This work seeks to depict the structure of yachting services in Trinidad and Tobago. Porter''s diamond model provided the baseline for data collection. It was modified to include the environment as a negative externality that can affect the long run sustainable competitive advantage of the yachting services industry cluster. A call is made for improved marketing and the branding of Trinidad and Tobago as a ‘one stop shop'' for yachting services in the region. Also required, is Government''s intervention by way of policies and regulations to protect the natural and cultural resources that support yachting services and for the development of infrastructure necessary for the sustainability of yachting tourism. Mention is made of some best management practices in the yachting services industry regionally and internationally, but more importantly, the concept of “collective efficiency” is introduced as an alternative approach towards achieving competitiveness particularly among groups of small and medium-sized firms, as found in the yachting services industry cluster in Trinidad and Tobago as well as in other Caribbean economies.