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Many marina managers share this observation: historic users are getting older, few young people are taking up boating, and the number of berths on offer is struggling to keep up. Here we set out the main causes of this trend, and present concrete âeuros technical, pricing and relational âeuros to guide a policy of customer renewal in marinas.
" We need to come up with a general project to produce yachtsmen "Marc Grouhel and Gabriel Valat, co-authors of the report on The aging of the French yachting industry and the emergence of a new, attractive and immersive model: the Pleasure Park
The causes of an ageing customer base
The aging of our customer base is not simply an effect of time: it is the result of several converging factors.
- First, demographics. The baby boom generation is now in its declining phase, and their gradual departure leaves a void that is not being filled by younger generations.
- Then there's the financial cost. The price of a boat, its maintenance and port charges are major barriers for people aged 25âeuros40.
- The model of possession vs. use. Younger generations are tending towards an economy of use (renting, sharing) rather than ownership.
- The appeal of "fast" leisure activities, digital or with immediate results. For some, sailing seems slow, restricting learning and personal investment.
- The structural "weight" of ports: ageing infrastructures, low rates, lack of personalized welcome, services poorly adapted to young visitors.
These causes add up, weakening the ability of ports to engage in a genuine renewal dynamic.
" Break down the barriers between sailing and cruising schools, ports and service providers "says Gabriel Valat. " The publication of this report in September 2025 is starting to move some harbourmasters' offices and port design offices up a gear ".
The risk for ports: weakened business models
The future of the ports looks bleak:
- If long-standing users cease activity without being replaced, berth occupancy falls, affecting port revenues.
- Lower customer turnover limits opportunities for stopover fares or temporary accommodation.
- Infrastructure maintenance costs remain fixed (dredging, pontoons, services, personnel), but revenues may stagnate or fall.
- Some ports are already seeing their waiting lists shrink, a sign of imbalance between supply and demand.
- Faced with the challenges of climate change (rising sea levels, flooding) and the ecological transition, the investments required weigh heavily: without plentiful revenue, investment capacity is limited. Cerema's "Port de plaisance d'avenir" program aims to help marinas modernize their services and infrastructures.
A port that fails to renew its clientele risks becoming a dependent asset, or even being forced to reduce its services.
Operational avenues for customer renewal
To prevent ports from becoming museums of yachting, here are some interesting levers to explore:
- Tailor tariffs to small units
Rather than applying a single rate, propose a finer grid: preferential rates for smaller units (under 7âeuros¯m, light sailboats, tenders). This lowers the entry barrier for novices and those with small budgets. - Introduce usage or sharing formulas
Formulas shared afloat port , sailing club with shared sailboat , membership / subscription may appeal to those who don't want to commit to a complete property. - Animation & training
Organize training programs (introductory, advanced) within the port, make educational structures visible. Encourage the presence of young instructors and students for reception and mediation.
Offer events (rallies, discovery outings) that allow novices to experiment without immediately owning their own. - Improving reception & services
A young, multilingual, dynamic welcome, adapted services (connectivity, easy stopover areas, DIY zones, bicycle parking).
Ensure careful maintenance, and remove or rehabilitate wrecks or "vacuum" boats that give a bad image. - Communication & image
Harbors need to tell an attractive story: disseminating content on social networks, highlighting new boaters who testify, promoting accessible boating rather than elitism.
Create an identity as an "accessible" port, open to young people, families and alternative projects (light sails, small boats). - Strategic planning & partnerships
Harbors are not isolated: cooperate with sailing clubs, schools, local authorities and local tourism stakeholders to integrate yachting into the overall leisure offer.
Make use of public schemes (grants, subsidies, modernization programs). The "Port de plaisance d'avenir" label offers funding for infrastructure modernization.
Limits, risks and conditions for success
Each track has its own constraints that need to be carefully assessed:
- Modulating tariffs for small units can reduce unit revenues: we need to ensure that sufficient volume compensates.
- Usage/sharing formulas require governance, insurance and maintenance models.
- Investments (reception, modernization, services) require resources â?" a multi-year plan and sometimes external subsidies.
- Changing your image doesn't happen overnight â?" it requires consistency, patience and a sustained communication plan.
- The local context (tourist density, geographical and regulatory constraints, strong administrative inertia) can limit the room for maneuver.
A crisis situation with existing solutions...
The aging of marina clientele without renewal is a documented reality and a strategic challenge for marina managers. If this challenge is not met, the consequences for port operators could be severe : declining revenues, obsolescence, financial imbalance...
But there are other levers: differentiated pricing, shared uses, welcome and training, a modernized image, local partnerships. The challenge is to transform the port into a gateway to a more diversified yachting industry, open to new profiles.
A report to help you understand
To download Gabriel Valat and Marc Grouhel's memoir, click here: The aging of the French yachting industry and the emergence of a new attractive and immersive model
