Keep pulling the thread on Richard Fain.
Royal Caribbean's long-term strategic vision was to compete in the broader vacation market, not just within the cruise industry niche.
Royal Caribbean's market capitalization has grown to be higher than that of any single hotel chain or airline.
Royal Caribbean's pioneering of the 'mega ship' era involved taking risks that were considered 'bet your company' decisions at the time.
On March 13, 2020, Royal Caribbean's revenue ceased overnight due to the shutdown caused by the COVID-19 pandemic.
During the COVID-19 pandemic shutdown, Royal Caribbean's leadership set a strategic goal to emerge from the crisis in a strong competitive position, rather than focusing solely on survival.
During the COVID-19 crisis, Royal Caribbean's leadership made the strategic financial decision to pursue debt financing rather than issuing equity at a low valuation, in order to protect long-term profitability.
Richard Fain led Royal Caribbean for 33 years.
Royal Caribbean adopted the internal phrase 'Un-F-ing Believable' (UFB) as a cultural standard to evaluate ideas and empower employees to strive for exceptional outcomes.
In an early engineering project, Royal Caribbean cut a ship in half to insert a new midsection, which increased its guest capacity from 720 to 1,040.
Royal Caribbean made the strategic decision to install authentic, expensive ice skating rinks on its ships rather than using cheaper artificial ice, reflecting a company principle to 'do it right or don't do it'.
Royal Caribbean's ships have scaled dramatically over time, from the first 'mega ship' at 72,000 tons to its newest vessel at 258,000 tons.
Royal Caribbean's newest ship will have a total capacity of 10,000 people on board, including guests and crew.