{"id":5165,"date":"2026-09-25T14:27:08","date_gmt":"2026-09-25T12:27:08","guid":{"rendered":"https:\/\/sinergiaskal.com\/?p=5165"},"modified":"2026-09-25T14:27:10","modified_gmt":"2026-09-25T12:27:10","slug":"esther-molina-suncruise","status":"publish","type":"post","link":"https:\/\/sinergiaskal.com\/en\/turismo-y-puerto\/esther-molina-suncruise\/","title":{"rendered":"\u201cAndalusia should be promoted as a single, well-connected destination, not as a string of ports\u201d"},"content":{"rendered":"

Esther Molina Crespo, Manager at SUNCRUISE Andaluc\u00eda, analyses the current state of the cruise tourism industry, the challenges of sustainability and connectivity, and the opportunity to extend its benefits beyond the ports. She advocates a model that focuses less on volume and much more on the economic, social and regional value generated by each port of call.<\/strong><\/p>\n

Andalusia is home to a wide variety of ports and destinations. If you had to pinpoint its position on the European cruise tourism map today, what would you say are its main strengths, and where do you see the greatest potential for further growth?<\/h3>\n

Andalusia occupies a truly unique position on the map of Europe because it brings together within a single region features that are normally found separately. We have an enormous variety of ports, an extraordinary historical and cultural heritage, gastronomy, natural beauty, a favourable climate, good tourist infrastructure and, furthermore, a strategic geographical location between the Mediterranean and the Atlantic.<\/p>\n

The figures confirm that we are experiencing a very positive period. During the first half of 2026, Andalusia welcomed more than 512,000 cruise passengers, representing growth of around 12 per cent, and we are also seeing a very interesting qualitative trend, with a greater presence of the premium segment and of companies seeking destinations capable of offering different experiences with greater added value.<\/p>\n

But I believe that the next step should not simply be to increase those figures. We need to ensure that cruise ships generate greater value for the region, that visitors get to know Andalusia better, that they visit towns and villages that have traditionally been left off the tourist trail, and that they find reasons to return later as holidaymakers.<\/p>\n

There is still a great deal of potential to be realised. Andalusia should not compete solely as a succession of ports, but as a single, connected destination that offers different experiences at every stopover and can cater to a wide range of travellers.<\/p>\n\n\n

\"Ports<\/figure>\n\n\n

To what extent can this diversity become a competitive advantage if it is presented as a complementary and interconnected offering?<\/h3>\n

It is one of our greatest strengths. From SUNCRUISE<\/a> , we have always maintained that diversity should not be interpreted as fragmentation. What makes our offering so exceptional is precisely the fact that our ports are not all the same \u2013 neither in terms of their geographical location nor their characteristics \u2013 and they do not offer the same experience at the destination either.<\/p>\n

Cruise passengers can discover historic cities, natural landscapes, cuisine, culture, industrial heritage, and experiences linked to flamenco, wine, olive oil or the equestrian world. And they can do so in both large cities and small inland towns.<\/p>\n

SUNCRUISE brings together the ports of Algeciras, Almer\u00eda, C\u00e1diz, Huelva, M\u00e1laga, Motril and Seville, along with the ports managed by the Andalusian Public Ports Agency, as well as Ceuta and Melilla. This network enables us to think in terms of the wider region rather than solely in terms of port infrastructure.<\/p>\n

The aim is to present a complementary range of offerings on the international stage. We do not want one port to compete with its neighbour by offering exactly the same thing. We want each destination to find what makes it special and, together, to build a much more powerful narrative about Andalusia.<\/p>\n

Andalusia, with 900 kilometres of coastline, the Mediterranean Sea, the Atlantic Ocean, the Alboran Sea and cruise ports right at the heart of the region, offers a combination that is hard to match, both in terms of sailing and the destination experience.<\/p>\n\n

For years, a port\u2019s success has been measured primarily in terms of port calls and passenger numbers. What indicators should we use today to determine whether cruise tourism actually generates value for the destination?<\/h3>\n

Stopovers and passenger numbers remain important indicators, but they are clearly insufficient. We may welcome many visitors and yet generate little economic impact or create a negative perception amongst the local population. That is why we need to move towards a much more comprehensive system of measurement.<\/p>\n

We are keen to find out how much spending actually remains in the region, how many local businesses are involved in the value chain, what jobs are created, how widely visitors are spread geographically, and what percentage decide to return to Andalusia at a later date. We must also measure the satisfaction of cruise passengers, but equally that of local residents.<\/p>\n

We are working to identify the sectors affected: port services such as bunkering, pilotage, mooring, tugboats, transport operators, provisioning, repairs, the healthcare sector and crew spending, amongst others.<\/p>\n

There are also environmental indicators that will become increasingly important: emissions, resource consumption, waste management, land-based transport and developments in ports\u2019 energy infrastructure.<\/p>\n

For me, there is another particularly important indicator: the ability to turn a visit lasting just a few hours into a lasting connection with the destination. If someone discovers Andalusia thanks to a cruise and then returns for four, five or seven days, the value generated by that first visit changes completely.<\/p>\n

We must therefore move from measuring volume to measuring economic, social and environmental value.<\/p>\n

A stopover can be a brief visit lasting just a few hours, or it can become an opportunity to extend spending and activity to other towns and inland areas. What is needed to achieve the latter?<\/h3>\n

Fundamentally, we need to design products with the cruise passenger\u2019s schedule in mind and improve the links between the port and the surrounding area considerably.<\/p>\n

Andalusia has a huge advantage: within easy reach of our ports lie some of Europe\u2019s most important cultural, gastronomic and natural attractions. The challenge is to turn these attractions into experiences that can be easily marketed on a large scale.<\/p>\n

That is why we at SUNCRUISE have been working on a Catalogue of Unique Experiences designed to identify proposals with genuine potential to be incorporated into maritime tourism products and to bring them to the attention of the trade. It is not enough simply to say that there is an extraordinary village an hour\u2019s journey from the port. We need to create the experience, organise transport, coordinate timetables, ensure quality and make sure that this offering reaches cruise lines, local tour operators and those who design the excursions.<\/p>\n

Furthermore, we need to increasingly incorporate small-scale experiences that are closely linked to the local area: visiting an olive oil mill, exploring a winery, taking part in a culinary activity, discovering a natural site or experiencing a local tradition.<\/p>\n

We also have traditional crafts in mind: goldsmithing, pottery, instrument-making\u2026 activities which, if we do not nurture and promote them, may be lost; yet, on the other hand, they are increasingly in demand amongst cruise passengers seeking a small, bespoke experience.<\/p>\n

The port should be the gateway to Andalusia, not the geographical boundary of the experience.<\/p>\n\n\n

\"SUNCRUISE<\/figure>\n\n\n

The port of embarkation fosters a different relationship with travellers because it can incorporate hotel accommodation, dining, shopping and other services both before and after the cruise. What conditions must an Andalusian destination meet in order to fulfil this role successfully?<\/h3>\n

Becoming a home port or expanding shipping operations requires much more than simply having a good terminal. The whole ecosystem needs to be functioning properly.<\/p>\n

Air connectivity is crucial, particularly with the main European and international source markets. We also need good rail and road links, hotel accommodation, catering facilities, logistics services, efficient transport between the airport, railway station, hotel and port, and, of course, port infrastructure capable of properly catering for both the ship and the passenger.<\/p>\n

But there is also a commercial aspect. A cruise line needs to be confident that the destination can manage the entire operation effectively and, at the same time, be attractive enough to encourage passengers to arrive one or two days early or stay on after the cruise.<\/p>\n

This second part is extraordinarily important for Andalusia because it multiplies the economic impact. Passengers then cease to be exclusively cruise passengers and start behaving like any other tourists: they stay in hotels, dine in restaurants, go shopping, visit museums and take part in activities.<\/p>\n

Being a home port is, therefore, a great opportunity, but it requires planning, connectivity and coordination amongst many different parties.<\/p>\n

How is the profile of cruise passengers changing, and what new demands should destinations take into account when designing the shore experience?<\/h3>\n

We are seeing travellers who are much better informed, more independent and have higher expectations. This is particularly evident in the premium and luxury segments, which are growing and for which Andalusia offers excellent conditions.<\/p>\n

That traveller isn\u2019t just looking to take a photo in front of the main monument. They want to understand the destination, have an authentic experience and, often, do so in smaller groups with a much more personalised service.<\/p>\n

Gastronomy, local culture, lesser-known heritage, nature and exclusive experiences are becoming increasingly important. There is also a growing awareness of sustainability and of the impact that a visitor\u2019s trip has on the local area.<\/p>\n

That is why we are paying particular attention to this segment and plan, among other initiatives, to organise a familiarisation trip in Seville, inviting the incoming tour operators who collaborate on our \u2018Unique Experiences\u2019 project to showcase Andalusia\u2019s offerings to operators and professionals such as shipping agents and representatives, who are well-placed to appreciate this type of product and facilitate higher-value commercial relationships, as well as attracting specialist national and international press.<\/p>\n

The premium trend is interesting because it shows that competitiveness no longer depends solely on attracting volume. It depends on our ability to offer uniqueness, quality and the scope for personalisation.<\/p>\n

A cruise passenger\u2019s experience involves ports, cruise lines, government bodies, agencies, ground handlers, guides, shops and tourism companies. What is the key to ensuring that this entire chain operates in a coordinated manner?<\/h3>\n

The key lies in creating permanent spaces for collaboration. Cruise tourism is probably one of the best examples of a tourism activity in which no organisation can operate in isolation.<\/p>\n

An excellent experience can begin at the port, continue with transport, then depend on a guide, a museum, a restaurant or a small tourism business, and end back at the port. If any of these elements fails, the destination is a let-down for the passenger.<\/p>\n

That is precisely one of SUNCRUISE\u2019s key roles: to act as a platform bringing together ports, destinations, public authorities and the private sector. We do this through professional meetings, workshops, international trade initiatives, innovation programmes and joint projects.<\/p>\n\n\n

\"CITCA\u2019s<\/figure>\n\n

CITCA embodies this philosophy perfectly. We wanted it to be much more than just a conference and to serve as a genuine platform for connecting businesses, destinations, ports, shipping companies, public authorities and innovation. The same approach underpins our maritime events and our participation in national and international forums.<\/p>\n

We need to share information, anticipate needs and work towards a common vision. Public-private partnership in this sector is not a theoretical concept; it is essential if we are to compete.<\/p>\n\n\n

\"SUNCRUISE<\/figure>\n\n\n

The coexistence of visitors and residents is one of the major issues of debate in many destinations. How can the arrival of cruise passengers be managed so that it brings economic and social benefits without disrupting daily life in the city?<\/h3>\n

I believe the first mistake would be to view this debate solely as a matter of numbers. Two days with the same number of visitors can have completely different impacts depending on where they go, how they travel, how long they stay and how their arrival is managed.<\/p>\n

The second mistake is to focus solely on the specific day \u2013 or days \u2013 when a cruise ship docks in the city. We need to analyse the size of the ship, how many passengers go ashore, how they get around, and what percentage they represent compared to tourists arriving at the destination by other means.<\/p>\n

For all these reasons, we need planning and data. Knowing in advance where people will be stopping allows us to organise transport, manage footfall and avoid unnecessary crowds at certain locations. We must also continually expand the range of experiences on offer so that visitors do not all end up walking along exactly the same streets at the same times.<\/p>\n

This is where the link with the local area is once again crucial. If we can channel visitors to other neighbourhoods, towns and tourist attractions, we reduce the pressure on the most crowded areas and, at the same time, ensure that the economic benefits reach more businesses and residents.<\/p>\n

And there is one thing we must not forget: local residents must derive benefits from tourism. A balance is achieved when tourism contributes to employment, trade, the maintenance of services and heritage, and the improvement of the destination \u2013 not when it competes with the daily lives of those who live there.<\/p>\n

Sustainability in the cruise industry is often associated with technological advances in ships, but it also depends on ports and what happens on land. What developments do you consider to be a priority in this area?<\/h3>\n

The transformation must take place simultaneously at sea, in port and at the destination.<\/p>\n

Clearly, shipping companies are making very significant investments in new fuels, energy efficiency and technologies to reduce emissions, but the port must be prepared to keep pace with this change.<\/p>\n

The electrification of docks, the development of alternative fuels, efficient waste and water management, the digitalisation of operations and increasingly sustainable land transport are all part of this transformation.<\/p>\n

At SUNCRUISE, we have been promoting this vision through Blue Ports and our commitment to the Blue Ports Manifesto. We also want to make further progress in identifying and disseminating good ESG practices within our ecosystem, so that achievements can be shared and replicated. Whilst not all ports start from the same point or share the same characteristics, we can certainly learn from one another.<\/p>\n

Furthermore, sustainability must not be limited to reducing environmental impacts. It must also incorporate economic and social dimensions: generating local economic activity, fostering harmonious relations with local residents, protecting heritage, and ensuring that the benefits of such activity are more evenly distributed across the region.<\/p>\n

The next step is to speed up that transformation and, above all, to measure it. Because it is very difficult to improve what we do not measure.<\/p>\n\n\n

\"SUNCRUISE<\/figure>\n\n\n

Air and rail links, road access and port infrastructure are key factors in competitiveness. Where should Andalusia focus its efforts to strengthen its position over the coming years?<\/h3>\n

We have an excellent foundation, but connectivity remains one of the key factors in competitiveness, particularly if we want to grow our embarkation and disembarkation operations and expand into higher value-added segments.<\/p>\n

International air links are essential. A cruise line\u2019s decisions do not depend solely on a destination\u2019s appeal to tourists; they also depend on whether its passengers can travel there comfortably from the main source markets.<\/p>\n

But we must view transport as a complete chain. In some cases, we have airports, high-speed rail links, motorways and ports situated very close to one another. The challenge lies in better integrating these transport networks and ensuring that travellers\u2019 journeys are seamless from the moment they land until they reach the ship.<\/p>\n

We must also continue to adapt port infrastructure to the energy transition and to the new requirements of ships.<\/p>\n

Future competitiveness will not depend on a single large-scale infrastructure project, but on the ability to connect all these systems efficiently.<\/p>\n

What opportunities does cruise tourism offer to small and medium-sized tourism businesses in Andalusia, and what should they do to become better integrated into that value chain?<\/h3>\n

The opportunities are enormous because, precisely, market trends are favouring exactly what many Andalusian SMEs do particularly well: offering specialised, authentic experiences with a strong local connection.<\/p>\n

A small catering business, a winery, an olive oil mill, an active tourism company, a craftsperson, a specialist guide or a cultural enterprise can all form an integral part of a cruise passenger\u2019s experience.<\/p>\n

The problem often lies not in the quality of the product, but in how to integrate it into the distribution channel. It is essential to understand the specific needs of cruise lines and local operators: very precise timetables, capacity, safety, languages, consistent quality, straightforward booking procedures and operational reliability.<\/p>\n

It is also essential to make progress with digitalisation. An extraordinary experience that cannot be found, booked or properly explained to an international market faces far greater difficulties in gaining access to that market.<\/p>\n

At SUNCRUISE, we aim to act as a bridge. The Catalogue of Unique Experiences seeks to facilitate this connection between local offerings and the market, whilst the Open Innovation Challenge addresses another equally important aspect: incorporating solutions from start-ups, technology companies and other innovative players to tackle the challenges faced by ports and destinations.<\/p>\n

In 2026, we are already working on the fifth edition of this programme. It is a very practical way of understanding open innovation: the ports set out real needs, and we look beyond traditional structures for new ideas and technologies capable of addressing them.<\/p>\n

When Andalusia is promoted at major international cruise industry events, which attributes generate the most interest amongst cruise lines and industry professionals, and which aspects do we need to communicate more effectively?<\/h3>\n

Andalusia is an extraordinarily powerful brand. Its culture, cuisine, heritage, climate and way of life are attributes recognised in virtually any international market. And our geographical location enables us to feature in both Mediterranean and Atlantic itineraries.<\/p>\n

When we attend major international events and hold meetings with companies and professionals, we sense a great deal of interest in our diversity and in the possibility of creating very different experiences within a relatively small geographical area.<\/p>\n

But I believe there are still two aspects we need to communicate more effectively. The first is that Andalusia is much more than just its world-famous tourist destinations. There is a huge range of inland attractions and emerging destinations that may prove particularly appealing to cruise lines looking to revamp their shore excursions and offer more exclusive experiences.<\/p>\n

The second is our capacity for innovation. We are working on digitalisation, sustainability, the blue economy, entrepreneurship and new models for the tourist experience. Blue Ports and the Open Innovation Challenge are good examples of this strategy.<\/p>\n

That is why SUNCRUISE\u2019s international promotion goes beyond simply attending the sector\u2019s leading trade events. We want to make the most of events such as the International Cruise Summit, Sun&Blue and other industry gatherings to also convey the image of Andalusia as a region that is actively working towards the future of maritime tourism.<\/p>\n

We have an opportunity to ensure that Andalusia is recognised not only as a major cruise destination, but also as a place where new solutions and new ways of linking ports, tourism and the local area are being developed.<\/p>\n\n\n

\"Panel<\/figure>\n\n\n

Looking ahead to 2035, how do you envisage cruise tourism in Andalusia, and what would you like to see changed so that we can talk about a model that is more competitive, sustainable and beneficial for the destinations?<\/h3>\n

I would like us, by 2035, to talk far less about the number of cruise passengers and far more about everything that this industry has brought to Andalusia.<\/p>\n

I would like to see ports with a significantly reduced environmental footprint, equipped to meet ships\u2019 new energy requirements and much more digitally advanced. A system in which information enables ports to manage port calls and mobility efficiently and to anticipate visitor flows.<\/p>\n

But, above all, I would like to see a model that is much more integrated with the local area. So that when a ship arrives at an Andalusian port, the opportunities do not end at the city\u2019s boundaries. So that small businesses, inland towns, local producers and new tourism projects form a natural part of that value chain.<\/p>\n

I also hope that we have made significant progress in terms of seasonality. Andalusia is well placed to attract seaside tourism for a very large part of the year, and this can help to generate more stable economic activity and employment.<\/p>\n

And I would like us to have established something that is essential for SUNCRUISE: a genuine culture of collaboration, with ports, destinations, businesses and public authorities working together and recognising that individual competitiveness depends increasingly on the strength of the ecosystem.<\/p>\n

If we manage to achieve all that, by 2035 we won\u2019t just be talking about an Andalusia<\/a> with more cruise ships, but about a form of maritime tourism that is better distributed, more innovative, more sustainable and, above all, more beneficial for people and local areas.<\/p>","protected":false},"excerpt":{"rendered":"

Esther Molina examines how Andalusia can turn the growth in cruise tourism into greater value for its destinations, businesses and regions.<\/p>","protected":false},"author":5,"featured_media":5249,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[25],"tags":[89,54,108],"class_list":["post-5165","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-turismo-y-puerto","tag-cruceros","tag-gastronomia-malaguena","tag-puertos"],"_links":{"self":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts\/5165","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/comments?post=5165"}],"version-history":[{"count":21,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts\/5165\/revisions"}],"predecessor-version":[{"id":5262,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/posts\/5165\/revisions\/5262"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/media\/5249"}],"wp:attachment":[{"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/media?parent=5165"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/categories?post=5165"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/sinergiaskal.com\/en\/wp-json\/wp\/v2\/tags?post=5165"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}