Seaports Magazine - Fall 2014 - (Page 42)

CuSTOMER SERVICE A KEy TO STRONG BOTTOM LINE RESuLTS By Mary R. Brooks Professor Emerita Dalhousie University THE BOTTOM LINE Port performance is about effectiveness just as much as efficiency. Strong customer service leads to customer loyalty and the ability to attract new business, which directly attributes to the increased profitability. 42 AAPA SEAPORTS MAGAZINE to create satisfaction and hopefully continuing loyalty). It always costs less to keep a customer than to acquire a new one. In focusing on keeping customers, new ones may materialize because good management decisions are made. As of late, many port managers seem to put all their eggs into the "big ship" basket, and talk only about getting a fair share of TIGER grants or dredging activities. There is so much more to strengthening a port's bottom line than a single strategy of chasing infrastructure dollars. Success and profitability can often come from service differentiation and focusing on creating value for customers and users. Port managers must be sure that they are providing the services that customers want and do it in a way that will be profitable. H NPE Score for Determinance A ttracting the big ships is simply not enough to make a port both successful and profitable. It isn't only about making sure that the harbor is deep enough to serve the latest generation of container ships or that enough cranes are available to work the ship. Peter Tirschwell recently noted in his introduction to the 2014 Journal of Commerce White Paper, "Berth Productivity: The Trends, Outlook and Market Forces Impacting Ship Turnaround Times," that port productivity is "the hottest topic" in the container world. However, port productivity is only one performance metric to guide management investment decision-making. Efficiency in port performance is "doing things right" (fast crane speed per box or quick gate turnaround or vessel turnaround), but effectiveness is "doing the right things" (what your customer expects L D Marketing for Awareness Invest to Improve Secondary Attention E C No Attention Required at This Time - A B1 Lowest Priorities 0 Gap Size Between Importance and Performance (positive value suggests improvement required) B2 +

Table of Contents for the Digital Edition of Seaports Magazine - Fall 2014

AAPA Seaports Magazine
From the President’s Desk
The Big Ship Race – Is Bigger Better?
Shipping Lines Partner to Stay Afloat
Cruise Lines Set Sail for Growth
Bulk Cargo Ports Valuable to the Community
Crafting Funding Solutions for Port Projects
Sister Agreements Spread Cultural Wealth
Strong Financial Ratings Open the Door of Opportunity
Customer Service a Key to Strong Bottom Line Results
Plug in to the Fuel of the Future: Electricity
Houston Thinks Outside the Box With Non-Traditional Lines of Business
Ohio Port Authorities Know How to Rock Economic Development
XXIII Congress of Latin American Ports
Index of Advertisers

Seaports Magazine - Fall 2014

http://www.nxtbook.com/naylor/AAPQ/AAPQ0118
http://www.nxtbook.com/naylor/AAPQ/AAPQ0417
http://www.nxtbook.com/naylor/AAPQ/AAPQ0317
http://www.nxtbook.com/naylor/AAPQ/AAPQ0217
http://www.nxtbook.com/naylor/AAPQ/AAPQ0117
http://www.nxtbook.com/naylor/AAPQ/AAPQ0416
http://www.nxtbook.com/naylor/AAPQ/AAPQ0316
http://www.nxtbook.com/naylor/AAPQ/AAPQ0216
http://www.nxtbook.com/naylor/AAPQ/AAPQ0116
http://www.nxtbook.com/naylor/AAPQ/AAPQ0415
http://www.nxtbook.com/naylor/AAPQ/AAPQ0315
http://www.nxtbook.com/naylor/AAPQ/AAPQ0215
http://www.nxtbook.com/naylor/AAPQ/AAPQ0115
http://www.nxtbook.com/naylor/AAPQ/AAPQ0414
http://www.nxtbook.com/naylor/AAPQ/AAPQ0314
http://www.nxtbook.com/naylor/AAPQ/AAPQ0214
http://www.nxtbook.com/naylor/AAPQ/AAPQ0114
http://www.nxtbook.com/naylor/AAPQ/AAPQ0413
http://www.nxtbook.com/naylor/AAPQ/AAPQ0313
http://www.nxtbook.com/naylor/AAPQ/AAPQ0213
http://www.nxtbook.com/naylor/AAPQ/AAPQ0113
http://www.nxtbookMEDIA.com