micky arison yachts

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But Arison's worries these days are much bigger than the routine ones that come with steering a corporate behemoth. The foundering economy and fears of terrorism and SARS are pummeling the global travel business. Outbreaks of Norwalk virus on three Carnival ships last fall and environmental-regulation violations have bruised the company's reputation. But so far Carnival and other cruise lines have managed to stay profitable, in part because they are all incorporated outside the U.S. (in Panama, in Carnival's case), enabling them to avoid U.S. corporate taxes and labor laws. But as travelers have grown reluctant to book cruises in advance, the lines have been forced to slash ticket prices dramatically, by as much as 50% from pre-Sept. 11 levels. The average price of a cruise is the same as it was in 1999, and analysts don't foresee an increase until 2005.

All this comes at a particularly bad time for Arison's company: It is stuck with boatloads of new capacity. Between them, Carnival and P&O have launched 11 new ships since 1999, and they have committed to adding 20 more over the next two years. Carnival Corp. alone has invested some $6 billion in the 13 ships it has ordered, many of which are supersized models that can carry up to 3,000 passengers. The combined company's total number of onboard beds will rise by 17.6% this year and another 16% in 2004. That's one reason Carnival's once-soaring stock dropped from $34 in May 2002 to $20 last March (it has since risen to $29). For Arison, this is the roughest sailing of his career.

If you've never been on one of the Carnival ships that made Arison rich, picture the razzle-dazzle kitsch of Las Vegas on a 2,124-passenger, 14-story, 88,500-ton vessel more than three football fields long. The Carnival Legend, for example. Passengers boarding in Fort Lauderdale gawk at the glass elevators in the eight-story-high Colossus Atrium, the wrought-iron snake chairs in the Medusa nightclub, the $3 million sound-and-lights system in the glittery multilevel theater. Blackjack tables? Clothing stores? Water slides? All here. It's a theme-park-cum-mall at sea.

That isn't everyone's idea of fun, of course. But it appeals to enough slivers of enough demographics, from retirees to twentysomething singles to middle-class families with kids, that Carnival Cruise Lines alone carried one-third of all North American cruise-ship passengers last year (and accounted for the majority of Carnival Corp.'s revenue). A trip on the Legend, which plies the Caribbean for eight days at a stretch, costs as little as $75 a day per person. But once aboard, passengers are confronted with nonstop opportunities to spend. The Legend offers every conceivable add-on, from massages ($100 per hour) to golf lessons (starting at $80) to meals at a reservations-only supper club ($25 extra per dinner).

To keep ticket prices affordable, Arison imposes tight cost controls. Carnival saves on ship design and construction by standardizing its fleets down to the bedspreads and barstools. There are no rock-climbing walls or ice-skating rinks, common on ships of rival Royal Caribbean. "They're too expensive," says Carnival Cruise Lines president Bob Dickinson. For years Dickinson refused to put shampoo or conditioner in the cabins because he calculated it would cost the company $2 million to $3 million a year. He began stocking the amenities in 1999 only after Procter & Gamble and Unilever agreed to supply them free. "At the end of the day," says Lehman Brothers analyst Felicia Rae Kantor, "this is a cost-based industry. The one with the lowest costs wins."

Arison's pack-'em-in approach helps too. Despite the troubles hanging over the industry, the Carnival line managed to run at more than 105% occupancy last year. How? The industry defines 100% occupancy as two people per room, and by equipping cabins with fold-down bunk beds on which parents can stash kids, Carnival can squeeze four guests to a room. Passengers pay less per person, but Carnival gets more bodies that will spend money once aboard.

Arison is so competitive that he embarked on a vicious 18-month battle for control of P&O Princess after No. 2 cruise company Royal Caribbean had arranged to buy it. (He had already earned Carnival the nickname "Carnivore" in the 1980s when his drive for low prices helped put two shipyards out of business.) Industry insiders say Arison couldn't stand letting P&O go to Richard Fain, Royal Caribbean's CEO. Nor can he bear to let go of the losing Miami Heat basketball team, even though he admits he "doesn't particularly love owning it." After inheriting his father's 60% stake in the team in 1990, Arison bought out his two partners and invested millions more. "I do it for my kids," he says. "And, well, I hate to lose."

That attitude runs in the family. Ted, a tenacious Israeli immigrant who ran a cargo-shipping concern his own father had founded, partnered with a Norwegian ship owner in 1966 to create Norwegian Caribbean Cruises. It started off with a refurbished 11,500-ton European car ferry, the Sunward, which sailed the Caribbean. Starting at age 18, Micky ran the ship's bingo games and helped with shore excursions while intermittently attending the University of Miami.

The partners had a falling out in 1971, leaving Ted without a ship. He promptly rounded up new investors and bought an aging 27,000-ton ocean liner he dubbed the Mardi Gras. Because the ship was so weary, he couldn't get away with charging the high prices that the retiree crowd usually paid. So he decided to target younger passengers who wanted to spend less. He named the venture Carnival Cruises. "We didn't have a lot of capital," says Arison, who had signed on as a sales representative, "so we designed it to be more like a vacation on land. And more fun."

But Carnival's early years were no party. On its first cruise in 1972 the Mardi Gras got beached on a sandbar near Miami. Subsequent cruises were dominated by a spring-break crowd even younger and wilder than the Arisons had anticipated. The company didn't turn a profit for three years. Neither father nor son flinched. "It was ingrained in me," Arison says. "As long as our pricing offers great value, we can't not succeed."

After years of steady growth and success in attracting a broader demographic, the company went public in 1987. Fueled by that IPO cash, Carnival expanded fast. In 1989--the year before Ted stepped down as CEO and named his son as his replacement--Carnival bought Holland America's four-ship fleet and its subsidiary, luxury line Windstar. In 1992, Arison bought a stake in Seabourn, which has three super-high-end yachts that carry only a few hundred passengers each. He branched into Europe with Italian line Costa Crociere in 1997. Over the next two years Arison bought out the rest of Seabourn and snapped up Cunard, the dominant line in Britain.

Along the way he resisted the urge to combine the lines' operations, leaving day-to-day decisions to their respective presidents. "I'd rather give up synergies than risk the revenue if you blow the brand," Arison says. "And as long as the company has scale, we won't need every penny of synergies." Observes Manfred Ursprunger, former CEO of Renaissance Cruises: "Arison is less hands-on, and it works."

Then came Carnival's acquisition of P&O. It was a near miracle of antitrust regulatory approval: Carnival convinced the Federal Trade Commission and the European Commission that its combined 43% global market share wouldn't enable it to control prices. It was also a personal victory for Arison. Carnival had made numerous overtures to buy P&O. But in November 2001, P&O unexpectedly struck a deal to merge with Royal Caribbean instead, which would have created a new No. 1 cruise company. Offended, Arison and his team spent months wooing P&O shareholders, convincing them to delay voting on the merger and running out the clock on Royal Caribbean's expensive poison pill. Then Arison swooped in with a better offer, creating a single company listed on both the British and U.S. stock markets, owned 74% by Carnival and 26% by P&O. By and large, analysts are enthusiastic. "This acquisition," says Lehman's Kantor, "is going to [give Arison] more scale and more power with shipyards and suppliers."

But Carnival's newly gargantuan size poses a dilemma. The company's success has been based in part on a decentralized structure and Arison's nonhierarchical management style. Carnival expects to save $100 million a year by consolidating purchasing for the combined company. But to save even more money, Arison is considering such un-Carnival moves as pooling reservations teams and sales and marketing departments from the different lines. "We're going to have to take a whole new look at our organizational structure," says chief operating officer Howard Frank.

Another problem for Carnival is what to do with all its new capacity at a time when demand--measured by advance bookings--is down. The key to filling berths, of course, is cutting prices. That's what Arison did after Sept. 11, until, he says, "at some point we hit a price level where the value of the cruise overtook the fear." That price is now shockingly low. A seven-day Caribbean cruise in an ocean-view room on the Carnival Victory sells for $1,500 a person, down from $2,100 just a year ago.

How much further is Arison willing to cut prices? Simple: as much as it takes to run his ships full. Explains COO Frank: "If they sail empty, we're not making any money on the fixed costs of building and running these ships. And if the ship is full, the guests have more fun, the crew is happier because they get better tips, and we hook more people on the idea of cruising." But that strategy may not save Carnival's bottom line. First-quarter earnings sank 2.1%, to $127 million, and the second quarter doesn't look any better.

To lure much-needed customers, Arison is doing everything that he can to calm their fears. He has already steered ships away from potential trouble spots--moving Costa's routes to the western Mediterranean and Nordic Sea, and eliminating transatlantic and eastern Mediterranean cruises. To lessen his customers' dependence on airlines, which some perceive as targets for terrorism, Arison has increased the number of domestic ports from which his ships sail, from ten to 18 over the past four years (he'll add two more this year). Industry expert Jay Lewis says that 52% of the population in the continental U.S. now lives within 250 miles of a Carnival port.

Arison points to several reasons why he expects his company to prevail. Even though Carnival's margins for the first quarter fell two percentage points from the year-earlier quarter, they were still 7.4 percentage points higher than Royal Caribbean's. The company's strong balance sheet, which shows $12.5 billion in assets and only $3 billion in long-term debt, gives it room to cut prices even further. And while Carnival's new fleet of supersized ships may seem like a liability now, it minimizes per-passenger costs by generating significant economies of scale.

Will those financial advantages be enough to keep Arison's Carnival partying? Over the long run, perhaps. But for now, the hangover is a doozy.

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Micky Arison's superyacht "Mylin IV"

The 200 ft Feadship of Carnival CEO and Miami Heat owner Micky Arison at her home berth at Miami Beach Marina.

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Monday, March 8, 2010

Micky arison - sirona iii - oceanfast - 56.4 metres - 2004.

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Micky Arison

Relationship Timeline Of Micky Arison

An Israeli-American businessman, Micky Arison is well known for being the chairman of Carnival Corporation, the world's largest cruise ship operator. Before being appointed as its Chairman, Arison served as the CEO of Carnival Corporation from 1979 to 2013. Working as its CEO for almost 34 years, he expanded the fleet from just two ships to more than a hundred. Micky is also the owner of NBA's Miami Heat , an American Professional Basketball Team. 

Micky was born on June 29, 1949, to Ted Arison , co-founder of Norwegian Cruise Lines and Mina Wasserman. Born in Tel Aviv, Israel, Mickey, along with his father, immigrated to the United States when he was still a boy. Arison got enrolled in the University of Miami but dropped out to work as a sales representative for the cruise line co-founded by his father with Knut Kloster in 1972.

Relationship Status of Micky

The Miami Heat owner Micky is committed to a marital relationship with Madeleine Arison . The couple exchanged the vows in the presence of their friends and family at a private wedding.

The duo shares two children from their marital relation; Kelly Arison and Nick Arison. No rumors or controversies are heard about the married life of Mickey and Madeleine, implying the couple is living a blissful life together.

The Net Worth of Miami Heat owner, Micky

According to Forbes , the proud owner of Miami Heat holds a staggering net worth of $8.6 Billion . Micky dropped out of the university work in the Carnival Corporation since its establishment in 1966 and is still working for the Cruise Corp.

The 70-year-old businessman was appointed as its CEO in 1979; worked for 34 years on that position until Arnold W. Donald replaced him in June 2013. Now, he is working as the Chairman of the world's most extensive cruise line. The man is only rising higher with no downfall on his career for more than half a century, which led him to increase his wealth to billions.

Arison has been the owner of Miami Heat since 1995, in which Charmaine Piula 's boyfriend, Jimmy Butler, played as a shooting guard for the team. The estimated value of the Miami Heat is $1.75 billion . Talking about the sports team valuation, the NFL's Dallas Cowboys is the most valuable sports team with the estimated net worth of $5 billion, owned by Jerry Jones .

House and Yachts of Micky

The CEO of Carnival Cruise is a longtime resident of Bal Harbour, Florida. The Arison family is the owner of several homes, including a condominium on Collins Avenue in Bal Harbour, Florida.

According to Redfin , the price of a house in Collins Avenue ranges from $867,000 to $958,000. The Arison Family probably owns a house of similar price, as mentioned.

Micky owns the superyacht Sirona III whose net worth is estimated to be $40 million. Oceanfast built it in Australia in 2004. The credit for its sophisticated interior design goes to Bannenberg & Rowell.

Another Yacht owned by Micky is Mylin IV , whose estimated networth is $50 Million . It was built by Fedashi and designed by De Voogt Naval Architects in 1992. Mylin was built by his late father, Ted, and named after his stepmother Lin.

Arison also owns a private jet whose estimated price is $65 Million. A Gulfstream G650 with registration N305CC accommodates 18 passengers. 

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Saturday, April 25, 2015

Micky arison yacht.

To give credence to her message, Arison is applying the ideals to her own life: She sold off mega-rich trappings such as her personal jet and yacht, switched to a hybrid automobile, and ordered a retrofit of her palatial home to make it more Earlier in the week the 1Miami group protested about Carnival's non-payment of taxes while in small boats next to Arison's super yacht, the 200 foot Feadship Mylin IV, at the Miami Beach marina. You can watch the video here. Arison's personal yacht Read More The sale of Seabourn’s three small ships to Windstar Cruises reshapes the future for both cruise lines and the competitive landscape for the yacht-cruising segment Carnival Chairman Micky Arison alluded to the lack of scale, saying Arison, who sits atop a $5 billion cruise line fortune Israelis followed news reports of her vacations on her yacht in the Red Sea port of Eilat and her $13 million triplex apartment in Tel Aviv. Her founding of Essence of Life in 2001 helped make including serving as president of Cunard and most recently Seabourn," Carnival chairman and CEO Micky Arison said in a news release. "She has been instrumental in Seabourn's recent growth with the launch of two new ships and recognition through numerous On Friday, Heat owner Micky Arison gave his son Nick Arison (right) the keys to the Heat franchise He’s far from the clichéd billionaire’s son despite his access to private jets, yachts and probably every club in Miami. At some point when he . The Sunshine was accused of performing a “salute” to shipowner Carnival's chairman Micky Arison, whose yacht was reportedly docked nearby. “The accusation is utterly false. The ship passed 72 metres from the shore, following a pre-set route and well The Sunshine was accused of performing a "salute" to shipowner Carnival's chairman Micky Arison, whose yacht was reportedly docked nearby. "The accusation is utterly false. The ship passed 72 metres from the shore, following a pre-set route and well within And Pier 6, the yacht's home, has become an infamous address Developer Thomas Kramer and Arison have been frequent visitors, along with the usual SoBe party crowd. At one shindig, a woman was covered in white chocolate and strawberries for dessert. A veteran of a number of Carnival cruises -- his favorite a Seabourn cruise to St. Petersburg, Russia -- Mr. Riley said he was now ''spoiled'' because he sailed in the summertime on Mr. Arison's yacht, the MyLin IV, in the Mediterranean. ''I work in the .

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