Management

Managing a yacht charter company involves much more than the operational organization of the fleet. Successful business depends on clear processes, a well organized team and the ability to make strategic decisions in the dynamic environment of the nautical industry.

In this category, educational articles about management in the yacht charter and nautical sector are published. Topics include team management, organization of business processes, resource planning, project management and the development of operational procedures. The content brings practical examples, advice on work organization and approaches that can help companies manage their business more efficiently, improve internal communication and increase operational efficiency in everyday work.

This is no longer a battle of portals, but a battle for control of the yacht charter market

This is no longer a battle of portals, but a battle for control of the yacht charter market

The acquisition of Borrow A Boat and its integration into Five Seasons Yachting Group shows that the yacht charter market is no longer changing only through the growth of individual portals, but through the connection of distribution, technology, data and customer relationships. In such a model, the greatest advantage no longer necessarily belongs to the one who has the fleet, but to the one who controls digital access to the market. Selma Ćubara in her new column draws a parallel with the American market and warns that for Croatian yacht charter companies the biggest risk is the loss of autonomy, not just the level of commission.

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The helm is not delegated - not in season, nor out of it

The helm is not delegated - not in season, nor out of it

When a leader sets change in motion and then disappears from the process, the consequences do not stay in the meeting room, but surface in the middle of the season. In this article, Andreja Fazlić examines how much that pattern costs the team, day to day operations, and the overall guest experience.

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‘Guest Digital Journey’ and Charter Standards: Where Croatia Can Make the Biggest Qualitative Leap

‘Guest Digital Journey’ and Charter Standards: Where Croatia Can Make the Biggest Qualitative Leap

In this article, we explain what the guest digital journey means in practice and why it has become a matter of standards rather than a “digital trend”. We guide you through three key phases of the journey (before arrival, on board, after return) and show what guests truly need in each phase, what a digital welcome pack should look like and when it should be sent, why having a single point of help on board (QR/link) reduces stress and speeds up support, and how a short post check-out follow-up turns feedback into quality and recommendations. Within the article, you can also download a template that can be adapted to a specific base and fleet.

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How to become a (successful) booking agent in yacht charter

How to become a (successful) booking agent in yacht charter

Can it be said that the success of a charter company is measured by the number of chartered boats or sold reservations? We can. And if the booking of vessels is the most important in the charter business, then the booking agent is one of the most responsible positions

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An inquiry has arrived, but there’s no booking – how not to lose guests after the first contact

An inquiry has arrived, but there’s no booking – how not to lose guests after the first contact

When a guest sends an inquiry, everything seems promising, they’ve shown interest, provided all the information, and it looks like the booking is as good as done. But then – nothing. No response or reaction. Why? Because the decision to book doesn’t come down only to the price or the type of yacht. The impression you make right from the start also matters.

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Transformation does not happen because of technology, but because of a leader who has reconciled opposites within themselves

Transformation does not happen because of technology, but because of a leader who has reconciled opposites within themselves

Andreja Fazlić for yacht charter.hr writes about why transformations do not break on the CRM, but on trust, meaning, and a leader’s clear decisions.

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