European rail reform and passenger services - the next steps

Whilst the emphasis of European Union rail legislation to date has been on freight, measures such as separation of infrastructure from operations, infrastructure charging regimes and regulation have major implications for the passenger sector. But implementation of these measures in many countries has been inadequate. Crucial to overcoming these problems is the establishment of strong independent regulators in all member states. There is currently no requirement for competition in the passenger sector except for international services, but there is experience both of open access for commercial services and of competitive franchising. However, even where permitted open access competition has been very limited and there is evidence that undesirable cream skimming may be a problem. Experience of franchising has generally been positive, but in some cases it has failed to drive down costs. It is concluded that a combination of more sensible risk sharing, a determination not to renegotiate, longer franchises and limited open access competition where justified by benefits is likely to be the best way forward.     

Risk and reward in rail contracting

This workshop considered the role of risks and rewards in rail transport by considering evidence on the impacts of industry structure, franchising and infrastructure charges. A schema for the allocation of risks and rewards was developed, which indicated that strategic risks should be borne by authorities and operational risks by operators, but that tactical risks were more difficult to allocate and appropriate reward mechanisms more difficult to design. The extent to which these difficulties can be addressed by competitive tendering and alternatives such as trusting partnerships and negotiated performance based contracts was considered.     

Changes in transaction costs over time - The case of franchised train operating firms in Britain

The significant effects of competition, franchising and vertical separation of rail infrastructure from train operation on the level of transaction costs are often anecdotally described in the literature. Although it has been shown that franchising has an effect on total costs, there is very little empirical evidence on whether franchising has an impact on the level of transaction costs over time. One reason for this is, of course, the limited systematic work on the measurement of transaction costs in railways. This paper builds on recent work that applied a top-down approach to transaction cost measurement to identify the size of the transaction sector within rail firms in different EU countries. In cross-country comparison particularly, British train operators turned out to be associated with high levels of transaction costs. However, since the previous work focused on a single fiscal year it did not show any longitudinal effects within one institutional environment or country. Therefore, this paper focuses on British franchised passenger train operating firms and aims to reveal how the transaction sector within those firms has changed over the period 1996/1997-2007/2008 and whether the franchise contract details, such as contract length or the franchising regime, matter. It also aims to estimate the resulting changes in the level of transaction costs and their share in total operating costs for the first time.     

Knowledge management for maritime logistics value: discussing conceptual issues

This paper introduces the concept of maritime logistics value as one of the most significant strategic goals that maritime operators want to achieve. The value is reflected in operational efficiency (e.g. reducing lead time and business costs) and service effectiveness (e.g. flexibility, responsiveness and reliability in the service). Drawing from key theories and practices in strategic management such as knowledge-based perspective and social network embeddedness perspective, this paper adopts a knowledge management strategy as a way to create and sustain the maritime logistics value. A conceptual framework is established for the exploration of the way to acquire knowledge and the effectiveness of the acquired knowledge in maximising the maritime logistics value. Following the parameters of this framework, the positive relationship between social networks, knowledge acquisition and maritime logistics value is identified, and its relevant theoretical and practical implications are discussed.     

A critical evaluation of strategic alliances in liner shipping

During the last few years, the liner industry has endured a period of radical change, largely due to the formation of the so-called global strategic alliances amongst leading container carriers. However, not even after a full year of operations, a series of cross-alliance mergers and acquisitions has forced three out of the four newly formed alliances to restructure and/or modify their partner base. While this recent development does not put an end to such kind of agreements, as the merged companies are still committed in a second generation of strategic alliances, it highlights the fact that, despite the intentions of their respective partners, such alliances are actually characterized by a high level of instability. This paper, after considering the key profiles of strategic alliances in liner shipping, argues that their current structure may prove inherently inadequate to deliver an acceptable level of stability. The main factors driving such instability can be found in the increased organizational complexity of the alliance as well as in the establishment of a certain degree of intra-alliance competition, whose effects are likely to undermine the level of mutual trust between partner companies. Causes and effects of such factors are investigated and some measures aimed at controlling alliance instability are also suggested.     

Concepts of strategic commercial location: the case of container ports

A World that shrinks with progressive improvements in transportation and communications is a fact of 20th century life. The shrinking process can produce new patterns and perceptions of strategic location. In this paper we are looking specifically at nodes in transportaion system. In the ligth of transportation progress, we re-consider some of the time-worn ideas about centrality, accessibility, gateway locaations, junction, transit points, and the like. Do some of these notions become irrelevant in the modern transport age? Is it a questions f shifting geographical scale? Do we need more sophisticated concepts of strategic location? We suggest the answer 'yes' to all three questions. Our illustrations come from an examination of the world's top-ranked container ports. We give primary emphasis to the external geographical relationships of the ports, that is to situational aspects (not to say, however, that sitefeatures are inconsequetial). We are interested in the seaports users' —i.e., carriers and shippers—perceptions of strategic location. Readily available container throughput data provide and initial platform for empirical research but also give proof that some commercial interests find these ports strategically important to their system.     

A conceptual application of cooperative game theory to liner shipping strategic alliances

Since its advent, the liner shipping industry has been characterized by fierce competition and cooperation amongst the member carriers. In recent years, almost all the liners have sought extensive cooperation with others, as reflected mainly by the formation of strategic shipping alliances. Despite this, there are still some liners who prefer the ‘go-it-alone’ policy and have achieved relative success. It seems that cooperation is not always necessary for a liner company's success. It follows that a study that aims to find the rationale behind liner cooperation (or non-cooperation) is of great significance. Over many years of development, game theory has proved to be a useful tool in the study of economics. It is analytically applicable in this market. With these arguments in mind, this paper aims to apply cooperative game theory to analyse co-operation among members of liner shipping strategic alliances. This will involve: (i) presenting a detailed and systematic analysis of liner shipping strategic alliances: (ii) a concise overview of the development of game theory with specific focus on cooperative game theory, and (iii) deducing a conceptual framework through the application of cooperative game theory to liner shipping strategic alliances. The accomplishment of the aforementioned objectives will enhance understanding of inter-organizational relationships and decision-making behaviour in the liner shipping sector.     

A conceptual application of cooperative game theory to liner shipping strategic alliances

Since its advent, the liner shipping industry has been characterized by fierce competition and cooperation amongst the member carriers. In recent years, almost all the liners have sought extensive cooperation with others, as reflected mainly by the formation of strategic shipping alliances. Despite this, there are still some liners who prefer the 'go-it-alone' policy and have achieved relative success. It seems that cooperation is not always necessary for a liner company's success. It follows that a study that aims to find the rationale behind liner cooperation (or non-cooperation) is of great significance. Over many years of development, game theory has proved to be a useful tool in the study of economics. It is analytically applicable in this market. With these arguments in mind, this paper aims to apply cooperative game theory to analyse co-operation among members of liner shipping strategic alliances. This will involve: (i) presenting a detailed and systematic analysis of liner shipping strategic alliances: (ii) a concise overview of the development of game theory with specific focus on cooperative game theory, and (iii) deducing a conceptual framework through the application of cooperative game theory to liner shipping strategic alliances. The accomplishment of the aforementioned objectives will enhance understanding of inter-organizational relationships and decision-making behaviour in the liner shipping sector.     

Exploring the effects of passenger rail franchising in Britain: Evidence from the first two rounds of franchising (1997-2008)

This paper provides an up-to-date review of the previous literature concerning the impact of passenger rail franchising on productivity and costs in Britain, and also presents important new evidence. In particular, the extension in time of previously-used datasets offers the first opportunity to study the impacts of re-franchising. The previous literature emphasised the failure of franchising to produce sustained productivity gains, with a sharp deterioration in productivity after 2000. The new evidence presented offers a somewhat more positive view of the British experience. It suggests that part of what was previously considered to be falling productivity may in fact be due to exogenous changes in diesel prices. Further, new data suggests that the recent increases in costs have resulted in higher quality of service. Finally, competitive re-franchising, and the associated unwinding of short-term management and re-negotiated contracts, seems to have led to improvements in productivity between 2006 and 2008. Nevertheless, it remains the case that passenger rail franchising in Britain has failed to reduce costs in the way experienced in many other industries and in rail in other European countries. The evidence is that somewhat larger franchises, avoiding overlapping and optimising train density and length, should reduce costs. We also speculate that the major increase in wages and conditions of staff might be moderated by longer franchises, although that remains to be proved. This re-appraisal of the British case is important in the context of the wider international interest in the use of franchising in passenger rail, and its relevance to the current review of ways of introducing competition into the domestic rail passenger market in Europe.     

The 2008 New Zealand public transport management act: Rationale, key provisions, and parallels with the United Kingdom

In January 2009, following a lengthy industry review and consultation process, the New Zealand Public Transport Management Act (PTMA) came into force. The Act allows Regional Transport Authorities, as the primary procurers of public transport services, to place either a control or a contracting requirement upon services that are registered as commercial requiring no subsidy. The imposition of either the control or the contracting requirement is designed to facilitate greater system integration, improve service continuity and enhance services to the customer, andallow the Authority to invest in key strategic projects, such as integrated fares and ticketing, so as to grow patronage.The PTMA’s other objective is to ensure improved value for public subsidies. Recent years have seen significant subsidy inflation for seemingly little commensurate benefits. The Act will allow the Regional Transport Authority to achieve greater value for money through improved farebox, a shift to longer, larger contracts to increase competition in the market, a more appropriate allocation of risk, and the removal of the ability of operators to ‘game’ the current system by using strategically placed commercial services as barriers to competition.Similar concerns have also stimulated new legislation in the UK and this paper illustrates the parallels in the environment and proposed response.     

Risk and reward in public transport contracting

This paper synthesizes evidence from the workshop on risk and reward in public transport contracting. It broadens the usual risk/reward framework to encompass strategic/tactical level issues, identifying high level community goals as the ultimate risk/reward pay-off. The evolution of tactical level public transport planning is reviewed, noting considerable change in functional roles between purchaser and provider in some jurisdictions. No single “best” approach is evident but an emerging interest in relational contracting founded on trust is apparent. Risk allocation between purchaser and provider is considered, a key debate concerning the extent to which providers should be exposed to revenue risk.     

Port strategic planning: Canadian port reform

Recent port reform established major commercial ports as Canadian Port Authorities (CPAs) as federal non-profit, business corporations. Canadian port reform was aimed at allowing CPAs to compete effectively. Canada's major ports operate in an increasingly competitive business environment. To gain advantage over their competition, Canadian ports must develop business strategies dealing with their organizational cultures, institutional structures, operations, and facility provision. Developing appropriate strategies involves creating a strategic plan that considers external and internal port environments. This paper outlines the evolution of strategic planning and its applicability to Canadian ports. The initial literature review is followed by a brief review of Canadian port reform and an analysis of external and internal port environments. This analysis determines the resources available to exploit external opportunities and defend against threats, and considers the internal strengths and weaknesses of Canadian ports. A list of strategic issues facing Canadian ports and how the Canada Marine Act affected them is derived from the analysis.     

Recreational Leasing of Alaska Commercial Halibut Quota: The Early Years of the GAF Program in Alaska

The Pacific Halibut Catch Sharing Plan formalized the process for allocating halibut between the Alaska commercial and recreational charter sectors. It included a new program intended to allow for “flexibility” through inter-sectoral trading, permitting charter operators to lease commercial halibut pounds to relax client harvest restrictions. Here we evaluate the first two years of lease market activity and participation. Participation from some commercial quota holders in the lease market suggests that the program provided beneficial flexibility; in fact, the number of transfers to the charter sector was greater than transfers within the commercial sector for some quota types. We also identified a high proportion of self-leasers. However, transfers to the charter sector were on average smaller than within-sector commercial transfers, and total poundage leased by the charter sector was low compared with commercial transfers. Usage of leased quota by the recreational charter sector enables the harvest of larger fish or additional fish, and provides flexibility in catch composition on halibut closure days. Finally, the value-per-pound may be higher in the charter sector, as commercial-to-charter transfer prices approached the commercial ex-vessel price.     

Social exclusion: What can public transport offer?

A new workshop on ‘Social exclusion: What can public transport offer?’ was introduced in the Thredbo 10 program. The workshop examined the concept of social exclusion in a transport context, looking briefly at the history and comprehensiveness of the term for social policy in transport. Other concepts, such as well-being and social capital, were determined to be also needed. While important research was reported to the workshop, it was clear that social exclusion was at an early stage of empirical development. Gaps were highlighted, particularly in evaluation and cost-benefit analysis. Examples of service systems designed to address social exclusion were presented at the workshop, revealing the need to better understand governance arrangements. The workshop developed recommendations for future research and policy, particularly emphasising the need to integrate social outcomes with economic and environmental transport policy at the strategic, tactical and operational levels. Finally, ideas for further exploration of social exclusion in Thredbo 11, were outlined.     

Revisiting port pricing; a proposal for seven port pricing principles

A review of seven large landlord port authorities around the world reveals a notable diversity of pricing structures. While port authorities increasingly act as commercial undertakings, port pricing often seems to be not driven by commercial considerations. In this paper, we argue that ports can be regarded as “business ecosystems” with multiple users. This provides a valuable perspective on pricing and raises the question of whether ports can be regarded as two-sided markets. We argue this is not the case. The business ecosystem perspective provides a basis for deducing seven pricing principles for port authorities that are detailed in the paper and illustrated with cases these principles. These pricing principles are broadly follow a direct user pays approach; capture value from “non-core” tenants; price aggressively for activities with a high strategic value; differentiate pricing based on price elasticity and connectivity improvements; maximize revenue from long-term lease agreements, price port dues competitively; critically consider differentiation of charges based on environmental performance; and finally use incentives to align interests of terminal operators and shipping lines. We conclude that the ecosystem perspective is central to the understanding of pricing decisions of port authorities and that various pricing issues deserve more attention.     

A review of issues in transit economics

This paper reviews the development of thought on the major issues in transit economics over the last 50 years, in developed and developing countries. Some issues - the analysis of cost and demand parameters - are perennial, with development mostly in the mathematical sophistication of analytical techniques employed, while others - such as issues of ownership and competitive form - reflect wider trends in economic thinking. Some issues - such as the relationship between transit and development - are universal, while others - such as the role of small vehicles and the informal sector - impact mostly on developing countries. One conclusion stands out. Transit is critical to the achievement of a wide range of social, economic and environmental objectives and, therefore, needs appropriate institutions to ensure its integration with the strategic management of the rest of urban development policy.     

国有商业银行引入战略投资者的理性思考

2006年底银行业全面开放使各商业银行面临生存挑战,为此通过股权方式引入战略投资者就成为我国商业银行寻求突破的选择之一,但实践中战略合作转化成战略冲突、战略投资者演变为财务投资者的“财务投资者热、战略投资者冷”态势日趋突显。本文试图从国有商业银行与战略投资者博弈角度分析探讨战略投资者引入对我国国有商业银行的变革效应及银行业吸收国际资本的策略调整。     

Using system dynamics in maritime economics: an endogenous decision model for shipowners in the dry bulk sector

In this paper, we consider the benefits of applying system dynamics in maritime economics. We build an endogenous shipowners' model for the dry bulk sector, incorporating both the decision process of individual shipowners and traditional shipping market conditions. The aim is to arrive at a simulation tool that can be used for a variety of applications, both for teaching/learning and for research purposes. Within the endogenous shipping model, we can distinguish between the strategic and the tactical choices shipowners face. As an application, we focus explicitly on a strategic decision-making process that is relevant to any shipowner, i.e. the sale of a vessel. System dynamics seems to be a tool well-suited for the detailed modelling of strategic and operational behaviour in the maritime business.     

长江南京以下12.5 m深水航道二期工程初步效益分析

为科学评价长江南京以下12. 5 m深水航道二期工程的实施效果,通过运输经济模型、投入产出法、重力模型等研究方法,全面分析工程的经济、社会、宏观、环境效益。结果表明,长江南京以下12. 5 m深水航道工程实施以来,已经取得了显著降低物流成本、带动区域经济增长、新增就业岗位、拉动财政收入增长、促进沿江地区节能减排等实际效益,工程的战略意义得到充分体现。     

Port strategic planning: Canadian port reform

Recent port reform established major commercial ports as Canadian Port Authorities (CPAs) as federal non-profit, business corporations. Canadian port reform was aimed at allowing CPAs to compete effectively. Canada's major ports operate in an increasingly competitive business environment. To gain advantage over their competition, Canadian ports must develop business strategies dealing with their organizational cultures, institutional structures, operations, and facility provision. Developing appropriate strategies involves creating a strategic plan that considers external and internal port environments. This paper outlines the evolution of strategic planning and its applicability to Canadian ports. The initial literature review is followed by a brief review of Canadian port reform and an analysis of external and internal port environments. This analysis determines the resources available to exploit external opportunities and defend against threats, and considers the internal strengths and weaknesses of Canadian ports. A list of strategic issues facing Canadian ports and how the Canada Marine Act affected them is derived from the analysis.