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Chapter 11 – Governance and Performance in Seaport Clusters; Results of the Cases 157 11.4.3 Marketing and promotion Table 63 shows the expert evaluation of the quality of the marketing and promotion regime in the three cases: Table 63: Expert evaluation of the quality of the marketing and promotion regime Variable Rotterdam Durban LMPC Leader firms 0.5 -0.5 -0.2 Organizational infrastructure 1.3* -0.8 -0.2 Public actors 1.4 -0.2** 1.3*** Community argument 0.2**** 0.1 -0.2 Voice 0.7 -0.5** 0.9*** Overall score 0.7 -0.7 0.2 Average scores on a scale from –5 (very bad) to +5 (very good) * Significantly higher score than in other two port clusters ** Significantly lower score than in two other port clusters *** Significantly higher score than average of all factors in same port cluster **** Significantly lower average judgment of all factors in same port cluster On the basis of these results, the following conclusions can be drawn: • The marketing and promotion regime in Durban is the worst of the three cases, especially because public actors ‘underperform’ compared to the other cases and there is a lack of voice. • The role of public actors in Rotterdam and the LMPC is appreciated. • The organizational infrastructure in Rotterdam is in place, in contrast to both other ports. • In general, the community argument is not present in the marketing and promotion regime. Firms are not willing to invest in marketing for the port community as a whole. The marketing and promotion regime in the LMPC The five port authorities in the LMPC promote their jurisdiction. The port of New Orleans is the most active in marketing. Until recently, private firms from the LMPC were not involved in joint marketing efforts. As a consequence, the LMPC as a whole is not well marketed. With a
158 The Performance of Seaport Clusters change in the top management of the port authority of New Orleans, more emphasis is placed on joint marketing with the business community. However, marketing efforts still focus on the ‘New Orleans jurisdiction’ not the whole cluster. For instance, three port authorities (New Orleans, Baton Rouge and South Louisiana) issue a ‘port partners’ brochure, with partners from their jurisdiction. This is a clear lack of coordination. Two initiatives to improve the marketing regime have developed, but the marketing and promotion regime is still (winter 2003) weakly developed. The first one is the project to improve the market intelligence, discussed in the preceding paragraph. Second, the port authorities have agreed to cooperate in marketing. The five port authorities compete with other Gulf ports, such as Houston, Galveston and Mobile. The LMPC even competes with ports on the east and west coast: the Mid West can be served by the LMPC (via the Mississippi) and by ports on both coasts of the USA. The focus on internal competition has prevented cooperation to market common strengths vis-à-vis competing ports. This new initiative could improve the marketing regime in this respect. Currently, the position of the LMPC as the premier gateway to the USA and possibly the world’s largest port complex in tonnage, is not widely known or appreciated. Joint marketing initiatives could be an effective way to attract more cargo to the LMPC. The five port authorities have recently agreed on a joint marketing initiative. The practical implications of this agreement are still unclear, but the agreement is a step towards a more effective marketing and promotion regime. The marketing and promotion regime in Durban In Durban, port marketing and promotion is regarded as a relatively unimportant regime. Other regimes, especially the hinterland access regime and training and education regime are more important. In the South African context, marketing is not as important as in other port ranges, because Durban is by and large the dominant port, and relatively widely known. Port marketing is more of an issue for the relatively small competitors of Durban, such as Maputo and Port Elisabeth. Portnet Durban carries out port marketing for Durban. Private firms do not cooperate to improve the brand name and reputation of Durban and are hardly involved in the marketing and promotion regime.
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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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8 CLUSTERING IN SEAPORTS In this ch
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Chapter 8 - Clustering in Seaports
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Chapter 14 - Conclusions on Seaport
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210 The Performance of Seaport Clus
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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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