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Chapter 15 – Opportunities for Policy and Management in Seaport Clusters 215 intermediaries are ‘customers’ of seaports; they control substantial volumes of cargo. Intermediaries generally speaking have limited assets, and can shift easily between ports. However, most forwarders select one port as consolidation hub. Attracting consolidation cargo from the intermediaries is predominantly an issue of developing a sound price/quality package, because the price-elasticity of the demand of intermediaries is very high. However, port authorities have no commercial relation with intermediaries: they do not lease land, nor pay port dues. Thus, in Rotterdam, as well as in the LMPC, intermediaries have become ‘the forgotten customers’ of the port. A form of ‘account management’ for intermediaries can improve relations with intermediaries and provide the port authority with relevant management information. The port authority in Rotterdam has recently developed a structure with account managers. Forwarders obtain volume discounts, for instance from shipping lines and inland transport firms. In the port, such discounts are not a common practice since forwarders have no commercial relations with either the port authority or the terminal operators. Nevertheless discounts can be justified with theoretical arguments (e.g. more volume, more purchasing power). Therefore in ports where the absence of (activities of) forwarders is a weakness, port authorities can consider developing a tariff scheme that allows for giving discounts to actors that generate substantial volumes for the port 97 . 15.7 Opportunities to encourage leader firm behavior Leader firm involvement arises when leader firms have both the ability and the incentives to act as a leader firm. Leader firms generally have incentives to make investments with benefits for other firms in the cluster, simply because they have a substantial market share. 97 This is an issue that deserves more attention in future studies. Central in the discussion is the (marginal) effect of volume discounts on cargo volumes. In the current situation (in Rotterdam and probably other ports as well), ship-owners get volume discounts, while intermediaries (forwarders) do not. The question is: who of those two would bring more volumes to a port when offered a volume discount. The current practice is only effective when ship-owners indeed react much more to volume discounts than intermediaries. We have the impression that, especially in ‘destination ports’ (rather than transshipment ports) this is probably not the case.
216 The Performance of Seaport Clusters The ability of firms to behave as leaders, can be improved by providing a ‘support infrastructure’. Leader firm involvement is in most cases a top management issue. Typical activities where a contribution of leader firms would make sense include: • Attract financial resources for joint projects. • Ensure political support for projects with substantial political involvement. • Provide management expertise and best practices information. The above-mentioned activities can contribute substantially to the viability and success of projects but only when the leader firm involvement is matched with a professional support infrastructure that deals with the project management and realization. A part of this support infrastructure can be provided by associations, in other cases specific organizations have to be developed, such as KMR in the training and education regime in Rotterdam. In Rotterdam, the support infrastructure is relatively good. This is one of the reasons for the relatively positive evaluation of the involvement of leader firms in the collective action regimes in Rotterdam. In the LMPC, the maritime cluster initiative, initiated by Metrovision, provides the support infrastructure that enables two leader firms to become involved. In Durban, the support infrastructure is not well developed. 15.8 Opportunities to improve collective action regimes In chapter 12 opportunities to improve five collective action regimes were discussed. Table 89 shows some of the opportunities and initiatives to improve the regimes that could be relevant in other port clusters. These opportunities are not discussed in more detail in this section.
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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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106 The Performance of Seaport Clus
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112 9.3.3 The presence of intermedi
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118 Figure 15: Optimal investment q
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10 STRUCTURE AND PERFORMANCE IN SEA
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Chapter 10 - Structure and Performa
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11 GOVERNANCE AND PERFORMANCE IN SE
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Chapter 11 - Governance and Perform
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Page 191 and 192: 178 Table 74: Number of experts tha
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Page 249 and 250: 236 Cluster barriers Entry barriers
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Page 262 and 263: English Summary 249 The Performance
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Page 268 and 269: English Summary 255 Internal compet
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Curriculum Vitae 271 Curriculum vit
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