camper & nicholsons marinas ltd. - quaynote communications · february 2017 superyacht...
TRANSCRIPT
February 2017
Superyacht Opportunities in Asia
Prepared by Mathieu E Salomon - Technical Manager - Camper & Nicholsons Marinas Ltd
Camper & Nicholsons Marinas Ltd.
A little bit of a big history
www.cnmarinas.com
• Founded in 1782
• Synonymous with quality services to the marine
industry, building some of the worlds’ most iconic
yachts, many of which can still be seen cruising
today.
• Started as a yacht builder
• Progressed to yacht charterer
• Marina operation on-going since 1962
• Specialising in marinas for more then 50
years
• Projects delivered in over 30 countries
• Unsurpassed knowledge
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Camper & Nicholsons global presence
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An overview of what do we do: Design, Build & Operate
www.cnmarinas.com
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Choice of Site – General Considerations
High level Marketing & Preliminary Financial Planning
The Site – Infrastructures & Services
Site Investigations
Concept Design
Financial Planning
Detail Design & Provision of Working Drawings
Tendering Process, award of supplier contracts & RFP’s
Sales & Marketing Campaign
Construction
Project Management
Commissioning
Operations & Financial support (Post Grand opening)
Sales & Marketing continued involvementStage 6
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The Asian Market – the Statistics
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China
• Population of 1.36 billion – 20% of the global population
• High net worth Individuals on the rise
• Demand for private yachts has gained traction
• Still makes up only 1-2% of the global yacht market
‘’Aseanean’’ – areas surrounding the south China Sea
• Welcome alternative to the Mediterranean and Caribbean
• Huge potential
• Increasingly more popular among the western millenials
• Millennial travel trends pre-empted the superyacht trend
of visiting Asia far flung destinations, beyond the med
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Source: China’s boat park in 2013
HNWI Population 2009 to 2014 by region
Source: CapGemini World Wealth Report 2015
The Expanse of the Region
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• Some 7.5 million square
miles
• Three times the size of
the Caribbean
• Eight times the size of the
Mediterranean
• Only a handful of existing
marinas servicing
superyachts
• C&N currently building
three marinas with up to
60m + LOA capabilities
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24hr range at 9 knots
Existing Facilities
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Several facilities exist but
• Only a handful cater for the+30m LOA range
• They have no shore side facilities
• They are standalone marinas
• Poorly serviced and managed
• No on-shore support services
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Source: Camper & Nicholsons database
Superyacht facilities
Why have Marinas in China not been successful?
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Marinas in China – failing to deliver market and industry expectations
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Source: Recreational Boating Industry Statistics 2013
Sanya Marina – November 2016
Cannes Marina – September 2017 Monaco Marina – September 2017
Xiamen Marina – July 2016
Marinas in the Mediterranean
• Lack of tourism appeal
• Yachting not part of the culture
• High taxes on imports and luxury goods
• Polluted and murky waters
• Lacking services to support long range
cruisers
• Bureaucratic Port of Entry formalities
deter yachting activities
Why should South East Asia be different?
www.cnmarinas.com
• Some of the finest cruising grounds in the world
• Unique experiences
• A host of multi-cultural attractions
• Dynamic economies
• 27 projects undertaken in the past 7 years
• Active participation of Government officials from
Malaysia, Thailand and Indonesia at the APYC
• Dedication to building a ‘yacht tourism’ industry
• Positive initiatives to encourage international vessels
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Camper & Nicholsons Marinas is an active player in changing the face of marinas in SE Asia
Why the yacht club model doesn’t work
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Far too much emphasis on VIP yacht clubs
• High priced memberships
• Large market sector excluded
• Club syndrome popular all over China
• A club and public marina can live side by side
• More public berthing is a must if the region is to develop a strong industry
• Successful development of marinas relies heavily upon local boat ownership
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The need for hubs and links
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How do we capture the opportunity?
• Reduce sailing times between marinas
• Provide safe destinations
• Appropriate levels of services
• Cater for transient business
• Domestic markets will take a number of
years to develop
• Good marinas in key locations are needed
to provide the network
• 500-1000 berths marinas with exclusive
club member ships are not the answers
• 50-300 berth marinas are
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India, Sri Lanka, Maldives
China, Korea, Japan
Thailand, Malay Peninsula, Vietnam
Indonesia, Philippines, Borneo
Fiscal Considerations – Location & Investment Challenges
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Try to avoid…..
• Isolated site
• Deep water
• Water too shallow
• Exposed site
• Strong tidal currents
• Long shoaling beaches
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Try to look for…..
• A strategically located site
• Good demographics
• Naturally sheltered
• Good water depths
• Clean seas
Choice of Site
• The major element in the development of any marina is choosing the right site.
• Once the right site is identified the appropriate development plans have to be put in
place.
What is the right site?
• One that is strategically located on a cruising route.
• One that has good access by land and safe access by sea.
• One that has the right environmental credentials.
• One that is readily serviceable.
• One that can be developed at the right price.
• One that is not simply an appendage to a property development
• One that will appeal to the market.
Wrong choice – Poor design, inadequate protection
Right choice – Good design, good market, well protected
Fiscal Considerations – Return on Investment
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There are currently 5,066 delivered superyachts – 30m LOA or over
• Size of Marina / target market
• Occupancy & Growth
• Designer Lifestyle Versus Entry Level
• Club + Public + international consumer
• Sport for the masses
• Charter fleet
Marinas nowadays
• Cost of development offset by property sales
• Attractive incentives for berth and property ownership
• Creating a destination, not just a marina
Added Value
• Typically provides an uplift of 15-25% in the surrounding development
• Creates a focal point
• Attracts HNWIs to a location
Fiscal Considerations – Country Case Study: Malta
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• A study of Malta’s superyacht sector shows that it generated €67.1m in direct value added in 2015.
• A representation of 0.78% of the country’s GDP
• Creation of 1,600 jobs
Photo curtesy of Ian Cochrane, GHM
What have we been up to in South East Asia
www.cnmarinas.com
Sanya Serenity – Hainan Island
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Client Layout
C & N Layout
Construction phase
Completed Marina
What have we been up to in South East Asia
www.cnmarinas.com
Malaysia – Tanjung Aru Eco Development
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What have we been up to in South East Asia
www.cnmarinas.com
Vietnam – Ana Marina
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Maldives - Singha
The opportunity
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• To join up the region by creating hubs which will in turn attract charter vessels
• A greater focus on Superyacht charter
• The sharing economy is becoming more and more popular (Access a superyacht, with no ownership)
• Destinations, not standalone marinas
The yachting market in Southeast Asia is in its infancy. A small volume of regular traffic already exists, focused on the
mid-market committed cruiser at the small end, and on the more adventurous superyacht owner at the high end.
Future growth in this market is anticipated, and the potential is considerable, but it is not possible to predict the rate of
growth with any certainty. It would therefore be prudent to keep the marina development on a modest scale and to build
in as much flexibility as possible in terms of the berth mix.
It is fundamental that a good professional team is selected to deliver the best product, and a marina consultant that not
only designs marinas, but operates them with invaluable past experience is essential.
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www.cnmarinas.com
THANK YOU