基于平衡记分卡的客户关系管理战略描述

针对客户关系管理实践失败的原因:未清晰的理解客户关系管理战略及鉴别出支持战略的关键流程、资源、技术和能力,论文运用平衡记分卡这一结构性方法来描述客户关系管理战略,指出用平衡记分卡描述客户关系管理战略的优点,建立一个基于平衡记分卡的客户关系管理战略描述模型,并指出研究的意义和实施CRM战略的应遵循的几个原则。     

谈国际上对第三方船舶管理业务范围的理解

随着中国加入世贸、中国经济的快速稳定发展、IT技术的迅速发展,以及越来越多的国际航运法规的产生,进入专业船舶管理行业的门槛越来越高。通过研究和分析,使我国的第三方船舶管理在专业船舶管理的规范化、专业船舶管理的技术、专业船舶管理的市场开发、专业船舶管理的法律、船舶管理公司的地理布局优化、船舶管理公司整合兼并收购以及船舶管理公司战略问题及相关工作得到解决和提高。     

上海海事大学与壳牌船舶油品公司建立战略合作伙伴关系

<正>上海海事大学与壳牌船舶油品公司战略合作伙伴关系签约仪式于2010年7月6日举行。签约仪式上,上海海事大学副校长金永兴介绍了学校概况以及近年来学校在国际交流和校企合作方面所取得的成果。壳牌船舶油品公司首席执行官Isabella LOH女士高度评价上海海事大学软硬件各方面的发展水平,表示公司将为上海海事大学船舶机舱综合实验室提供配套滑油和技术服务等全面支持。     

船舶管理公司基于航运大数据下的财务战略转型

大数据时代已经来临,迫切要求企业财务以更加开放的心态、以新常态的思维,将"大数据"纳入到管理实践中,实施公司财务战略转型。本文针对船舶管理公司的特点,提出了船舶管理公司进行财务战略转型的实施方案,即以价值创造为核心,以航运大数据的应用与信息化建设为基础保障,通过财务共享、PBF流程整合、绩效管理、全生命周期船舶资产管理、外汇与资金风险控制、资本运作六个方面的设计,将财务工作的重心转移到预测、决策、控制、分析上来,支撑经营和战略决策,打造公司核心竞争力。     

中日航线集装箱船舶营运能效的最佳操作

为建立船舶能效管理计划、公司/船舶能效管理体系及船舶能效数据库,满足船东、船舶经营人、租船方、货主、港口、主管机关及其他相关方在公司/船舶能效管理标准及船舶能效认证方面的要求,作者对中日航线某一集装箱班轮近几个月的能效管理数据和能效管理操作进行了跟踪和分析,在此基础上进一步综合分析了如何实现中日航线集装箱轮船舶营运燃油能效目标。最后,作者总结了集装箱船舶营运能效的最佳操作方案,对航运企业节能减排和监控船舶二氧化碳等温室气体的排放具有重大现实意义。     

新十年的造船业将谁主沉浮？

沃尔亚世界船舶咨询公司（www．worldyards．com）拥有建立在庞大数据库基础上的信息、分析系统，涵盖全球商用船厂的所有相关商业，技术以及管理信息。沃尔亚为船厂提供战略咨询服务以及成本分析等等，可以帮助船厂优化产品组合、技术、设计、生产流程和管理，提高竞争力。     

中国第三方船舶管理业发展前景分析

从船舶管理分类入手,介绍船舶管理公司的产生背景、价值体现以及中国船舶管理公司发展现状和市场潜力,并指出船舶管理目前存在船舶配员过少、管理体系臃肿烦琐、许多发达国家管理人员知识老化等问题。     

发展第三方船舶管理业的风险与防范

第三方船舶管理公司在对船舶管理的过程中会面临责任赔偿、海盗及资金控制等风险,船舶管理公司应建立科学而有效的管理体系,认真研究船舶管理协议,加强与船东之间的沟通,为船舶提供充足而有效的岸基支持。     

船舶管理者在TMSA中的良好做法

分析船舶管理公司应对TMSA的管理实践并查阅相关文献、标准,针对船舶管理者在TMSA中人力资源管理方面存在的问题,提出具体的良好做法。船舶管理者只有建立自己的良好做法,不断提高管理水平,才能确保船舶、海洋环境以及人员的安全。     

韦立国际集团

<正>携手韦立共同成功韦立国际集团总部设立在新加坡,整合韦立航运租船、船东、船舶管理、资源开发、贸易服务等核心业务,形成一家综合性的航运集团,致力于为中国企业开拓市场、资源进口、贸易运输、提供整体物流解决方案。集团下辖航运经营管理公司、船舶管理公司、物流运输公司、投资公司、租船公司、自有船队等全资子公司、参股合资公司多家,分布在中国、新加坡、非洲、印尼等国家和地区。多年来,集团与中国货主、印度尼西业矿山、中国港门等企业建立长期战略合作关     

Marketing the professional ship management service

This article aims to apply the relationship marketing concept in a professional ship management context. The dramatic growth in the ship management industry means that companies are increasingly seeking ways of ensuring competitiveness. Efforts have mainly concentrated on the improvement of the quality of the service, market entry strategies, establishment in strategic locations, and promotion. Nevertheless, it is argued that in the professional service context of ship management, the aspect of building and maintaining client relationships is of utmost importance. The building of client relationships will require investments of an economic and social nature, training of personnel and the consideration of marketing as a strategic issue. Ship management companies that build long-term client relationships will ensure client retention, reduce transaction costs and achieve differentiation and competitiveness.     

An empirical assessment of relational competitive advantage in professional ship management

Intense competition in many sectors across the maritime industry and in professional ship management in particular, means that the quest for achieving competitiveness will continue and intensify. A review of the current strategies across many sectors of the industry indicates the importance of forging stable partnerships for the achievement of competitiveness. Considering that the capability to form a relationship is an intangible resource (as depicted in resource-advantage theory), an empirical assessment in the context of ship management was undertaken. The assessment aimed to identify the type of relationships present in ship management, and succeeded in classifying those relationships into four distinct groups. The central thesis of the paper is that maritime organizations in general, and ship management companies in particular, may utilize their intangible relational resources in order to achieve competitive advantage. Based on the classification of ship management relationships, implications for managers are discussed.     

An empirical assessment of relational competitive advantage in professional ship management

Intense competition in many sectors across the maritime industry and in professional ship management in particular, means that the quest for achieving competitiveness will continue and intensify. A review of the current strategies across many sectors of the industry indicates the importance of forging stable partnerships for the achievement of competitiveness. Considering that the capability to form a relationship is an intangible resource (as depicted in resource-advantage theory), an empirical assessment in the context of ship management was undertaken. The assessment aimed to identify the type of relationships present in ship management, and succeeded in classifying those relationships into four distinct groups. The central thesis of the paper is that maritime organizations in general, and ship management companies in particular, may utilize their intangible relational resources in order to achieve competitive advantage. Based on the classification of ship management relationships, implications for managers are discussed.     

The human talent and its role in ISM Code effectiveness and competitiveness in the shipping industry

The present study empirically evaluates the role of human talent in the effective implementation of quality management systems in the shipping industry context. Specifically, we analyze the relationships among top management commitment to quality, ISM (International Safety Management) Code effectiveness and competitiveness as well as we assess the influence of talent in these associations. We test our research hypotheses using a sample of 199 shipping companies located in Greece. The findings show that ISM Code effectiveness acts as a mediator between top management commitment and shipping company competitiveness, while the different talent philosophies were found to moderate this relationship.     

按ISM规则设计船舶机务管理系统

基于服务器/客户端数据通信的基础上,按照ISM规则要求,讨论了船舶机务管理系统的设计。对船舶机务管理模式与功能进行了较为详细的讨论,提出了现代船舶管理公司船舶管理信息网建设方案与用于船岸之间信息交换的途径。该系统对于提高ISM管理水平具有重大作用。     

从供应链管理看现代物流对我国航运业的影响

在海洋运输的基础上,全面介入物流服务,积极配合货主对运输服务更高层次的要求,以货主为中心全面提高门到门运输的服务水平,将给航运企业自身带来多方面的竞争优势。事实表明,从海洋运输向综合物流服务转变,已经成为国际航运企业发展的大方向。本文介绍了现代物流的供应链管理、“双赢”及“多赢”战略,以客户为中心等理念在航运业中的应用情况;结合大量的例子,从供应链管理角度分析我国航运存在的问题,并探讨解决问题的措施。     

The role of training in developing entrepreneurship: the case of shipping in Italy [1]

This paper examines the role of management training on entrepreneurial development paths of a sample of small and medium-sized Italian shipping enterprises. Starting with an analysis of evolutionary dynamics at the international level and highlighting the peculiarities of shipping in Italy, this paper reveals teh importance of firm-specific factors, compared with country-specific factors, in determining the competitiveness of shipping companies. In such enterprises the entrepreneur's role and his/her level of entrepreneurial culture play an important part in conditioning developing paths. On the basis of the results from an empirical survey, thee study in question suggests several implications for implementing policies aimed at increasing the level of entrepreneurial culture by means of selective, diversified interventions in management training so as to develop the factors required by the firm to recover competitiveness.     

The relative efficiency and financial risk assessment of shipping companies

Since shipping companies are highly competitive, we ask whether financial risk assessment tools impact company performance and, therefore competitiveness and efficiency. Stochastic Frontier Analysis (SFA) is used in the evaluation. Based on distinct features of the risk-return relationship, three cargo segments in the shipping industry are studied—dry bulk, liquid bulk, and containerized cargo. The influence of the risk assessment indicators on market and operational efficiency is subsequently determined using a panel regression to determine whether different asset allocation and risk management techniques improve the performance of shipping companies. In this analysis, 79 international shipping companies listed in Bloomberg Shipping Indices are included in the data collected from Thomson One for the period of 2001–2010. Efficiency estimation from the SFA shows that containerized cargo firms have better performance in both market and operating efficiencies. Operating efficiency performance is achieved by lowering liquidity. Market efficiency is improved by well-managed leverage level.     

Complexity theory applied to management of shipping companies

Theory of complexity , in the author's opinion, describes life better than the hitherto available theories, as it deals more effectively with dynamic, non-linear and cyclical phenomena. The author will here attempt the application of the theory of complexity to the management of shipping companies , especially those of Greek management style. This paper will also deal with the relationship of competition in shipping. The question that will be put and answered is whether a firm should be a hierarchical, inflexible structure, ordered from above. If, however, a company is seen as a self-organized emerging order, then a new approach must be adopted, i.e. that of complexity theory. The choice of the above combination is because a shipping environment is indeed unpredictable, volatile, cyclical and international, as well as complex. It is believed that this new theory can yield a new, more pragmatic, insight into the way shipping companies and ships should be managed. The innovative element of this work is that it will be the first time internationally (except for the work of Li and Parsons [1]) that the theory of complexity will be applied to shipping. In addition, no previous attempts have been made to apply this theory to management of shipping companies.     

Innovation, capabilities and competitive advantage in Norwegian shipping

As a high-cost country, it is believed that Norway has to build its competitiveness in most industries on innovation and knowledge-intensive products. The shipping industry is no exception. It has to be innovative in order to prosper. This unison conclusion, which has been drawn in several research projects during the last 10-20 years, is probably also applicable for companies in other high cost countries. A major issue in this research is how the industry can develop and maintain innovativeness and international competitiveness. The aim of this paper is to discuss the conclusion drawn in previous research concerning how the shipping industry can be innovative. It concludes that shipping companies have to improve their skills and competencies in a stronger interplay between organizations within and without the maritime cluster. This may increase their total capability and innovativeness and create distinctive competitive advantages that are difficult to imitate.