FLY & CRUISE isn't just logistics, IT’S A GROWTH STRATEGY!

The Real Power of Fly & Cruise? It's Commercial.

Whether you're a value-driven leisure cruise line expanding into new source markets, or an ultra-luxury brand crafting seamless door-to-deck experiences, one thing is certain: Fly & Cruise is no longer just a nice-to-have, it’s a commercial necessity.

But here’s the catch: it’s also one of the most complex, cost-sensitive, and operationally demanding parts of your business. Done right, it unlocks international growth. Done poorly, it becomes a profitless service drain.

In this guide, I’ll walk you through what it really takes to build a profitable Fly & Cruise product, tailored to your cruise line’s positioning.

First: Build the Foundation Right

Before even selling the first air-inclusive package, a cruise company must set up the right internal structure. Regardless of your brand’s market segment, the core building blocks are the same:

A. Define Your Air Strategy

• - Who are you targeting? Leisure markets that require flight access? International guests with long-haul needs?

  - What’s your product promise? Convenience, affordability, luxury?

  - Are you using air to fill ships or to elevate the guest journey?

B. Set Up a Fly & Cruise Department

You need a team dedicated to managing air strategy, not just issuing tickets. Key roles include:

1. Air Contracting / Negotiation Specialist

2. Flight Schedule Planner (to align with cruise turnaround)

3. Pricing Analyst (air-inclusive yield tracking)

4. Guest Disruption / Protection Coordinator

5. Sales Support for Trade & Call Center

C. Choose: In-House VS Outsourced

In-House Team	Outsourced (via Airline Consolidator, or, Travel Tech GDS partner)
Greater control and customization	Faster implementation, lower OPEX
Better brand alignment	Access to nego fares
Higher fixed cost	Less flexibility in private fares innovation

Often, the right answer is a hybrid model: core strategic functions kept in-house, operational execution (ticketing, 24/7 air desk) outsourced to a trusted partner. This is where companies like TURNKEY•READY can step in, offering cruise lines the ability to outsource air contracting, B2B onboarding, & GDS operations while keeping strategic oversight internal.

D. Let’s Get Specific: TWO BUSINESS MODELS, TWO REALITIES

CASE 1: The Leisure, Average-Budget Cruise Line

Goal:

Attract price-sensitive guests from high-volume source markets who need air access to reach your ports.

Setup Must-Haves:

1. Group and seat block contracting with key charter or scheduled carriers (think Vueling, Eurowings, JetBlue).

2. Airfare bundling engine inside your cruise booking tool.

3. Cruise-air schedules synced tightly with ship departure/arrival.

4. Contingency plan (flight protection program for disruptions).

5. Integration with call center and B2B booking tools.

   
   

Commercial Actions to Drive Volume & Profit:

• B2B (Travel Agencies & Tour Operators):

Convincing agencies to let go of air issuance (and related benefits like incentives or GDS overrides) can be challenging. But here’s how it becomes viable:

How to Convince B2B Partners to Let Cruise Line Handle Air:

1. Commissionable Air Packages: Offer net or commissionable air-inclusive cruise packages.

2. Group Control Advantages: Cruise line secures and manages seat blocks, guaranteeing space and synchronized schedules.

3. Disruption Protection: Agencies are relieved from post-sale disruption headaches… like missed flights, re-routing, port changes.

4. Operational Simplicity: One PNR, one invoice, one service point, reducing complexity for the agent.

5. Earn on Margin + Volume: Offer performance incentives (e.g., bonus commission for selling air-inclusive bundles).

Agencies will adopt your air solution if:

a. It saves them time.

b. Reduces risk.

c. Doesn’t cut into their earnings; or replaces air margin with better cruise/air bundle incentives.

This is a core area where TURNKEY•READY helps cruise lines craft commercial arguments and onboarding strategies that win over skeptical B2B partners.

• B2C (Direct-to-Guest):

a. Emphasize value and convenience… “one price, no hassle.”

b. Include Fly & Cruise in CRM marketing flows.

c. Offer limited-time air promotions (e.g., “XXX€ Air Credit”).

• Call Center & Web:

a. Equip call center agents to upsell air inclusively.

b. Offer dynamic air options via website (GDS or consolidator-powered).

Profitability Tip: Since air margins are razor-thin (often <2%), build contribution through breakage, bundled net fares, and by using Fly & Cruise to protect cruise load factor (especially in shoulder season).

CASE 2: The Ultra-Luxury, "White-Glove" Cruise Brand

Goal:

Offer a seamless, high-touch journey from the guest’s front door to their suite … with no compromises.

Setup Must-Haves:

1. Direct airline partnerships with premium carriers (Emirates, Lufthansa, Singapore Airlines).

2. Private fare and NDC integrations for best business/first-class pricing.

3. Pre/post ground transfers, fast-track airport service, lounge access, and private jets.

4. Dedicated air concierge team.

5. CRM-integrated guest communication.

Commercial Actions to Enhance Loyalty & Margin: 

• B2B (Luxury Travel Advisors & Tour Operators):

How to Convince Luxury Advisors to Book Cruise-Issued Air:

1. Bespoke Air Concierge Service: Cruise line provides premium air planning, upgrades, special requests, services most advisors aren’t equipped to handle.

2. Integrated Guest Experience: Smooth transitions from flight to suite (including potentially limo, lounge, and fast-track perks.

3. Shared Commission Model: Offer advisors air commission or add-on service margin, even if they don’t issue.

4. One Point of Contact: Advisors avoid multi-vendor headaches and offload liability.

5. Client Satisfaction & Retention: They keep their guests happy… and loyal.

TURNKEY•READY helps cruise companies design value propositions that empower luxury advisors to trust and delegate this sensitive part of the guest journey, while preserving their earning potential.

• B2C (Direct Luxury Consumers):

a. Market Fly & Cruise as part of the experience, not just a service.

b. Highlight exclusivity: private terminals, chauffeur service, door-to-deck flow.

c. Offer class upgrades or bespoke routing for high-yield departures.

• Call Center & Guest Services:

a. Train the call center to manage complex air itineraries.

b. Use CRM data to propose matching flights for specific embarkations proactively.

Profitability Tip: In this segment, margin doesn’t come from air ticket markup; it comes from paid upsell, guest LTV (=Life Time Value), brand perception, and ancillary loyalty (the guests will remain within your brand ecosystem for everything they need, not just the cruise, but also air, transfers, pre/post, and beyond). Use air as a strategic differentiator.

E. The Bottom Line

Fly & Cruise is not about selling airline seats. It’s about enabling global guest access, elevating the experience, and protecting your cruise revenue.

To make it profitable:

• Treat it as a product, not a support function.

• Invest in systems and people who can manage air like a revenue line.

• Leverage partnerships, not only for cost savings, but for guest satisfaction.

And when it comes to setting up or scaling your Fly & Cruise capability (from air contracting to B2B partner conversion) this is where TURNKEY•READY can offer end-to-end commercial solutions that work in the real world.

Want help structuring your Fly & Cruise product or training your commercial team to maximize results?

Let’s talk business!