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Chapter 10 – Structure and Performance in Seaport Clusters; Results of the Cases 129 Table 40: Factors for the competitive position (N = 4, executives of all four container terminal operators) Internal competition Score External competition Score Price of services 4.8 Hinterland connections 5.0 Reliability 4.0 Price of services 4.8 Speed of handling 4.0 Geographical location 4.0 Flexibility 3.8 Political factors 4.0 Image of company 3.3 Reliability 3.8 Scale from 1 (not important) to 5 (very important) Speed of handling 3.5 Flexibility 3.5 These results show that three of the four most important factors for external competition (hinterland connections, geographical location and political factors) differ between ports, but are the same for operators in the same port. These results suggest that internal competition ‘sends stronger signals’ for increasing the performance than external competition, because a good performance translates directly into a better market position. Results from an additional survey in Durban show that when the number of internal competitors is two or more, internal competition is fiercer than external competition. When the number of internal competitors is less than two, external competition is fiercer. All these survey results provide evidence for the proposition that internal competition adds to the performance of port clusters. This has implications for policy and management in seaport clusters, since the results also show that (fierce) internal competition is not prevalent in most market segments in the three case studies. These implications are discussed later. The evidence presented above suggests that internal competition contributes to the performance of port clusters, but that, given the relative large minimum efficient scale, the number of internal competitors is likely to be limited. In this market, each service provider can specialize in a particular niche, in order to avoid destructive competition. Thus, perhaps the ‘ideal competition’ in clusters is between firms with a distinctive specialization that nevertheless compete.
130 10.3 Cluster barriers The Performance of Port Clusters Seven propositions deal with the effects of cluster barriers on the performance of a cluster. Table 41: Survey results on the effects of cluster barriers Total LMPC Rotterdam Durban Proposition A D NO A D A D A D High barriers to start a new business in a cluster reduce the performance of that cluster High barriers to ‘leave’ a cluster increase the performance of that cluster High barriers to leave a cluster have a negative effect on the performance of that cluster in the long run, because they reduce the pressure to maintain the vitality of that cluster. The inaccessibility of knowledge networks is a relevant barrier for entry and start-up. The unavailability of ‘local capital’ is a relevant barrier for start-up. The presence of labor that is ‘sticky’ to the port cluster is a relevant exit barrier. The presence of specific investments is a relevant exit barrier A = agree, D = disagree, NO = no opinion 87* 10 5 22* 1 34* 6 31* 3 36 56 10 11 12 13 26 12 18 73* 20 8 17 5 31 10 25* 5 71* 32 0 22* 4 26 17 23 11 63 34 6 21* 4 17** 22** 25* 8 58 43 2 11 14 30* 13 17 16 86* 9 4 20* 3 38* 4 28* 2 * Significant majority of experts (from across the cases or one particular case) ** Significantly different from other cases The following conclusions with regard to the effects of entry barriers can be derived from the survey results: • A significant majority of port cluster experts agree that entry barriers have a negative effect on the performance of a cluster. Most experts indicate that new entrants and start-ups are necessary for the cluster to remain vital.
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PETER W. DE LANGEN The Performance
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The Performance of Seaport Clusters
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Preface v PREFACE My first publicat
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Preface vii The frequent question w
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x Emperical part: three cases of se
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1 INTRODUCTION Economists have alwa
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Chapter 1 - Introduction 3 1.2 Over
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Chapter 1 - Introduction 5 Second,
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2 CLUSTERS AS UNIT OF ANALYSIS In t
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Chapter 2 - Clusters as Unit of Ana
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20 The Performance of Seaport Clust
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22 Table 1: Four ways in which clus
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4 VARIABLES OF CLUSTER PERFORMANCE
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Chapter 4 - Variables of Cluster Pe
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5 CLUSTER STRUCTURE In this chapter
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Chapter 5 - Cluster Structure 41 Th
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Chapter 5 - Cluster Structure 43 ef
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Chapter 5 - Cluster Structure 45 Th
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Chapter 5 - Cluster Structure 47 fi
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Chapter 5 - Cluster Structure 49 va
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Chapter 5 - Cluster Structure 51 Ta
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54 6.1 Coordination in a cluster Th
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7 ANALYZING THE PERFORMANCE OF SEAP
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Chapter 7 - Analyzing the Performan
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180 The Performance of Seaport Clus
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182 The evolution in market shares
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188 Table 85: Concentration pattern
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13 CONCLUSIONS FOR ANALYZING CLUSTE
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Chapter 13 - Conclusions for Analyz
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14 CONCLUSIONS ON SEAPORT CLUSTERS
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Chapter 14 - Conclusions on Seaport
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214 • Waste processing and recycl
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232 Industry experts The Performanc
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234 Agglomeration economies 10. Ind
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236 Cluster barriers Entry barriers
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238 Solving collective action probl
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240 The weight of the variables of
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Appendix 2: Cluster Experts in the
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Appendix 2: Cluster Experts in the
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English Summary 249 The Performance
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English Summary 251 The third schoo
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English Summary 253 The empirical p
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English Summary 255 Internal compet
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English Summary 257 • The innovat
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262 Tabel S1: Het effect van de vie
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Curriculum Vitae 271 Curriculum vit
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The Performance of Seaport Clusters
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