Positive cash flow is key. How many times does a boat go out at less than full capacity ? There is the profitable, break even and lose money capacity. Who really knows exactly how, where and how much the money flowed ?
Who determines what is an adequate profit margin or what is considered a NEEDED increase in price ?
How much money do you have to layout upfront and how long to recover it ? Recover it based on a 3-5 year prediction of cash flow and steady business ? Who predicted the recent economy crash ?
Running a business is not as easy as it sounds.
First of all, let me say that I've known Nekton's owner personally for nearly 30 years, and there are very few people with his integrity. He's always been an impeccably honest, kind, and generous family man, and I'd trust him with my own kids. As far as what challenges there are to running the Nekton business, they are numerous and unique. He started this business from nothing but a vision, and designed these ships himself (together with his early partner Pete). With great admiration and a touch of envy, I watched him build this business from nothing but an idea. The risks are huge, and the capital investment is enormous. The operating and maintenance costs are as unpredictable as the weather and sea-conditions that they encounter. But even more difficult, has been the general economics of ALL "hospitality" businesses since 9/11 2001. Nekton's business model is like the hotel business on sterioids. THey are just as dependent upon occupancy rate, and the discretionary spending, but with NO business traveler as a source of income. They are solely dependent upon TOURISM, and with all of the additional risks that go along with conducting a diving operation, sometimes conducted in foreign waters who impose their own onerous regulations upon the operator. Belize for example, requires hiring only Belizean crew; who once aboard act like a bunch of tenured union school teachers who know they can't be fired, even if they just work 3 hours per day.
Unfortunately, Nekton has had to struggle with these challenges for many years, going as far back as the virtual stoppage of tourism for many months following the attack on the World Trade Center. These economic dynamics are ALL beyond the control of Nekton's management, and in fact, they did a remarkable job of sustaining the business model as long as they did after 9-11. This financial melt-down which started in 2008, and which is being exacerbated by the FDR-style economic INCOMPETENCE of this current president and his administration, is a situation that any knowledgeable business person can see is unmanageable. I currently run a manufacturing company with 400 employees and I for one think that the economy is no where near to starting any kind of recovery. This will be a sustained, and protracted contraction of American economic prosperity the likes of which hasn't been experienced since the 1930's. Just wait till the health care TAX kicks in...and you will see unemployment spike up another notch. Lower employment = Fewer Tourists. Nekton management did a spectacular job keeping the company afloat for the past 9 years in spite of these challenges, but seeing the writing on the wall now, the only good business decision was to shut down. When JD writes "It is with heavy heart and deep regret that we cease operations.."... you can be sure that this was probably one of the most painful decisions he's made in his life.
So JD, to you my friend, I send you and your lovely family my kindest and best wishes, and my sincerest gratitude for the wonderful experiences and memories I enjoyed aboard the Pilot, which would never have happened had you not had the cojones and entrepreneurial spirit to take on such a risk. You have my deepest respect.