中英文对照，世界最大的邮轮公司嘉年华的发达史-第一部 ...

本文为直译，语言比较生涩，错误较多，请大家指正
Carnival Corporation History -Part 1
嘉年华公司的历史-第一部分
霹雳贝贝
翻译自：http://www.shipsnostalgia.com/guides/Carnival_Corporation_History_-Part_1

Contents
[hide]
•        1 Introduction
•        2 Operating Traditional Liners
•        3 American Passenger Shipping
•        4 Arison's Cruise Revolution
•        5 The birth of Carnival
•        6 Carnival's first newbuildings
•        7 Public floatation of Carnival's shares
•        8 Increased hostility with rivals
•        9 Holland America
•        10 The retirement of Ted Arison
•        11 The cruise fleets in 1990
•        12 Continuation
•        13 Bibliography
•        14 Photographs
o        14.1 Carnival Corporation History

[edit]
Introduction

The Arison family has only been involved in passenger shipping for 40 years. During that time they have created Carnival Corporation and turned it into the largest cruise business in the world. This article covers the history of Carnival up to the retirement of Ted Arison in 1990. A second article takes the history up to the acquisition of P&O Princess in 2003 and a third article continues the story.
埃里森家族已经营游轮40年了。在40年中他们创立了嘉年华集团，并将其打造成世界上最大的游轮企业。本文分三篇，第一篇主要介绍了该公司从创立到其创始人泰德.埃里森1990年退休这一时间段内的发展。第二篇描述从1990年到到2003年该公司收购P&O公主游轮公司这段时间内的发展，而第三篇则是该公司从2003至今该公司的发展。
Ted Arison entered shipping at a time when it appeared that the world of large passenger ships was ended for ever. He realised however, that there was still an opportunity for passenger ships in the leisure market, provided they met contemporary accommodation standards. Some of the great passenger liner companies tried to switch their ships into the cruise market, without understanding that traditional passenger liners were completely unsuited for full-time cruising.
泰德.埃里森决定进入航运市场之时正是那些大型邮轮（客轮）日薄西山之际。他敏锐的意识到，如果将闲置的邮轮投入到旅游市场将会有很光明的前景。传统的大型的航运公司也试图将他们的邮轮投入旅游业，但是他们并没有意识到这些邮轮并不适合作为游轮使用。
There are always some people who are willing to undertake an uncomfortable holiday for nostalgic reasons or to challenge the elements, by camping or yachting for example. The great majority of people however, expect their holiday accommodation to be not too inferior to the standards they have in their home. In this respect most passenger liners were not fit for purpose. Arison realised that ship’s accommodation needed to be radically improved. In the 1970s a few others followed his ideas and provided modern specialist cruise ships. As a result American cruise passenger numbers rose from 570,000 in 1970 to 1,600,000 in 1985. By contrast the UK market was only offered clapped-out old liners and cruise passenger numbers fell from 150,000 in 1974 to only 100,000 in 1981. In 1982, with Canberra in the Falklands Campaign the number was down to 55,000.
虽然有一些乘客愿意体验野营或航海等艰苦的环境以唤起怀旧情怀和记忆，。但是大多数还似乎希望能够在旅行中享受安全和舒适的环境，虽然不一定能和在家媲美，但也不能太差。在这个方面，传统的邮轮并不能满足这一要求，她们需要进行彻底的改装。1970年代，一些其他公司和埃里森有同样的想法，他们开始建造专用的适合旅游的游轮。1970年到1985年，是美国游轮旅游产业蓬勃发展的年代，参加游轮旅游的乘客从57万次人猛增到160万人次。而同一时期，那些英国的公司仍然没有转变观念，他们继续用那些老旧的邮轮提供旅游服务，客流量从1974年的15万次人减少到1981年的10万人次。而1982年爆发的英阿马岛战争更使这个数量降低到5.5万人次。
Instead of merely offering existing unchanged liners, the Arison’s have provided what passengers want and have consistently grown their Carnival Corporation and in the process have absorbed many of the traditional liner companies. By 2006 Carnival owned the largest fleet of passenger vessels the world has ever seen, carrying almost half of all the ocean cruise passengers.
埃里森了解用户的需求，他提供的是游轮，而不是沿用那些现有的邮轮，经过多年的努力，他的公司不断的兼并那些老牌的航运和邮轮企业不断发展和壮大。2006年，嘉年华公司已经拥有了世界上最大的游轮船队，承载的几乎一半的游客。
[edit]
Operating Traditional Liners

The business model for passenger liner operation placed surprisingly low importance upon the revenue generated from full-fare self-paying first and second class passengers. Most companies relied upon a combination of some, or all, of the following alternative revenue streams: -
传统的邮轮公司在经营模式上并不主要依赖那些一等舱和二等舱旅客的船票收入。大多数的邮轮公司的经营主要依赖于以下一些收入:
•        Subsidies: These were either direct (as in USA), through payments to loss-making nationalised operations (as in Italy and France), or disguised through generous payments for mail shipments (as in UK).
补贴：邮轮公司可从从政府直接得到补贴，如美国；法国和意大利的邮轮公司则从国家得到国有化经营后的亏损补贴，英国则通过邮政运输对邮轮公司进行巨额补贴。
•        Express Freight: In many liners the space devoted to freight was far in excess of that devoted to passengers.
快速的运输：邮轮可以提供快捷的货运服务，一些邮轮上的货运空间甚至超过了客运空间，。
•        Emigrants: Although this was always a one way traffic, the very spartan accommodation and minimal service provided, made emigrants a very lucrative income generator for many operators.
移民：尽管移民是单向的运输，但是由于他们的居住环境都非常简陋，人均占有的空间很少，因此移民运输对邮轮公司来说仍然是有利可图。
•        Empire Traffic: Government funded travel of officials, administrators and armed service personnel formed a significant part of the income of many passenger lines.
为政府服务：公费出差或旅行，政府官员和军事运输在邮轮公司的收入中也占很重要的地位。
After WW2 the Empire traffic faded from view, then the Boeing 707 removed both passenger and emigrant numbers, finally container ships took over the carriage of express freight. Liner services were no longer of strategic national importance, so the subsidies were removed and very often given to airlines.
第二次世界大战后，军事的运输需求逐渐减弱。随着波音707等大型客机的出现，客运市场转向空运为主，与此同时货物运输也逐渐集装箱化，集装箱船取代了那些杂货船。邮轮已经不是国家不可获缺的战略资源，政府将邮轮的补贴转向航空运输业。
Since the end of the nineteenth century, passenger liner operators had been sending ships on cruises during slack trading periods. The shipping companies repeated this old policy, but it was clearly not viable. The standard of living in USA and Europe had markedly increased, but liner accommodation failed to match new standards and expectations. From the end of the 1960s many of the traditional operators decided to abandon the passenger market.
从19世纪末期开始，邮轮公司已经开始在淡季时将自己的邮轮投入到旅游中去。虽然很多公司都这样做，但是并不是非常成功。随着美国和欧洲人生活水平的提高，邮轮的居住环境已经不能满足新的标准和人们的期待。1960年代，很多传统的邮轮企业决定放弃旅游市场。

[edit]
American Passenger Shipping

The American passenger shipping was in even worse condition than the UK/European companies. By the end of the 1960s / early 1970s almost all deep sea passenger shipping had ceased.
美国的邮轮公司比英国/欧洲的更为糟糕。1960年代早期到1970年几乎所有的客运服务都几乎终止了。
A modest cruise business operated from Miami to the Bahamas mainly using pre-war US coastal passenger ships. Public confidence in these vessels was shattered when the 1927 built Yarmouth Castle (ex-Evangeline) caught fire and sank in 1965 with the loss of 88 passengers and 2 crew members. This tragedy is one of the most scandalous incidents in maritime history. The ship was very badly maintained and equipped and the crew were largely incompetent. The first three of the six lifeboats that were launched contained the Captain, senior officers and crew members, but only four of the 376 passengers on the ship. The Captain claimed that he left his ship to seek help!
与此同时，从迈阿密到巴哈马的旅游产业也在惨淡经营着，这些航线上运行的还是那些战前美国的老式客轮。由于1965年老式客轮Yarmouth Castel号（这艘客轮前身是1927年建成的Evangeline号）着火，导致88名乘客和2名船员死亡。这起火灾是航海史上最臭名昭著的海难事故之一。火灾的原因是由于糟糕的维护以及船员的无能导致。船长和船员只顾自己逃命，第一批被放下3艘救生艇上只有4名乘客，其他的都是船员，包括船长和高级船员。船长狡辩说他登上救生艇是为了求助。


Photo 1: Yarmouth - Sister of Yarmouth Castle.
图1：Yarmouth号客轮，她是Yarmouth Castle号的姊妹船
[edit]
Arison's Cruise Revolution
埃里森的游轮革命


Photo 2: Ted Arison
图2：泰德.埃里森
Theodore (Ted) Arison was born in Palestine and educated in the American University in Beirut. He was a former soldier in the British Army and a veteran of the Israeli War of Independence who moved to the USA in 1954 when he was 28 years old. His family was involved with a leading Israeli shipping agency, which later became part of Zim Line. Ted Arison entered the air cargo business however and was the US agent for El Al for a number of years.
泰德.埃里森生于巴勒斯坦，在贝鲁特的美国大学接受教育。他曾经是一名英国士兵，作为一名老兵他参加第一次中东战争。1954年在他28岁时移居美国。他的家族经营者一家以色列领先的航运公司，后来成为ZIM航运公司一部分。埃里森进入了航空货运领域，他成为El Al的公司的美国代理。
In 1966, the 40 year old Ted sold his aviation business and decided to take early retirement in Miami. Zim asked Arison to be their agent for a small passenger ship they had chartered for two years for operations out of Miami.
1966年，埃里森40岁，他决定出售他的公司，并提前在迈阿密图秀。ZIM航运公司询问埃里森他们是否愿意当该公司在美国的代理，这家公司已经通过包船的方式在那里轮船旅游业务2年了。
Arison soon realised that the US cruise companies were in terminal decline. In view of the growing number of vacationers to Florida however, Arison felt that the collective death wish of the US fleet presented him with an excellent opportunity.
埃里森很快意识到当时的美国游轮公司正在走下坡路。但是从佛罗里达的游客增长趋势来看，埃里森觉得这种局面正是他大展才华的机会。
Israel Car Ferries Ltd, part of the Somerfin Group had placed their new ferry “Nili” on charter to Pan American Cruise Line and she had just arrived in Miami, when Pan American cancelled their agreement, without notice. Arison immediately took over the charter and placed the ship in service as “Jamaica Queen” on 4 and 5 day cruises to Jamaica and the Bahamas. The ship had been delivered earlier that year by Fairfield’s and was 7,851 tons with accommodation for 550 passengers and 120 cars. She had smart modern decor but was somewhat unusual in that none of her cabins had either a window or porthole.
以色列的汽车渡轮公司属于SOMERFIN集团，他们将渡轮NILI号包租给PAN AMERICAN CRUISER LINE，此时她刚刚抵达迈阿密，不过PAN公司却在没有预先通知的情况下单安眠取消了协议。埃里森马上包下了这艘轮船，并用这艘船提供一项名为“JAMAICA QUEEN”的旅游服务，提供4-5天到牙买加和巴哈马的海上巡游。这艘船由英国FAIRFIELD船厂建造，1966年年初刚刚交付，吨位为7851吨，可以载客550人和120辆小汽车。她的内部装潢较为现代化，但是最不寻常的是她所有的房间都有窗或舷窗。


Photo 3: Nili nearing completion at Fairfields
NILI号在FAIRFIELDS船厂

The first voyage on 19 September 1966 went very well and Ted began negotiations to charter a second ship from Somerfin. In November 1966 however, the Israeli Government seized all of the assets of Somerfin because of a substantial default in another part of their business. Arison had forward passenger bookings, but no ship.
首航在1966年9月19日举行，取得了圆满成功，因此埃里森开始想SOMERFIN协商包租第二条船。但在1966年11月，以色列政府冻结了SOMERFIN公司的所有资产，因为该公司在其它的经营项目上拖欠了大量货款。埃里森已经出售了他的旅游产品，但是他缺船。
At exactly this time Kloster Rederi had been forced to withdraw their new ferry “Sunward” from a 7 day cruise/ferry service from Southampton to Portugal, Gibraltar and Morocco, because of two major problems. Firstly the Spanish Government had once again closed the border with Gibraltar, but more seriously the service was hit by the after effects of the disastrous seamen’s strike, which had crippled the British foreign trade for six weeks. One of the emergency measures enacted by the British Government was a foreign exchange limitation of only £50 per person. As a result Kloster had a brand new ship, but no passengers.
而正在此时，克罗斯特.瑞德里不得不取消他通过新的渡轮SUNWARD号提供的从南安普敦出发到葡萄牙，直布罗陀和摩纳哥的为期7天的渡轮巡游服务，主要原因有两点。首先西班牙政府关闭了直布罗陀的边境，更严重的是海员的大罢工。大罢工使英国的对外贸易运输瘫痪了6周。英国政府宣布进入紧急状态，而且规定每一个外国人的的外汇兑换额度不得超过50英镑。这使克罗斯特只有一艘新船，但没有客源。



Photo 4: Sunward

Arison and Knut Kloster entered into a contract whereby Arison Shipping Company provided marketing, sales and passenger service in exchange for 22% of the sales revenue. “Sunward” had been delivered in July 1996, was 8,666 tons and had accommodation for 558 passengers. She was an instant success and Arison had no problems meeting his sales undertakings. In fact he was turning passengers away. Once again, proper cabin facilities and smart modern decor generated strong sales.
It is interesting that long range ferries were being built with accommodation that was far superior to the great majority of the ocean liner fleet.
埃里森和克罗斯特一拍即合，由埃里森提供市场，销售和服务，并取得销售收入的22%，其它由克罗斯特取得。SUNWARD号于1966年7月交付，吨位为8666吨，可载客558人。此举马上取得了成效，埃里森的旅游产品销售非常成功。这艘船的客舱设施完备，现代化的装修大大的提高生了销售业绩。
Kloster decided to provide additional cruise tonnage on the same basis. Unfortunately his Norwegian middle-managers bitterly resented Arison’s involvement in the business and were constantly seeking to undermine the partnership. They seemed to feel that that dependence upon the services of a non-Norwegian Jew was a blow to their national pride. Towards the end of 1971, with four ships in service, all sailing with very high load factors, they at last realised that under the partnership agreement Arison held a constant pool of passengers’ advance payments. It was clear that he was using this pool to finance his other business activities. They convinced Kloster to cancel the partnership agreement. A very messy divorce then ensued. Kloster expected that Arison would hand over passenger records, all forward bookings and about $6.5 million in deposits. Arison refused to co-operate or hand over the cash and a lengthy legal battle began.
克罗斯特准备再提供几艘同样的新船。但是挪威的中层管理人员对埃里森查收公司的管理非常不满，他们经常寻找机会诋毁埃里森，破坏双方的合作关系。他们认为依靠一名非挪威籍的犹太人有损于他们国家的荣誉。到1971年年底，航线上已经有4条船提供服务了，所有的航次都有很高的上座率。他们意识到根据协议，埃里森手里掌握了有大量的旅客预付款。很明显他将这些款项应用在自己的商业行为上。挪威人劝说克罗斯特取消合作关系。双方的合作关系终止了。克罗斯特希望埃里森将客户记录、客户的预定情况以及650万美元的先进公布出来。但是埃里森决绝了，一场漫长的法律由此开始。
As Kloster was unable to trace the deposits, and NCL was without information on existing bookings it was also facing in financial difficulties. Arison’s offices were broken into and the passenger records stolen. It was a very bitter battle with on going repercussions to this day.
由于克罗斯特无法提供客户预定的敏感和埃里森隐匿现金的证据，他们也遇到了财务困难。盗贼光顾了埃里森的办公室，客户资料被偷走了。两个人之见的战争一直延续到现在。
[edit]
The birth of Carnival
嘉年华的诞生

Ted Arison was determined to continue in the cruise business. Once again he needed a ship, but this time there were no modern ferries available. He approached a wealthy old school friend, Meshulam Riklis, who agreed to support him. In January 1972, Arison took a small team including his vital lieutenant Meshulam Zonis to England with the intention of buying “Saxonia” and “Ivernia” laid-up by Cunard. They found, however that the ships were in a very bad condition and would take many months to restore to operational service. They also inspected “Empress of Canada”, which was also in bad shape, but was at least operational. The decision was taken to proceed.
泰德.埃里森决定继续经营游轮业务。但是他需要一艘船，不过此时已经现成的渡轮可用。因此他向自己的老校友，MESHULAM RIKLIS求援，后者给他提供了帮助。1972年1月，埃里森和自己的经营团队，还有MESHULAM ZONIS一起前往英国试图购买邱纳德公司限制的SAXONIA和IVERNIA号。但是他们发现虽然这两艘船的状况非常糟糕，需要花数月的时间才能使他们恢复要运行状态。他们还参观了加拿大女王（EMPRESS OF CANADA）号，虽然她的外观老旧，但是至少还能运转。因此他们决定再看看。



Photo 5: Empress of Canada

Riklis owned American International Travel Services (AITS) of Boston. AITS formed a new subsidiary, Carnival Cruise Lines, with a capital of $6.5 million and Ted Arison as manager. It will be noticed that this was the same amount as the missing NCL deposits. The new company bought “Empress of Canada” from Canadian Pacific for $6.5 million, but a large part of the purchase was financed by bank loans, leaving a margin for working capital. The ship was renamed “Mardi Gras” and after carrying out basic maintenance work, she sailed from Tilbury for Miami on 25 February 1972.
RIKLIS在波士顿拥有美国国际旅游公司（AITS）。AITS随后成立一家分公司，嘉年华游轮公司，注册资金为650万美元，泰德.埃里森是总经理。650万美元正好是NCL所丢失的那笔现金。新的公司用650万美元购买了加拿大女王号，但是很大一笔款子来自银行贷款。这艘船被重新命名为MARDI GRAS号，经过基本的维修后，她于1972年2月从Tilbury航行至迈阿密。
Arison arranged an inaugural cruise for US travel agents. As the ship left Miami the pilot ran her onto a mud bank. Luckily she came off on the next tide. The US travel agents were amused by the incident but distinctly unimpressed with Mardi Gras. The Canadian Pacific two class layout, the large number of small cabins that were without private facilities and the poor general standard of outfit, all compared very unfavourably with Kloster’s smaller modern ships. Arison vowed to change all of these faults, but he could not afford to take the ship out of service for a major refit. A team of workers lived on board and began a rolling programme of modernisation. This activity did not help passenger bookings however and the load factor was only about 60%. At this load level losses began to mount and the company faced severe cash flow difficulties.
埃里森安排美国一些旅行社参加她的首航。但是当船开开迈阿密时她陷入了岸边的淤泥之中，不过幸运的是，在大潮来临后，她还是能自动扶起摆脱了泥潭。船上的那些人还以为这是一个玩笑，他们并没有感觉到有什么异样。加拿大女王号的设施比较落后，她的客舱分2个等级，房间数量很多，但面积很小，而且多数房间内没有私有的盥洗设施，装潢也非常一般。比克罗斯特的那些相对较小的船差很多。埃里森决定要改变这种状况，但是如果将船送到船厂进改装和大修显然是不能接受的。因此一对工人随船队各部分进行轮流的翻新。但是这样一来船的上座率最高只能达到60%，这个水平上很难盈利，公司的现金流发生困难。
Early in 1973, AITS bought the Riviera resort hotel in Las Vegas and the Nevada Gaming Commission asked AITS to dispose of its interests in Carnival. In 1974, Arison agreed to buy the near bankrupt Carnival Cruise Lines for $1 and to take over responsibility for $5 million debts. The investment was taken in the name of a newly formed Panamanian company – Carnival Corporation.
1973年早期，AITS在拉斯维加斯购买了海滨度假酒店，内华达州的博彩委员会要求AITS放弃其所经营的嘉年华公司。1974年，埃里森用象征性的1美元购买了濒临破产的嘉年华游轮公司，此时公司的债务已达500万美元。新的投资将被注入一家巴拿马注册的企业-嘉年华集团。
Ted Arison approached several cruise operators to form partnerships, but without success. He and the Zonis management team redoubled their efforts to rescue the business. Every cent of expenditure was examined for savings. The rebuilding of “Mardi Gras” with acceptable accommodation was almost complete and most importantly for the American market, a casino had been added. The marketing and sales team launched an aggressively advertised campaign to attract a younger clientele (25-40 year olds) to their “Fun Ship”. Most importantly, Ted’s young, college drop out son Micky Arison took to the road and visited dozens of important travel agents to convince them that the ship was greatly improved and to persuade them to offer Carnival’s product to their clients.
泰德.埃里森希望与其他游轮运营商形成合作伙伴关系，但是并没有成功。他和ZONIS加倍努力以挽救公司。他们花费的每一分钱都要精打细算。MARDI GRAS号的改装也即将结束，更为重要的是，在她上面开始了赌场，这对北美的邮轮市场无疑产生了深远的影响。嘉年华的市场和销售团队开展了一场广告宣传战役，重点吸引那些25-40岁的客户，他们的宣传口号就是“FUN SHIP”，快乐之船。泰德.埃里森的小儿子米奇.埃里森也加入公司，他们走街串巷，拜访各大旅行社进行宣传，使他们相信船上的设施已经有巨大的改善，并愿意向客户推荐嘉年华公司的产品。



Photo 6: Mardi Gras

Their combined efforts were successful and the load factor began to climb so that by the end of 1975, “Mardi Gras” was operating at 100% capacity. Carnival was saved from bankruptcy, the next step was to turn the company into a money making proposition. It is however very difficult to operate a profitable single ship cruise company, but Carnival had one great advantage over its sleek European rivals. It only operated in the US cruise business. The other companies had largely been established by European shipowners who had made spectacular profits from the early 1970s tanker boom. When the boom turned into an OPEC instigated bust, cruise profits were used to support their main businesses and cruise investment ceased. The other companies had virtually ceased to expand their cruise activities. By contrast every cent that Carnival could squeeze out if its operations was used to grow its business.
他们的努力收到了成效，1975年末，嘉年华的上座率明显的提升了。MARDI GRAS的100%满员。嘉年华从破产的边缘走了出来，下一步是要让使之成为一家盈利的公司。但是要使一家经营单一游轮旅游业务的公司赢了谈何容易，但是嘉年华在哪些欧洲的竞争对手是有巨大优势的。该公司只经营美国市场的游轮业务。而其它大型的航运公司大多都依靠1970年代的油轮业务的繁荣赚到了不少钱。但是由于OPEC的禁运，这些公司不得不用收入来支撑他们的主营业务，游轮的投资大大减少。他们都停止了游轮业务的扩张。相比之下，嘉年华会用每一分前来发展他们的游轮。
During 1975 Carnival spotted an opportunity following the bankruptcy of Greek Line. Chase Manhattan Bank had foreclosed on that company and was very anxious to sell the two passenger ships it had acquired. A Carnival team quickly established that although Olympia, which had been refitted just prior the bankruptcy, was in the best condition and cleaner, Queen Anna Maria (ex Empress of Britain) had much more potential. All of her passenger cabins had been re-fitted with private facilities and full air conditioning installed.
1975年，嘉年华抓住了一次机会，此时一家名叫GREEK LINE的航运公司破产了。大通曼哈顿银行急于将该公司抵押的两艘客轮出售。嘉年华公司了解到其中的OLYMPIA号在改公司破产前已经接受了大修，船况良好，也非常干净。另外一艘QUEEN ANNA MARIA号的船也是很有潜力的，因为她所有的客舱已经重新装修，都有独立的盥洗设施，船上还有空调。


Carnival bought the Queen for $3.2 million. A very good price, considering they paid $6.5 million for the completely unconverted Empress of Canada. The Queen was renamed Carnivale, readied for sea and sent to Newport News for cleaning, new soft furnishings and replacement of rat damaged furniture and fittings before entering service on 7 February 1976.
嘉年华以320万美元购买了女王号。这个价格比以650万美元买下没有接受任何改装的加拿大女王号划算得多。这艘船被重新命名为嘉年华号，在运营之前她被送往纽波特纽斯进行彻底的清洁，同时进行内部的软装潢，替换哪些被老鼠咬坏的家具，1976年2月7日，该轮正式运营。



Photo 7: Carnivale
图7:嘉年华号



Once again a team of workers sailed with her until the end of the year bringing the ship up to standard. Carnivale experienced extensive plumbing problems during her first cruise, but these were resolved and she received a positive reaction from the travel trade. By the end of 1976 the work was done and Carnivale’s load factors were up to 95%. The company was now in a stable, slowly growing financial situation and Carnival began looking for a third ship.
一队工人在船上待到了年底，并使船逐步达到最佳状态。在第一次航行中，这艘船遇到了水暖系统的问题，但是这些问题都得以解决因此她得到了旅游业的正面评价。1976年年底，嘉年华号的上座率已经达到95%。嘉年华公司的收入也开始稳定和缓慢的增长，公司开始寻觅第三艘船。
In the autumn of 1977, the SAFMARINE/ Union Castle liner S A Vaal came on the market. She was a most unlikely candidate for cruise duties. Although she was 32,697 tons, she was designed to carry vast amounts of cargo and only 728 passengers, many in extremely small cabins. What impressed Zonis however was the space available. In addition both the Union Castle crew and office staff knew of the great work done by Carnival on their two CP ships, and they wanted S A Vaal to go to a good home. Zonis telephoned Ted Arison and urged him to act quickly to buy the ship. Without seeing her, he bought S A Vaal for a bargain $3 million.
1977年秋，SAFMARINE/UNION CASTLE航运公司的S A VAAL号进入嘉年华的视线。她并不适合提供旅游服务。尽管她有32697吨，但是这艘客货轮主要是装货，旅客容量只有728人，客房也非常狭小。但是打动ZONIS的是她宽敞的空间、而且SAFMARINE/UNION CASTLE航运公司也了解嘉年华公司的业务，他们希望S A VAAL号有一个好的归宿。ZONIS打电话给埃里森，敦促他尽快将船买下来。尽管没有看到过这艘船，埃里森还是以300万美元的价格买下了这艘船。





Photo 8: S A Vaal
S A Vaal号

S A Vaal was renamed Festivale and sent to Kawasaki for a complete rebuild. In many ways these old ships needed the same treatment as a city centre classical building, where the facade is retained but everything behind the outer wall is demolished and a completely new building created at considerable expense. Carnival applied the same philosophy to the rebuilding of Festivale at a cost of $20 million. By contrast Shaw Savill wasted £4 million on an inadequate and unsuccessful attempt to convert of the third CP liner Empress of England into a cut-price cruise ship.
S A Vaal被更名为节日号(Festivale)，他被送往日本川崎公司进行改装。从某种意义上说改装一船与改建一栋老建筑相似，虽然外观仍然保持原样，但是内部都需要重建，这需要花费一大笔钱。改装体现了嘉年华公司的一些的独特的理念，花费了2000万美元。相比之下SHAW SAVILL公司花费400万试图将加拿大太平洋公司英国女王号改装成一艘廉价游轮的努力并不成功。
Festivale re-entered service on 31 August 1978. She was now able to accommodate 1,432 passengers and had a wide range of new public rooms. She was the largest and fastest cruise ship operating in the Caribbean and was an instant success.
节日于1978年8月31日服役。她能载客1432人，具有非常宽敞的公共空间。她是当时加勒比海最大的游轮，她很快取得了成功。


Photo 9: Festivale
图9：节日号
Despite the company’s stronger financial position, Carnival still continued to cut every cost to the bone. In June 1978, when the FBI busted the Miami organised crime rackets of the International Longshoremen’s Association, Carnival was the only cruise company not paying protection money, providing the mobsters with free tickets and employing the union’s high priced dockside services front companies. As the Carnival management explained, they could not afford to pay the mob.
嘉年华公司由了稳定的收入来源，但是他们仍旧倡导节约的原则。1978年6月，当FBI破获迈阿密国际码头工人协会有组织犯罪案时发现，嘉年华公司是唯一一家没有向恶势力交保护费，向他们提供免费的船票和高价雇佣这些劳动力的公司。嘉年华公司解释说他们无力支付这些钱。
In 1979, with all three of Carnival’s ships making excellent profits and the dispute with NCL settled out of court, Ted Arison appointed his son Micky as President and he became Chairman. The Arisons also decided that it was time to build their first new ship.
1979年，嘉年华的三艘游轮的回报丰厚，同时于NCL公司的纠纷也通过庭外和解解决。泰德.埃里森委任他的儿子米奇为公司总裁，自己则担任公司主席。埃里森父子决定建造一艘全新的游轮。
[edit]


本文为直译，语言比较生涩，错误较多，请大家指正
Carnival Corporation History -Part 1
嘉年华公司的历史-第一部分
霹雳贝贝
翻译自：http://www.shipsnostalgia.com/guides/Carnival_Corporation_History_-Part_1

Contents
[hide]
•        1 Introduction
•        2 Operating Traditional Liners
•        3 American Passenger Shipping
•        4 Arison's Cruise Revolution
•        5 The birth of Carnival
•        6 Carnival's first newbuildings
•        7 Public floatation of Carnival's shares
•        8 Increased hostility with rivals
•        9 Holland America
•        10 The retirement of Ted Arison
•        11 The cruise fleets in 1990
•        12 Continuation
•        13 Bibliography
•        14 Photographs
o        14.1 Carnival Corporation History

[edit]
Introduction

The Arison family has only been involved in passenger shipping for 40 years. During that time they have created Carnival Corporation and turned it into the largest cruise business in the world. This article covers the history of Carnival up to the retirement of Ted Arison in 1990. A second article takes the history up to the acquisition of P&O Princess in 2003 and a third article continues the story.
埃里森家族已经营游轮40年了。在40年中他们创立了嘉年华集团，并将其打造成世界上最大的游轮企业。本文分三篇，第一篇主要介绍了该公司从创立到其创始人泰德.埃里森1990年退休这一时间段内的发展。第二篇描述从1990年到到2003年该公司收购P&O公主游轮公司这段时间内的发展，而第三篇则是该公司从2003至今该公司的发展。
Ted Arison entered shipping at a time when it appeared that the world of large passenger ships was ended for ever. He realised however, that there was still an opportunity for passenger ships in the leisure market, provided they met contemporary accommodation standards. Some of the great passenger liner companies tried to switch their ships into the cruise market, without understanding that traditional passenger liners were completely unsuited for full-time cruising.
泰德.埃里森决定进入航运市场之时正是那些大型邮轮（客轮）日薄西山之际。他敏锐的意识到，如果将闲置的邮轮投入到旅游市场将会有很光明的前景。传统的大型的航运公司也试图将他们的邮轮投入旅游业，但是他们并没有意识到这些邮轮并不适合作为游轮使用。
There are always some people who are willing to undertake an uncomfortable holiday for nostalgic reasons or to challenge the elements, by camping or yachting for example. The great majority of people however, expect their holiday accommodation to be not too inferior to the standards they have in their home. In this respect most passenger liners were not fit for purpose. Arison realised that ship’s accommodation needed to be radically improved. In the 1970s a few others followed his ideas and provided modern specialist cruise ships. As a result American cruise passenger numbers rose from 570,000 in 1970 to 1,600,000 in 1985. By contrast the UK market was only offered clapped-out old liners and cruise passenger numbers fell from 150,000 in 1974 to only 100,000 in 1981. In 1982, with Canberra in the Falklands Campaign the number was down to 55,000.
虽然有一些乘客愿意体验野营或航海等艰苦的环境以唤起怀旧情怀和记忆，。但是大多数还似乎希望能够在旅行中享受安全和舒适的环境，虽然不一定能和在家媲美，但也不能太差。在这个方面，传统的邮轮并不能满足这一要求，她们需要进行彻底的改装。1970年代，一些其他公司和埃里森有同样的想法，他们开始建造专用的适合旅游的游轮。1970年到1985年，是美国游轮旅游产业蓬勃发展的年代，参加游轮旅游的乘客从57万次人猛增到160万人次。而同一时期，那些英国的公司仍然没有转变观念，他们继续用那些老旧的邮轮提供旅游服务，客流量从1974年的15万次人减少到1981年的10万人次。而1982年爆发的英阿马岛战争更使这个数量降低到5.5万人次。
Instead of merely offering existing unchanged liners, the Arison’s have provided what passengers want and have consistently grown their Carnival Corporation and in the process have absorbed many of the traditional liner companies. By 2006 Carnival owned the largest fleet of passenger vessels the world has ever seen, carrying almost half of all the ocean cruise passengers.
埃里森了解用户的需求，他提供的是游轮，而不是沿用那些现有的邮轮，经过多年的努力，他的公司不断的兼并那些老牌的航运和邮轮企业不断发展和壮大。2006年，嘉年华公司已经拥有了世界上最大的游轮船队，承载的几乎一半的游客。
[edit]
Operating Traditional Liners

The business model for passenger liner operation placed surprisingly low importance upon the revenue generated from full-fare self-paying first and second class passengers. Most companies relied upon a combination of some, or all, of the following alternative revenue streams: -
传统的邮轮公司在经营模式上并不主要依赖那些一等舱和二等舱旅客的船票收入。大多数的邮轮公司的经营主要依赖于以下一些收入:
•        Subsidies: These were either direct (as in USA), through payments to loss-making nationalised operations (as in Italy and France), or disguised through generous payments for mail shipments (as in UK).
补贴：邮轮公司可从从政府直接得到补贴，如美国；法国和意大利的邮轮公司则从国家得到国有化经营后的亏损补贴，英国则通过邮政运输对邮轮公司进行巨额补贴。
•        Express Freight: In many liners the space devoted to freight was far in excess of that devoted to passengers.
快速的运输：邮轮可以提供快捷的货运服务，一些邮轮上的货运空间甚至超过了客运空间，。
•        Emigrants: Although this was always a one way traffic, the very spartan accommodation and minimal service provided, made emigrants a very lucrative income generator for many operators.
移民：尽管移民是单向的运输，但是由于他们的居住环境都非常简陋，人均占有的空间很少，因此移民运输对邮轮公司来说仍然是有利可图。
•        Empire Traffic: Government funded travel of officials, administrators and armed service personnel formed a significant part of the income of many passenger lines.
为政府服务：公费出差或旅行，政府官员和军事运输在邮轮公司的收入中也占很重要的地位。
After WW2 the Empire traffic faded from view, then the Boeing 707 removed both passenger and emigrant numbers, finally container ships took over the carriage of express freight. Liner services were no longer of strategic national importance, so the subsidies were removed and very often given to airlines.
第二次世界大战后，军事的运输需求逐渐减弱。随着波音707等大型客机的出现，客运市场转向空运为主，与此同时货物运输也逐渐集装箱化，集装箱船取代了那些杂货船。邮轮已经不是国家不可获缺的战略资源，政府将邮轮的补贴转向航空运输业。
Since the end of the nineteenth century, passenger liner operators had been sending ships on cruises during slack trading periods. The shipping companies repeated this old policy, but it was clearly not viable. The standard of living in USA and Europe had markedly increased, but liner accommodation failed to match new standards and expectations. From the end of the 1960s many of the traditional operators decided to abandon the passenger market.
从19世纪末期开始，邮轮公司已经开始在淡季时将自己的邮轮投入到旅游中去。虽然很多公司都这样做，但是并不是非常成功。随着美国和欧洲人生活水平的提高，邮轮的居住环境已经不能满足新的标准和人们的期待。1960年代，很多传统的邮轮企业决定放弃旅游市场。

[edit]
American Passenger Shipping

The American passenger shipping was in even worse condition than the UK/European companies. By the end of the 1960s / early 1970s almost all deep sea passenger shipping had ceased.
美国的邮轮公司比英国/欧洲的更为糟糕。1960年代早期到1970年几乎所有的客运服务都几乎终止了。
A modest cruise business operated from Miami to the Bahamas mainly using pre-war US coastal passenger ships. Public confidence in these vessels was shattered when the 1927 built Yarmouth Castle (ex-Evangeline) caught fire and sank in 1965 with the loss of 88 passengers and 2 crew members. This tragedy is one of the most scandalous incidents in maritime history. The ship was very badly maintained and equipped and the crew were largely incompetent. The first three of the six lifeboats that were launched contained the Captain, senior officers and crew members, but only four of the 376 passengers on the ship. The Captain claimed that he left his ship to seek help!
与此同时，从迈阿密到巴哈马的旅游产业也在惨淡经营着，这些航线上运行的还是那些战前美国的老式客轮。由于1965年老式客轮Yarmouth Castel号（这艘客轮前身是1927年建成的Evangeline号）着火，导致88名乘客和2名船员死亡。这起火灾是航海史上最臭名昭著的海难事故之一。火灾的原因是由于糟糕的维护以及船员的无能导致。船长和船员只顾自己逃命，第一批被放下3艘救生艇上只有4名乘客，其他的都是船员，包括船长和高级船员。船长狡辩说他登上救生艇是为了求助。


Photo 1: Yarmouth - Sister of Yarmouth Castle.
图1：Yarmouth号客轮，她是Yarmouth Castle号的姊妹船
[edit]
Arison's Cruise Revolution
埃里森的游轮革命


Photo 2: Ted Arison
图2：泰德.埃里森
Theodore (Ted) Arison was born in Palestine and educated in the American University in Beirut. He was a former soldier in the British Army and a veteran of the Israeli War of Independence who moved to the USA in 1954 when he was 28 years old. His family was involved with a leading Israeli shipping agency, which later became part of Zim Line. Ted Arison entered the air cargo business however and was the US agent for El Al for a number of years.
泰德.埃里森生于巴勒斯坦，在贝鲁特的美国大学接受教育。他曾经是一名英国士兵，作为一名老兵他参加第一次中东战争。1954年在他28岁时移居美国。他的家族经营者一家以色列领先的航运公司，后来成为ZIM航运公司一部分。埃里森进入了航空货运领域，他成为El Al的公司的美国代理。
In 1966, the 40 year old Ted sold his aviation business and decided to take early retirement in Miami. Zim asked Arison to be their agent for a small passenger ship they had chartered for two years for operations out of Miami.
1966年，埃里森40岁，他决定出售他的公司，并提前在迈阿密图秀。ZIM航运公司询问埃里森他们是否愿意当该公司在美国的代理，这家公司已经通过包船的方式在那里轮船旅游业务2年了。
Arison soon realised that the US cruise companies were in terminal decline. In view of the growing number of vacationers to Florida however, Arison felt that the collective death wish of the US fleet presented him with an excellent opportunity.
埃里森很快意识到当时的美国游轮公司正在走下坡路。但是从佛罗里达的游客增长趋势来看，埃里森觉得这种局面正是他大展才华的机会。
Israel Car Ferries Ltd, part of the Somerfin Group had placed their new ferry “Nili” on charter to Pan American Cruise Line and she had just arrived in Miami, when Pan American cancelled their agreement, without notice. Arison immediately took over the charter and placed the ship in service as “Jamaica Queen” on 4 and 5 day cruises to Jamaica and the Bahamas. The ship had been delivered earlier that year by Fairfield’s and was 7,851 tons with accommodation for 550 passengers and 120 cars. She had smart modern decor but was somewhat unusual in that none of her cabins had either a window or porthole.
以色列的汽车渡轮公司属于SOMERFIN集团，他们将渡轮NILI号包租给PAN AMERICAN CRUISER LINE，此时她刚刚抵达迈阿密，不过PAN公司却在没有预先通知的情况下单安眠取消了协议。埃里森马上包下了这艘轮船，并用这艘船提供一项名为“JAMAICA QUEEN”的旅游服务，提供4-5天到牙买加和巴哈马的海上巡游。这艘船由英国FAIRFIELD船厂建造，1966年年初刚刚交付，吨位为7851吨，可以载客550人和120辆小汽车。她的内部装潢较为现代化，但是最不寻常的是她所有的房间都有窗或舷窗。


Photo 3: Nili nearing completion at Fairfields
NILI号在FAIRFIELDS船厂

The first voyage on 19 September 1966 went very well and Ted began negotiations to charter a second ship from Somerfin. In November 1966 however, the Israeli Government seized all of the assets of Somerfin because of a substantial default in another part of their business. Arison had forward passenger bookings, but no ship.
首航在1966年9月19日举行，取得了圆满成功，因此埃里森开始想SOMERFIN协商包租第二条船。但在1966年11月，以色列政府冻结了SOMERFIN公司的所有资产，因为该公司在其它的经营项目上拖欠了大量货款。埃里森已经出售了他的旅游产品，但是他缺船。
At exactly this time Kloster Rederi had been forced to withdraw their new ferry “Sunward” from a 7 day cruise/ferry service from Southampton to Portugal, Gibraltar and Morocco, because of two major problems. Firstly the Spanish Government had once again closed the border with Gibraltar, but more seriously the service was hit by the after effects of the disastrous seamen’s strike, which had crippled the British foreign trade for six weeks. One of the emergency measures enacted by the British Government was a foreign exchange limitation of only £50 per person. As a result Kloster had a brand new ship, but no passengers.
而正在此时，克罗斯特.瑞德里不得不取消他通过新的渡轮SUNWARD号提供的从南安普敦出发到葡萄牙，直布罗陀和摩纳哥的为期7天的渡轮巡游服务，主要原因有两点。首先西班牙政府关闭了直布罗陀的边境，更严重的是海员的大罢工。大罢工使英国的对外贸易运输瘫痪了6周。英国政府宣布进入紧急状态，而且规定每一个外国人的的外汇兑换额度不得超过50英镑。这使克罗斯特只有一艘新船，但没有客源。



Photo 4: Sunward

Arison and Knut Kloster entered into a contract whereby Arison Shipping Company provided marketing, sales and passenger service in exchange for 22% of the sales revenue. “Sunward” had been delivered in July 1996, was 8,666 tons and had accommodation for 558 passengers. She was an instant success and Arison had no problems meeting his sales undertakings. In fact he was turning passengers away. Once again, proper cabin facilities and smart modern decor generated strong sales.
It is interesting that long range ferries were being built with accommodation that was far superior to the great majority of the ocean liner fleet.
埃里森和克罗斯特一拍即合，由埃里森提供市场，销售和服务，并取得销售收入的22%，其它由克罗斯特取得。SUNWARD号于1966年7月交付，吨位为8666吨，可载客558人。此举马上取得了成效，埃里森的旅游产品销售非常成功。这艘船的客舱设施完备，现代化的装修大大的提高生了销售业绩。
Kloster decided to provide additional cruise tonnage on the same basis. Unfortunately his Norwegian middle-managers bitterly resented Arison’s involvement in the business and were constantly seeking to undermine the partnership. They seemed to feel that that dependence upon the services of a non-Norwegian Jew was a blow to their national pride. Towards the end of 1971, with four ships in service, all sailing with very high load factors, they at last realised that under the partnership agreement Arison held a constant pool of passengers’ advance payments. It was clear that he was using this pool to finance his other business activities. They convinced Kloster to cancel the partnership agreement. A very messy divorce then ensued. Kloster expected that Arison would hand over passenger records, all forward bookings and about $6.5 million in deposits. Arison refused to co-operate or hand over the cash and a lengthy legal battle began.
克罗斯特准备再提供几艘同样的新船。但是挪威的中层管理人员对埃里森查收公司的管理非常不满，他们经常寻找机会诋毁埃里森，破坏双方的合作关系。他们认为依靠一名非挪威籍的犹太人有损于他们国家的荣誉。到1971年年底，航线上已经有4条船提供服务了，所有的航次都有很高的上座率。他们意识到根据协议，埃里森手里掌握了有大量的旅客预付款。很明显他将这些款项应用在自己的商业行为上。挪威人劝说克罗斯特取消合作关系。双方的合作关系终止了。克罗斯特希望埃里森将客户记录、客户的预定情况以及650万美元的先进公布出来。但是埃里森决绝了，一场漫长的法律由此开始。
As Kloster was unable to trace the deposits, and NCL was without information on existing bookings it was also facing in financial difficulties. Arison’s offices were broken into and the passenger records stolen. It was a very bitter battle with on going repercussions to this day.
由于克罗斯特无法提供客户预定的敏感和埃里森隐匿现金的证据，他们也遇到了财务困难。盗贼光顾了埃里森的办公室，客户资料被偷走了。两个人之见的战争一直延续到现在。
[edit]
The birth of Carnival
嘉年华的诞生

Ted Arison was determined to continue in the cruise business. Once again he needed a ship, but this time there were no modern ferries available. He approached a wealthy old school friend, Meshulam Riklis, who agreed to support him. In January 1972, Arison took a small team including his vital lieutenant Meshulam Zonis to England with the intention of buying “Saxonia” and “Ivernia” laid-up by Cunard. They found, however that the ships were in a very bad condition and would take many months to restore to operational service. They also inspected “Empress of Canada”, which was also in bad shape, but was at least operational. The decision was taken to proceed.
泰德.埃里森决定继续经营游轮业务。但是他需要一艘船，不过此时已经现成的渡轮可用。因此他向自己的老校友，MESHULAM RIKLIS求援，后者给他提供了帮助。1972年1月，埃里森和自己的经营团队，还有MESHULAM ZONIS一起前往英国试图购买邱纳德公司限制的SAXONIA和IVERNIA号。但是他们发现虽然这两艘船的状况非常糟糕，需要花数月的时间才能使他们恢复要运行状态。他们还参观了加拿大女王（EMPRESS OF CANADA）号，虽然她的外观老旧，但是至少还能运转。因此他们决定再看看。



Photo 5: Empress of Canada

Riklis owned American International Travel Services (AITS) of Boston. AITS formed a new subsidiary, Carnival Cruise Lines, with a capital of $6.5 million and Ted Arison as manager. It will be noticed that this was the same amount as the missing NCL deposits. The new company bought “Empress of Canada” from Canadian Pacific for $6.5 million, but a large part of the purchase was financed by bank loans, leaving a margin for working capital. The ship was renamed “Mardi Gras” and after carrying out basic maintenance work, she sailed from Tilbury for Miami on 25 February 1972.
RIKLIS在波士顿拥有美国国际旅游公司（AITS）。AITS随后成立一家分公司，嘉年华游轮公司，注册资金为650万美元，泰德.埃里森是总经理。650万美元正好是NCL所丢失的那笔现金。新的公司用650万美元购买了加拿大女王号，但是很大一笔款子来自银行贷款。这艘船被重新命名为MARDI GRAS号，经过基本的维修后，她于1972年2月从Tilbury航行至迈阿密。
Arison arranged an inaugural cruise for US travel agents. As the ship left Miami the pilot ran her onto a mud bank. Luckily she came off on the next tide. The US travel agents were amused by the incident but distinctly unimpressed with Mardi Gras. The Canadian Pacific two class layout, the large number of small cabins that were without private facilities and the poor general standard of outfit, all compared very unfavourably with Kloster’s smaller modern ships. Arison vowed to change all of these faults, but he could not afford to take the ship out of service for a major refit. A team of workers lived on board and began a rolling programme of modernisation. This activity did not help passenger bookings however and the load factor was only about 60%. At this load level losses began to mount and the company faced severe cash flow difficulties.
埃里森安排美国一些旅行社参加她的首航。但是当船开开迈阿密时她陷入了岸边的淤泥之中，不过幸运的是，在大潮来临后，她还是能自动扶起摆脱了泥潭。船上的那些人还以为这是一个玩笑，他们并没有感觉到有什么异样。加拿大女王号的设施比较落后，她的客舱分2个等级，房间数量很多，但面积很小，而且多数房间内没有私有的盥洗设施，装潢也非常一般。比克罗斯特的那些相对较小的船差很多。埃里森决定要改变这种状况，但是如果将船送到船厂进改装和大修显然是不能接受的。因此一对工人随船队各部分进行轮流的翻新。但是这样一来船的上座率最高只能达到60%，这个水平上很难盈利，公司的现金流发生困难。
Early in 1973, AITS bought the Riviera resort hotel in Las Vegas and the Nevada Gaming Commission asked AITS to dispose of its interests in Carnival. In 1974, Arison agreed to buy the near bankrupt Carnival Cruise Lines for $1 and to take over responsibility for $5 million debts. The investment was taken in the name of a newly formed Panamanian company – Carnival Corporation.
1973年早期，AITS在拉斯维加斯购买了海滨度假酒店，内华达州的博彩委员会要求AITS放弃其所经营的嘉年华公司。1974年，埃里森用象征性的1美元购买了濒临破产的嘉年华游轮公司，此时公司的债务已达500万美元。新的投资将被注入一家巴拿马注册的企业-嘉年华集团。
Ted Arison approached several cruise operators to form partnerships, but without success. He and the Zonis management team redoubled their efforts to rescue the business. Every cent of expenditure was examined for savings. The rebuilding of “Mardi Gras” with acceptable accommodation was almost complete and most importantly for the American market, a casino had been added. The marketing and sales team launched an aggressively advertised campaign to attract a younger clientele (25-40 year olds) to their “Fun Ship”. Most importantly, Ted’s young, college drop out son Micky Arison took to the road and visited dozens of important travel agents to convince them that the ship was greatly improved and to persuade them to offer Carnival’s product to their clients.
泰德.埃里森希望与其他游轮运营商形成合作伙伴关系，但是并没有成功。他和ZONIS加倍努力以挽救公司。他们花费的每一分钱都要精打细算。MARDI GRAS号的改装也即将结束，更为重要的是，在她上面开始了赌场，这对北美的邮轮市场无疑产生了深远的影响。嘉年华的市场和销售团队开展了一场广告宣传战役，重点吸引那些25-40岁的客户，他们的宣传口号就是“FUN SHIP”，快乐之船。泰德.埃里森的小儿子米奇.埃里森也加入公司，他们走街串巷，拜访各大旅行社进行宣传，使他们相信船上的设施已经有巨大的改善，并愿意向客户推荐嘉年华公司的产品。



Photo 6: Mardi Gras

Their combined efforts were successful and the load factor began to climb so that by the end of 1975, “Mardi Gras” was operating at 100% capacity. Carnival was saved from bankruptcy, the next step was to turn the company into a money making proposition. It is however very difficult to operate a profitable single ship cruise company, but Carnival had one great advantage over its sleek European rivals. It only operated in the US cruise business. The other companies had largely been established by European shipowners who had made spectacular profits from the early 1970s tanker boom. When the boom turned into an OPEC instigated bust, cruise profits were used to support their main businesses and cruise investment ceased. The other companies had virtually ceased to expand their cruise activities. By contrast every cent that Carnival could squeeze out if its operations was used to grow its business.
他们的努力收到了成效，1975年末，嘉年华的上座率明显的提升了。MARDI GRAS的100%满员。嘉年华从破产的边缘走了出来，下一步是要让使之成为一家盈利的公司。但是要使一家经营单一游轮旅游业务的公司赢了谈何容易，但是嘉年华在哪些欧洲的竞争对手是有巨大优势的。该公司只经营美国市场的游轮业务。而其它大型的航运公司大多都依靠1970年代的油轮业务的繁荣赚到了不少钱。但是由于OPEC的禁运，这些公司不得不用收入来支撑他们的主营业务，游轮的投资大大减少。他们都停止了游轮业务的扩张。相比之下，嘉年华会用每一分前来发展他们的游轮。
During 1975 Carnival spotted an opportunity following the bankruptcy of Greek Line. Chase Manhattan Bank had foreclosed on that company and was very anxious to sell the two passenger ships it had acquired. A Carnival team quickly established that although Olympia, which had been refitted just prior the bankruptcy, was in the best condition and cleaner, Queen Anna Maria (ex Empress of Britain) had much more potential. All of her passenger cabins had been re-fitted with private facilities and full air conditioning installed.
1975年，嘉年华抓住了一次机会，此时一家名叫GREEK LINE的航运公司破产了。大通曼哈顿银行急于将该公司抵押的两艘客轮出售。嘉年华公司了解到其中的OLYMPIA号在改公司破产前已经接受了大修，船况良好，也非常干净。另外一艘QUEEN ANNA MARIA号的船也是很有潜力的，因为她所有的客舱已经重新装修，都有独立的盥洗设施，船上还有空调。


Carnival bought the Queen for $3.2 million. A very good price, considering they paid $6.5 million for the completely unconverted Empress of Canada. The Queen was renamed Carnivale, readied for sea and sent to Newport News for cleaning, new soft furnishings and replacement of rat damaged furniture and fittings before entering service on 7 February 1976.
嘉年华以320万美元购买了女王号。这个价格比以650万美元买下没有接受任何改装的加拿大女王号划算得多。这艘船被重新命名为嘉年华号，在运营之前她被送往纽波特纽斯进行彻底的清洁，同时进行内部的软装潢，替换哪些被老鼠咬坏的家具，1976年2月7日，该轮正式运营。



Photo 7: Carnivale
图7:嘉年华号



Once again a team of workers sailed with her until the end of the year bringing the ship up to standard. Carnivale experienced extensive plumbing problems during her first cruise, but these were resolved and she received a positive reaction from the travel trade. By the end of 1976 the work was done and Carnivale’s load factors were up to 95%. The company was now in a stable, slowly growing financial situation and Carnival began looking for a third ship.
一队工人在船上待到了年底，并使船逐步达到最佳状态。在第一次航行中，这艘船遇到了水暖系统的问题，但是这些问题都得以解决因此她得到了旅游业的正面评价。1976年年底，嘉年华号的上座率已经达到95%。嘉年华公司的收入也开始稳定和缓慢的增长，公司开始寻觅第三艘船。
In the autumn of 1977, the SAFMARINE/ Union Castle liner S A Vaal came on the market. She was a most unlikely candidate for cruise duties. Although she was 32,697 tons, she was designed to carry vast amounts of cargo and only 728 passengers, many in extremely small cabins. What impressed Zonis however was the space available. In addition both the Union Castle crew and office staff knew of the great work done by Carnival on their two CP ships, and they wanted S A Vaal to go to a good home. Zonis telephoned Ted Arison and urged him to act quickly to buy the ship. Without seeing her, he bought S A Vaal for a bargain $3 million.
1977年秋，SAFMARINE/UNION CASTLE航运公司的S A VAAL号进入嘉年华的视线。她并不适合提供旅游服务。尽管她有32697吨，但是这艘客货轮主要是装货，旅客容量只有728人，客房也非常狭小。但是打动ZONIS的是她宽敞的空间、而且SAFMARINE/UNION CASTLE航运公司也了解嘉年华公司的业务，他们希望S A VAAL号有一个好的归宿。ZONIS打电话给埃里森，敦促他尽快将船买下来。尽管没有看到过这艘船，埃里森还是以300万美元的价格买下了这艘船。





Photo 8: S A Vaal
S A Vaal号

S A Vaal was renamed Festivale and sent to Kawasaki for a complete rebuild. In many ways these old ships needed the same treatment as a city centre classical building, where the facade is retained but everything behind the outer wall is demolished and a completely new building created at considerable expense. Carnival applied the same philosophy to the rebuilding of Festivale at a cost of $20 million. By contrast Shaw Savill wasted £4 million on an inadequate and unsuccessful attempt to convert of the third CP liner Empress of England into a cut-price cruise ship.
S A Vaal被更名为节日号(Festivale)，他被送往日本川崎公司进行改装。从某种意义上说改装一船与改建一栋老建筑相似，虽然外观仍然保持原样，但是内部都需要重建，这需要花费一大笔钱。改装体现了嘉年华公司的一些的独特的理念，花费了2000万美元。相比之下SHAW SAVILL公司花费400万试图将加拿大太平洋公司英国女王号改装成一艘廉价游轮的努力并不成功。
Festivale re-entered service on 31 August 1978. She was now able to accommodate 1,432 passengers and had a wide range of new public rooms. She was the largest and fastest cruise ship operating in the Caribbean and was an instant success.
节日于1978年8月31日服役。她能载客1432人，具有非常宽敞的公共空间。她是当时加勒比海最大的游轮，她很快取得了成功。


Photo 9: Festivale
图9：节日号
Despite the company’s stronger financial position, Carnival still continued to cut every cost to the bone. In June 1978, when the FBI busted the Miami organised crime rackets of the International Longshoremen’s Association, Carnival was the only cruise company not paying protection money, providing the mobsters with free tickets and employing the union’s high priced dockside services front companies. As the Carnival management explained, they could not afford to pay the mob.
嘉年华公司由了稳定的收入来源，但是他们仍旧倡导节约的原则。1978年6月，当FBI破获迈阿密国际码头工人协会有组织犯罪案时发现，嘉年华公司是唯一一家没有向恶势力交保护费，向他们提供免费的船票和高价雇佣这些劳动力的公司。嘉年华公司解释说他们无力支付这些钱。
In 1979, with all three of Carnival’s ships making excellent profits and the dispute with NCL settled out of court, Ted Arison appointed his son Micky as President and he became Chairman. The Arisons also decided that it was time to build their first new ship.
1979年，嘉年华的三艘游轮的回报丰厚，同时于NCL公司的纠纷也通过庭外和解解决。泰德.埃里森委任他的儿子米奇为公司总裁，自己则担任公司主席。埃里森父子决定建造一艘全新的游轮。
[edit]