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Back to 22/2008
Between markets and politics
In a free world any company is free to adapt to its environs, most importantly the market and the conditions at home. Those who question the importance of home conditions and political priorities should look to nations like Germany and Denmark, which have expanded with ambition and vigour.
The German fleet has grown from 16 to 90 million tons deadweight in 14 years, the Danish from 12 to 25. And countries with constantly changing conditions and lack of predictability have thwarted in various ways; take Norway for one.
The industry cluster serving the world trade, from maritime transportation to all its related services and support branches, is one where the Nordic countries have made significant market impact. The list of global brand names rooted in our region is impressive, from shipping to technology and banking. The companies of the Nordic maritime cluster, scattered as they are across our region, are competence-intensive and heavy in technology.
They have adapted to a world where the main business volume has shifted from Europe to Asia. Today Singapore ranks, presumably, as one of the largest Nordic maritime cities, in terms of ships owned there and companies represented in its growth market. Hardware manufacturing has largely been sourced out from our countries to the main shipbuilding regions in Asia.
Nordic technology and service providers initially moved out to Rotterdam, Houston and Hong Kong to serve their traditional customers, the shipping companies. All this changed long ago, when they had to look for new markets further away from home, armed with innovative products and competitive prices. Take Framo, the Norwegian cargo pump manufacturer, which built its technology for customers like Odfjell and Stolt-Nielsen; today 95 per cent of its production is for export.
Whatever the segment, shipping or technology, competence is the key. And competence is people. It has to do with education, motivation, work ethics, interaction, but also with ambition, entrepreneurship and commercial minds.
“The Nordic cross-trader mentality –
the blend of the commercial Danes, the stamina of the Finns,
the well-organised Swedes and the straightforward Norwegians –
is a unique combination when taken to the global market.”
Denmark + Norway + Sweden + Finland add up to more than four countries. They are four local maritime clusters, each with its strong points, largely involving each other and thus creating business, innovation and added value.
Our region is one of the most important maritime industry hubs in the world. The Blue North holds a position way beyond its 2.5 per cent share of the world economy or 0.3 per cent of the population. The region controls 15 per cent of the world fleet, 20 per cent of the maritime insurance market, it is the second largest in offshore marine services and possesses some 10 per cent of the global market for ship technology and equipment.
There is a higher degree of interaction and integration between these four counties than most people would know, in the labour market, in transnational ownership, in commercial cooperation, sub-contracting and in general cluster dynamics. This fact is barely known by our politicians.
Our main concern is to be a good home for maritime business, to enjoy stable and predictable conditions and have access to the markets. From our home base in the Blue North there is an immense market for services and technologies around the world, above and below water.
Money can buy ships, acquire technology, take over companies. Anyone can do that. But the Nordic cross-trader mentality – the blend of the commercial Danes, the stamina of the Finns, the well-organised Swedes and the straightforward Norwegians – is a unique combination when taken to the global market.
In a free world we need to adapt to changing markets, to technological innovation, new regulations; seek new answers and simpler solutions. Change is opening new alleys of opportunity.
As Charles Darwin found out in the 1830s: it is not the most intelligent species that survive, but those most responsive to change.
Dag Bakka Jr. Editor, Norway.
Latest update 21-10-2008 |
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No 22/2008
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2008