Repositioning Strategy in the Maritime Port Business: A Case Study from Montenegro, Port of Adria

Elen Twrdy,Melika Husić-Mehmedović,Senka Šekularac-Ivošević

doi:10.7307/ptt.v31i1.2888

Abstract

The main objective of this paper is to define the repositioning strategy of the Port of Adria, which is the leading container maritime port of Montenegro. The strategy is an integral reflection of the analysis of internal (competitive advantage and financial strength) and external (the potential of container maritime port industry and environmental stability) repositioning criteria. The case study in this paper is mainly accomplished through the definition of specific propositions that clarify the connections between these criteria and the repositioning strategy. Knowledge and attitudes of stakeholders are used with the purpose of modeling a marketing strategy, which is based on an inductive study. The paper proposes a model based on a specific maritime port case which can be applied to any other case of maritime port repositioning as well.

Highlights

There are many continuous and often very radical changes occurring today in the maritime port service market, while port competition is severe, and customers are demanding
It is argued at the beginning of this paper that total cargo throughput and other business performances of the Port of Adria were considered weak in comparison with the competition
The findings presented suggest that contemporary maritime ports should constantly explore their financial and environmental stability, competitive advantage and industry strength in order to be alert enough to reposition on time

Summary

Introduction

There are many continuous and often very radical changes occurring today in the maritime port service market, while port competition is severe, and customers are demanding. The strategy must be consistent with the objectives, internal resources (capacity) and opportunities within the target market where a maritime port strives to achieve a dominant, strong, favorable, sustainable and/or different place among the competition [4]. This strategy involves a whole range of complementary marketing strategies, i.e., market segmentation, targeting, differentiation and/or the (re)positioning of maritime ports [5]. For a successful market position, which is the aim of every maritime port, the so-called 3R strategy, i.e., rebranding, restructuring and repositioning, should be implemented [6]

Objectives

Methods

Findings

Conclusion