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  1. Shipping company strategies
    global management under turbulent conditions
    Autor*in: Lorange, Peter
    Erschienen: 2005
    Verlag:  Elsevier, Amsterdam

    This book is about developing implementable strategies for shipping firms. It opens with an initial historical retrospective that highlights cases on A.P. Moller-Maersk and Leif Hoegh and Co. Here the reader is introduced to the global nature of... mehr

    Standort:
    Kühne Logistics University – KLU, Bibliothek
    Fernleihe:
    keine Fernleihe

     

    This book is about developing implementable strategies for shipping firms. It opens with an initial historical retrospective that highlights cases on A.P. Moller-Maersk and Leif Hoegh and Co. Here the reader is introduced to the global nature of competition in shipping, as well as the volatility of shipping markets. The book then turns to the question of how to play these markets. It looks at commodity based shipping company strategies for the bulk carrier, tanker container-ship and other segments. Here, the focus is on both going long-short, in-out, and maintaining a low cost base. Next is a

     
    Export in Literaturverwaltung   RIS-Format
      BibTeX-Format
    Quelle: Verbundkataloge
    Sprache: Englisch
    Medientyp: Ebook
    Format: Online
    ISBN: 0080458068; 1615832521; 9780080458069; 9781615832521
    RVK Klassifikation: QR 830
    Auflage/Ausgabe: 1st ed
    Schlagworte: Strategic planning; Merchant marine; Shipping
    Umfang: Online-Ressource (xiii, 196 p), ill
    Bemerkung(en):

    Includes bibliographical references (p. 191-196)

    CoverContents -- Foreword -- 1. A Truly Challenging Industry: Shipping Company Strategies -- HISTORICAL BACKGROUND 1 -- TRADE- SPECIFIC IMPACTS ON THE MAJOR SHIPPING MARKETS -- FINANCIAL MARKETS -- TECHNOLOGICAL DEVELOPMENTS IN SHIPBUILDING AND SHIP DESIGN -- CONCLUSION 1 -- 2. Commodity- Based Shipping: Playing The Market -- MARKET VIEW -- CLASSIC SHIPPING SEGMENTS -- SHIPOWNERS' CLASSIC RESPONSES- PLAY THE MARKETS -- UNDERSTAND THE MARKET BETTER -- DOING GOOD EVEN BETTER -- BEYOND THIS-" LIVE WITH" COMMODITIZATION -- CONCLUSION 2 -- 3. The Drive Toward Non- Commodity Segments -- INDUSTRY STRUCTURE IMPACTING THE DEMAND SIDE -- DEMANDS FOR LARGER " PACKAGES" OF SHIP SERVICES -- INTEGRATION OF SEVERAL VALUE CHAIN SEGMENTS -- THE INVESTMENT SIZE PER SHIP AS A BARRIER TO ENTRY -- NON- COMMODITY BUSINESS GROWTH -- DISTINCTIVE INNOVATIVE COMPETENCES -- INDUSTRY STRUCTURE -- HIGHLY SPECIALIZED SHIPPING BUSINESSES -- FURTHER EXAMPLES OF NICHE STRATEGIES -- CONCLUSION 3 -- 4. Portfolio Strategies -- THE CLASSIC PORTFOLIO MODEL APPLIED TO SHIPPING -- A PORTFOLIO MANAGEMENT WORK STATION -- A " NEW" PORTFOLIO MODEL BASED ON DEVELOPING SEVERAL BUSINESS PLATFORMS PROACTIVELY -- POLITICAL RISK AND THE PORTFOLIO STRATEGY -- CONCLUSION 4 -- 5. Organizational Issues -- RELEVANT PREREQUISITES FOR SHIPPING ORGANIZATIONS -- NETWORK- TYPE ORGANIZATIONS -- CUSTOMER CENTRIC BUSINESS PRINCIPLES: HOW TO ACHIEVE CUSTOMER FOCUS -- A HIGH PERFORMANCE BUSINESS CULTURE -- THE NEED FOR " INTERNAL ENTREPRENEURS" -- DIVERSIFY OUT OF SHIPPING- OR NOT -- CONCLUSION 5 -- 6. The Future Of The Industry -- UNATTRACTIVENESS FOR PUBLIC FIRMS -- FAMILY FIRMS: SUCCESSION PLANNING, PROFESSIONALISM -- FAMILY MEMBERS WITH DIFFERENT RISK PROFILES -- THE NEED FOR CAPITAL -- STRATEGIC ALLIANCES -- THE STOCK MARKET: " STEEL" VERSUS SHARES -- CHANGE -- STABILITY -- SHAPING THE SHIPPING COMPANY OF THE FUTURE -- CONCLUSION 6 -- References -- Last Page.