Biz strategy in shipping

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  • 1. Business Strategy inShipping
  • 2. Business Strategy in Shipping5.1 Introduction.5.2 Strategy for shipping.5.3 Market Orientation in shipping.5.4 Operational Effective vs. CompetitiveStrategy.5.5 Strategic Analysis.5.6 Structural Option for shipping co.
  • 3. Introduction Strategy is the fundamental pattern of present and planned objectives, resource development and interaction of an organization with its market , competitors.
  • 4. Strategy Importance in Shipping1. Identification of business opportunities.2. Gives an objective view to solve business problems.3.Provides a framework to improve internal and external collaboration4. Assists in controlling business activities& minimizes negative effectswhen threats arise5. Helps make better decisions, guides effective allocation of resources6. Provides methods to manage changes, and nurtures consistency in themanagement of the shipping business
  • 5. The structure–conduct–performanceparadigm
  • 6. The structure–conduct–performance paradigm1. the economic conditions determine market structure.2. market structure determines conduct3. conduct determines performance.( pricing policy , capacity level)on the other hand, there can be feedback effects of performanceon conduct and structure, as well as of conduct on structureThere is a direct relationship among themarket structure, conduct, and performance
  • 7. The characteristics of thecontainer shipping industry(1)High fixed cost(2) Little difference in the services offered(3)A high concentration rate, which means that a few operators account for the majority of the total shipping supply.(4) High entry barrier.
  • 8. Shipping firms should apply the principles of strategicmanagement in various aspects of their business becausethey:1. help shipping firms identify and prioritize business opportunities2. give shipping firms an objective view to solve business problems3. provide shipping firms with a management framework to improve their internal and external collaborations4. assist carriers in controlling their business activities5. minimize the negative effects on shipping firms when threatsarise
  • 9. 6. Help shipping firms make better decisions to support predefined organizational goals and objectives7. Guide shipping firms in the effective allocation of resources to improve their overall efficiency and effectiveness8. Provide shipping firms with methods and ways to manage changes in a dynamic business environment9. Nurture shipping firms to be consistent in the management of their business
  • 10. Strategy for Shipping A well-developed shipping strategy should contain five key components: 1. Scope: Scope refers to the breadth of a firm’s strategic domain – the type of industry (such as a third-party logistics provider, a liner shipping company, or a container terminal operator), and market segments (such as European, North American, or Asian markets) it competes in or plans to enter. 2. Goals and objectives: Strategies also state the desired levels of accomplishments, such as growth of volume over a specific time period.
  • 11. 3. Resource deployment: Resource deployment refers to the availability ofresources that a firm requires to achieve its goals and objectives. Forexample:liner shipping companies deploy ships to launch new container shippingservices calling at ports in emerging countries.4. Competitive advantage: An important part of a strategy is to specify howthe firm will compete.For example, liner shipping companies may extend theirservices by providing integrated logistics services to their customers witha view to enhancing their competitiveness through maintaining a high levelof services for years.5
  • 12. 5. Synergy: Synergy can be defined as “the degree to which various resources’deployment complement and reinforce one another”. The formation ofalliancesin the shipping industry is a typical example of the creation of synergy amongthe allied members.
  • 13. strategies can be classified into threecategories:Determine what businesses a firm should be in or Wants to be in.Determine how the firm should competeDetermine how to support business strategy. The Adoption of electroniccommerce to streamline documentation processes is an example offunctional strategy in the liner shipping business
  • 14. Market Orientation inShipping “Organization-wide generation ofmarket intelligence across departments,and organization-wide responsiveness toit “
  • 15. Market Orientation in Shipping could bedone through the long-term purpose of afirm is to satisfy customer needs for thepurpose of maximizing corporate profits.In doing so, firms are required to take aproactive attitude in doing business and beresponsive to customer needs and marketChanges & placing customers at the veryheart of business operations
  • 16. Market Orientation in Shipping - Customer Focus• A market-oriented firm is good at understanding customers’ requirements, and effectively deploying the required resources and skills to satisfy customers profitably.• A customer focus orientation requires finding out what services customers value. Shippers’ decisions to support a shipping line are based on the attributes and features of the shipping services they value. Shipping lines’ sales representatives need to contact shippers and consignees directly to obtain information on what and how to provide better customer value.
  • 17. Competitor Intelligence• A market-oriented firm recognizes the importance of understanding its customers & competitors.• It is essential for shipping lines to identify competitive threats And develop strategies to counter the threats.• It could be some market downturn with so much new capacity scheduled for delivery.
  • 18. Cross-functional Coordination• Market-oriented firms are effective in coordinating business functions to provide Superior customer value. For example, CMA CGM launched Its new environmental protection policy with support from both seagoing and supporting Functional members.
  • 19. Performance Implications• Market-oriented firms begin strategic analysis with a penetrating view of the market.• As an illustration of this, Kuehne & Nagle has a clear strategy on expanding its integrated logistics and IT-based supply-chain management services with the aim of developing from a pure airfreight and sea freight forwarder into a global “one-stop shop” logistics provider.
  • 20. Operational Effectiveness VersusCompetitive StrategyOne goal of shipping firms is to outperform theircompetitors. Both operational effectiveness andcompetitive strategy are essential to attainsuperior performance, but they usually work indifferent ways
  • 21. Operational Effectiveness• Operational effectiveness means performing similar activities better than competitors it refers to any practices that allow a shipping company to better utilize its resources,• Differences in operational effectiveness can affect profitability because they directly influence relative cost positions. Through practicing total quality management and benchmarking, managers can improve the performance of activities to eliminate waste and achieve customer satisfaction. Constant improvement in operationaleffectiveness is necessary to achieve higher profitability
  • 22. strategic positioning • Strategic positioning means performing activities different from those others or performing similar activities in different ways. • competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of customer value.
  • 23. Strategic positions canbe attained from three distinctsources:A)Variety-based Positioning1. Based on the choice of product or service variety rather than customersegments.2. Variety-based positioning makes economic sense When a companycan best produce particular products or services using distinctive Sets ofactivitiesLloyd’s Register, a classification society,
  • 24. B)Needs-based positioning•Serving most of or all the needs of a particular group of customers.• Needs-based positioning arises when the sameCustomer has different needs for different types of transactions.For example,Manufacturers in the pearl river delta will ship cargoes to the USA, Europe,and Other areas. Therefore, liner shipping companies have to offer a varietyof liner Shipping services to meet the various transport needs of theshippers in this shipping Market segment
  • 25. C) Access-based Positioning•Segmenting customers who are accessibleIn different ways. Access can be a function of customer scale orof anything that Requires different activities to reach customersin the best way.• From the perspective Of liner operators, shippers can besegmented into several clusters for developing Shipping servicestrategies.•In general, shippers can be segmented into threeCategories: international freight forwarders, global traders, andsmall domestic Exporters.
  • 26. Development Process of ShippingStrategies
  • 27. Development Process of Shipping Strategies• Shows the activities and decisions involved in the process of formulating And implementing shipping strategies.• Formulating and implementing a shipping Strategy involves many interrelated decisions, such as what to do, when to-do it, as well as how to do it.• Objectives and strategies must be achievable with The shipping firm’s available resources and capabilities, and must be consistent With the direction and allocation of resources inherent in the firm’s corporate and Business strategies.
  • 28. Strategic Analysis• The first step in Formulating a shipping strategy is to monitor and analyze the opportunities and Threats by examining the business environment.• Shippers and consignees use the Same container services but they are located in different countries. Therefore, Managers in shipping firms must be aware of the global business environment to Identify opportunities and threats to their business.
  • 29. Formulation of Strategies• Formulation of strategies should reflect market demand and the competitive situation Within the shipping market.• Different strategies are typically more appropriate For different market conditions.• Formulating a successful shipping strategy requires An understanding of the following issues:1. The company’s internal resources, capabilities, and strategies;2. The environmental context, such as political, economic, and technological trends3. The relative strengths and weakness of competitors;4. The needs, wants, and characteristics of current and potential customers.
  • 30. Implementation and Control• The organizational abilities to implement the strategy effectively.• It depends on Whether the strategy is consistent with the firm’s resources, organizational structure, Coordination efforts, and control system.• Synergies can be Created by combining the two companies to form one of the world’s top five container Shipping lines• Control is probably the most important but Most neglected area in the strategic management process. It requires the provision Of an effective and efficient system to monitor progress within the budget constraints And to adjust the programme when performance is not up to expectation. This evaluation and control process can also serve as a basis to conduct market.
  • 31. Structural Options for ShippingCompanies• To seek growth opportunities, A firm may consider diversification. Alternative growth opportunities can be identified And achieved in related business (e.G., Maersk group operates APM containerTerminals).• Growth opportunities can also be realized through vertical integration Or development of the logistics service business (e.G., NYK logistics and OOCL logistics joined forces to become more fully integrated into the supply Chain of their customers). S Such diversification may be considered as strengths or Weaknesses of shipping companies
  • 32. Organic Growth• A company is considered to be growing organically when it is increasing the turnover Of its existing business, but not by acquiring other companies.• Organic Growth offers the greatest control without meshing organizational cultures. It is an Excellent alternative for firms like OOCL logistics when the opportunity and Resources exist.
  • 33. Acquisitions• Buying an existing firm can be one way to grow a business in a short time.• An Acquisition or merging may lead to market power and create economies of scale• For example:1. combining hapag-lloyd and CP ships created The merging of Maersk sealand and p&o nedlloy in 2005, as well as that Of CMA CGM and delmas, has led to consolidation on an unprecedented scale in The liner shipping industry. Today, two or three players account for 40–50% of the Capacity in the liner shipping market (traffic world 2005).
  • 34. Joint Ventures• A joint venture has a greater alignment of incentives that motivates partners toAdapt to a changing environment than is the case in a contractual agreement• As, CMA CGM formed a joint venture with jardine Shipping in 2000 to create the CMA CGM shipping agency in hong kong at the Time when it was developing its agency business.
  • 35. Alliances• The term “alliance”, or “strategic alliance”, can used to describe a wide range of organizational structures in which two or more shipping lines cooperate for mutualBenefit and share common goals.• Strategic alliance in the liner shipping industry is driven by the need to accomplish the organizational objective of achieving operational gains.
  • 36. •Cosco, k line, yang ming, and hanjin shipping focusedon strengthening their strategic ckyh alliance andservice offerings in 2006.•The shipping lines intended to upgrade servicesby providing a total of 14 loops, witheight serving northern Europe. It added twonew loops in the first quarter of 2006.In the trans-Pacific trade, CKYH provided 17loops. In addition, CKYH intended to extend itscooperation scope by establishing joint feedernetworks in 2006 (Traffic World 2005).
  • 37. The formation of strategic alliances is drivenby the need to accomplish the followingobjectives• Financial objectives: profit maximization, capital investmentsharing, and financial risk reduction.• Economic objectives: cost reduction and economies of scale.• Strategic objectives: entry to new markets and expansion ofgeographical influence.• Marketing objectives: satisfying customer requirements,higher shipping frequency, and greater variety of routes anddestinations.• Operational objectives: increase in frequency of services,vessel planning, and better coordination of global operations.
  • 38. Networks• “A transformation process of independent actors And resources into a more closely knit configuration of a network”• The transformation process of a liner shipping network can be classified into a creation process and an operations process• Creation process : The formation of relationships among actors to deliver liner shipping services.• operations process : efforts to maintain and improve the relationships.• The success factors of a liner shipping network include cooperation and trust among network members, as well as their ability to deploy resources to form and operate the network.
  • 39. From the perspective of liner shipping companies, there aremany benefits from entering into a liner shipping network.These benefits include:1. Improved ability to provide better transport services and make them more attractive to shippers.2. Expanded services to more markets in an inexpensive way.3. Efficient operations by increasing revenues and reducing costs in delivering the liner shipping services.4. Decreased exposure to financial risk for expanded services owing to reduction in capital investment.5. Increased market share by stimulating growth in acquiring new cargo6. Improved quality of their shipping services.