 294 passengers and primarily operates in the Mediterranean. The Stella Oceanis features an outdoor pool, a fitness center, a hospital, three bars and lounges, shops, a library and a card room.

The Triton was built in 1971 by Rotterdamsche Dry Dock (Holland) and was acquired by Epirotiki in 1992. It has a passenger capacity of 670 passengers and primarily operates in the Mediterranean. The Triton features an outdoor pool, a fitness centre, a hospital, a beauty shop, a showroom, four bars and lounges, a casino, shops, a library and a child care program.

The Olympia I was built in 1953 by Ansaldo S.p.A. (Italy). It has a passenger capacity of 1,050 passengers. In fiscal 2002 this vessel was not operated. The Olympia I features three restaurants, lounges, an outdoor pool, two show lounges, shops and large deck areas.

The World Renaissance was built in 1965 by Chantiers de l'Atlantique (France). The company acquired it in 1997 from PT Awani Modern Group. The World Renaissance has a passenger capacity of 480 and features bars, lounges, two outdoor pools, show lounges, a dining room, a disco, a fitness center, a hospital, a beauty salon and shops.

The Olympia Countess (formerly, the Cunard Countess) wa

The above Company Fundamental Report is a half-ready report and contents are subject to change.
It means that we have all necessary data in our database to prepare the report but need 2-3 days to complete it. During this time we are also updating the report with respect to the current moment. So, you can get all the most recent data available for the same price. Please note that preparation of additional types of analyses requires extra time.

Contents

RESEARCH METHODOLOGY

DISCLAIMER

1. ROYAL OLYMPIC CRUISE LINES INC. COMPANY PROFILE

1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History

2. ROYAL OLYMPIC CRUISE LINES INC. BUSINESS OVERVIEW

2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units

3. ROYAL OLYMPIC CRUISE LINES INC. SWOT ANALYSIS

3.1. Overview
3.2. Strengths
3.3. Weaknesses
3.4. Opportunities
3.5. Threats

4. ROYAL OLYMPIC CRUISE LINES INC. FINANCIAL ANALYSIS

4.1. Financial Statements
4.1.1. Income Statement
4.1.2. Balance Sheet
4.1.3. Cash Flow
4.2. Financial Ratios
4.2.1. Profitability
4.2.2. Margin Analysis
4.2.3. Asset Turnover
4.2.4. Credit Ratios
4.2.5. Long-Term Solvency
4.2.6. Growth Over Prior Year
4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot

5. ROYAL OLYMPIC CRUISE LINES INC. COMPETITORS AND INDUSTRY ANALYSIS

5.1. Royal Olympic Cruise Lines Inc. Direct Competitors
5.2. Comparison of Royal Olympic Cruise Lines Inc. and Direct Competitors Financial Ratios
5.3. Comparison of Royal Olympic Cruise Lines Inc. and Direct Competitors Stock Charts
5.4. Royal Olympic Cruise Lines Inc. Industry Analysis
5.4.1. Industry Snapshot
  5.4.2. Royal Olympic Cruise Lines Inc. Industry Position Analysis

6. ROYAL OLYMPIC CRUISE LINES INC. NEWS & EVENTS

6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events

7. ROYAL OLYMPIC CRUISE LINES INC. EXPERTS REVIEW¹

7.1. Experts Consensus
7.2. Experts Revisions

8. ROYAL OLYMPIC CRUISE LINES INC. ENHANCED SWOT ANALYSIS²

9. GREECE PESTEL ANALYSIS²

9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors

10. ROYAL OLYMPIC CRUISE LINES INC. IFE, EFE, IE MATRICES²

10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix

11. ROYAL OLYMPIC CRUISE LINES INC. PORTER FIVE FORCES ANALYSIS²

12. ROYAL OLYMPIC CRUISE LINES INC. VRIO ANALYSIS²

APPENDIX: RATIO DEFINITIONS

LIST OF FIGURES

Royal Olympic Cruise Lines Inc. Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Royal Olympic Cruise Lines Inc. 1-year Stock Charts
Royal Olympic Cruise Lines Inc. 5-year Stock Charts
Royal Olympic Cruise Lines Inc. vs. Main Indexes 1-year Stock Chart
Royal Olympic Cruise Lines Inc. vs. Direct Competitors 1-year Stock Charts
Royal Olympic Cruise Lines Inc. Article Density Chart

1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.

List Of Tables

LIST OF TABLES

Royal Olympic Cruise Lines Inc. Key Facts
Profitability
Management Effectiveness
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Royal Olympic Cruise Lines Inc. Key Executives
Royal Olympic Cruise Lines Inc. Major Shareholders
Royal Olympic Cruise Lines Inc. History
Royal Olympic Cruise Lines Inc. Products
Revenues by Segment
Revenues by Region
Royal Olympic Cruise Lines Inc. Offices and Representations
Royal Olympic Cruise Lines Inc. SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Royal Olympic Cruise Lines Inc. Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Credit Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Royal Olympic Cruise Lines Inc. Capital Market Snapshot
Royal Olympic Cruise Lines Inc. Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Industry Statistics
Royal Olympic Cruise Lines Inc. Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Royal Olympic Cruise Lines Inc. Consensus Recommendations¹
Analyst Recommendation Summary¹
Price Target Summary¹
Experts Recommendation Trends¹
Revenue Estimates Analysis¹
Earnings Estimates Analysis¹
Historical Surprises¹
Revenue Estimates Trend¹
Earnings Estimates Trend¹
Revenue Revisions¹

ANALYSIS FEATURES

SWOT Analysis

SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.

Enhanced SWOT Analysis

Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:

• How to use the strengths to take advantage of the opportunities?
• How to use the strengths to reduce likelihood and impact of the threats?
• How to overcome the weaknesses that obstruct taking advantage of the opportunities?
• How to overcome the weaknesses that can make the threats a reality?

Upon answering these questions a company can develop a project plan to improve its business performance.

PESTEL Analysis

PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.

Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.

Key Factors Examined by PESTEL Analysis:

• Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
• Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
• Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
• Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
• Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
• Legal – What laws and legislation will exert influence on the style the business is carried out?

IFE, EFE, IE Matrices

The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.

The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.

The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.

Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.

Porter Five Forces Analysis

The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:

1. What composes a threat of substitute products and services?
2. Is there a threat of new competitors entering the market?
3. What is the intensity of competitive rivalry?
4. How big is the bargaining power of buyers?
5. How significant is the bargaining power of suppliers?

VRIO Analysis

VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:

• Tangible resources
  • Financial
  • Physical
  • Technological
  • Organizational
• Intangible resources
  • Human
  • Innovation and Creativity
  • Reputation
• Organizational capabilities

The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:

• Valuable?
• Rare?
• Costly to imitate?
• Organized properly?