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Recognized observer of the port and yachting sector, Jean-Michel Gaigné for over thirty years, he has been working with marinas, nautical destinations and maritime tourism players in France and abroad. A former general manager of the port of Saint-Quay Port d'Armor for over twenty years, he also chaired the European TransEurope Marinas network and participates in the work of several international organizations specializing in port management.
A consultant with InXs Marinas and a member of Global Marine Business Advisors, he is involved in strategy, development, innovation and market analysis for marinas, water sports and coastal tourism. His background combines operational experience in the field, in-depth knowledge of yachtsmen's expectations and an international vision of developments in the sector.
In the following text, Jean-Michel Gaigné presents his analysis of the challenges facing marinas and maritime areas. He draws on his experience as a port manager, consultant and elected official involved in maritime and coastal issues.
Marinas face a strategic turning point by Jean-Michel Gaigné CMM
Long organized around a stable business model, marinas now need to reinvent themselves. Between changing usage patterns, a slowing market and new customer expectations, everything points to the need for a change of direction.
An over-dependent business model
The majority of marinas still rely on two main sources of revenue: boat owners with annual contracts, and visiting yachtsmen. Added to this are a few technical services âeuros handling, storage, water and electricity supply âeuros which, however, remain limited.
In France, unlike in other countries, ports rarely directly operate the commercial activities that revolve around them (restaurants, maintenance, equipment sales, boat rentals). These services are usually provided by independent players, generating little financial return for the managers, and only a few revenues from temporary occupancy permits, or even from the rental of built-up areas, sometimes accrue to the concessionaire, although this is far from the norm.
The fragility of this model is obvious: it essentially targets customers who already own boats, greatly reducing growth prospects.
Unevenly attractive regions
Not all ports are in the same boat. Those located in tourist areas or with high purchasing power continue to do well. But others suffer from a lack of attractiveness, often linked to their location, or to their practical constraints (tides, locks, beaching...). Some ports, built with no real customer base in mind, are struggling to fill up.
Remoteness from major cities, limited accessibility both by sea and by land, an ageing customer base: these are just some of the factors holding back their development. On the other hand, many examples, including international ones, show that success is largely based on the proximity of a large, solvent population, and easy accessibility from major cities.
A sluggish market, but encouraging signs
Recent figures confirm that the sector is running out of steam. In 2025, just over 8,300 new boats were registered in France, compared with over 12,000 five years earlier, and over 20,000 twenty years ago. The second-hand market, which has long been buoyant, is also beginning to stagnate.
Nevertheless, some indicators remain encouraging. The number of boating licenses issued remains high, at around 80,000 per year, and the rental market is growing. However, this dynamic benefits foreign destinations such as Greece, Croatia, the Caribbean or Italy, where the major charter companies have numerous bases, but it does reveal a real attraction for boating.
A large number of users, but not many of them
The paradox is striking: water sports appeal to some 16 million French people, 4 million of whom are regular boaters. However, a large proportion of this public do not become marina customers. The new generations prefer different uses: one-off rentals, boat sharing, simple and flexible experiences. They are also looking for more responsible and accessible practices.
Changing uses
Boating habits are also changing. Longer stays are giving way to shorter outings, often by the day. This trend, accentuated by the growth in the number of powerboats, is reducing the number of stopovers and thus the associated revenues. Boaters are looking more for fast, friendly, leisure-oriented experiences, rather than long, structured cruises. Turning ports into real destinations.
Faced with these transformations, a change is needed: marinas must become destinations in their own right. The customer experience must be rethought from start to finish. Today, organizing a weekend at sea remains complex: identifying a charter company, organizing transport, coordinating services... all steps that slow down new customers.
Tomorrow's offer will have to be simple, fluid and integrated. As with a traditional tourist stay, it should be possible to book a complete experience in just a few clicks: transport to the quayside, accommodation, boat, activities, catering, even personalized coaching.
An essential transformation
The challenge is clear: to broaden the customer base beyond just boat owners, and encourage all those who are attracted by boating to visit a marina, where they will find something to satisfy their desires. Why, for example, shouldn't marinas have a showboat, just as residential property developers stimulate customers by encouraging them to imagine themselves with show apartments?
This requires the development of rental services and boat clubs, as well as better coordination between local players. Failing this, there is a risk that ports will remain on the sidelines of the new market dynamics, to the benefit of more innovative and agile operators, particularly on a European scale, some of whom have already taken a lead.
