Role of port pricing

Role of port pricing Introduction Port pricing plays important role in the growth and prosperity of the ports. It influences port competition, investment decisions, development strategy etc. This paper presents the current pricing system of Kandla Port Trust and its impact on the traffic, intense competition, financial gains etc. Kandla Port Trust (KPT) is one of the 12 major ports of India under the Ministry of Shipping, Govt. of India (Location at Annexure I). Also there are 187 minor ports under the control of various State Maritime Boards. Kandla Port faces severe competition from 20 such minor ports (Gujarat Maritime Board Ports) and private ports around it on the 1600 kms coastline of Gujarat (Annexure II) whose total traffic during 2009-10 is 2.59 times of Kandla Ports traffic and 36.73% of the total traffic handled by all the major ports of India. The present tariff structure of Kandla Port Trust had undergone its last revision in 2005 which is taken as a base for presenting the pricing system for this paper. Accordingly the data presented is related to the year from 2002-03 to 2004-05 and projections from 2005-06 to 2007-08. Current Pricing System 1. Kandla Port has fixed the tariff for the various services which are classified as under : for the use of properties belonging to the port such as cargo handling, warehousing, storage, supply of equipments, floating crafts, dry docking and miscellaneous charges etc. The fees for the services such as pilotage, berth hire, hauling, mooring and other services rendered to the vessels and Port Dues on the vessels entering the port. Based on the above, the Scale of Rates of KPT (KPT website) has been divided into 4 Chapters. Chapter I-Definitions; Chapter II- Vessel related charges; Chapter III- Cargo related charges Chapter IV miscellaneous charges. 2. Pricing Strategy: â€Å"There are four usual tariff approaches for the determination of the port charges: Cost-based tariff, investment based tariff, comparative tariff, flexible and promotion tariff. Cost based and investment based tariff aim at achieving the financial objectives whereas comparative and flexible and promotional tariff are suitable for achieving the market needs† (Cariou Handout 2010 p-16). Pricing strategy is based on the objective that a port aims at: may it be the profit maximization, throughput maximization, trade promotion or minimization of the ships time in the port The Kandla Port has adopted a ‘cost plus return on capital employed approach while fixing the tariff to achieve the financial objective of the port. However, congestion pricing (for the priority berthing and ousting priority for berthing) and the other strategies such as comparative tariff and flexible and promotional tariff has also been adopted for certain commodities to attract the cargo. Thus the profit maximization and throughput maximizationarethe objectives of Kandla Port. Assessing and Forecasting Port demand: Traffic projections are one of the influential factors in deciding the tariff structure. It gives thebasis to decide whether the tariffs fixed are enough to cover the cost and the investment. Therefore, correct traffic forecasting is crucial in any port pricing system. In KPT, traffic projections made are in line with the projections in the five year / annual plans and the current / expected growth. (Annexure III) These projections are made after taking into consideration the various factors such as trend of cargo handled during previous years, capacity increase, economic growth, traffic handled by the nearby competiting ports, market survey based on the indications given by the port users, reports of the various associations such as Agricultural Product Export Development Authority (APEDA), Timber Association, Indian Farmers Fertilizer Co-Operative Ltd. (IFFCO), Oil Coordination Committees report (OCC), reports from the important importers and exporters, Expert opinions, governments policies etc. The demand is also studied on the basis of size of the vessels handled at port (Annexure IV) based on the draft restrictions and future dredging plans of the port. Competition level Kandla Port Trust handles almost 80 million tons of cargo and has a sprawling hinterland of 1 million square kilometers right from the state of Gujarat to the Jammu and Kashmir. (MAP of hinterland and location of other major ports is placed at Annexure V). Port faces severe competition from nearby State owned 20 minor ports and private ports which handled 205.98 millions metric tons during 2009-10. The Herfindahl Index (H) calculated comes out 1 and clearly shows the monopoly pattern of these ports. Traffic comparison of Kandla Port and 20 minor ports of Gujarat and Herfindahl Index is placed at Annexure VI. There is also an acute competition faced by KPT from the Port of Mundra, a private port which is in the vicinity and handled almost 40 million tons of cargo during 2009-2010. Port takes this severe competition into consideration while fixing the tariff structure. Tariff rates are also made concessional and promotional if ashipper commits major volumes. Thus, tariff has been fixed considering the emerging competition by the private ports in the near vicinity in terms of traffic, tariff rates and the likelihood of losing of cargo. Comparison of tariff is important particularly so when the port compete for the same hinterland. It is observed from the comparison that all charges are abysmally low at Kandla Port Trust except the port dues, pilotage and berth hire charges which are little higher than the GMB Ports (GMB website), due to the huge expenditure of dredging cost. Kandla Port has less competition with the major ports as each major port has distinct hinterland without muchoverlap. Herfindahl Index (H) for these ports shows pattern of equality in the market share i.e. moderate concentration of competition with the Index of 0.09868. Traffic of all other major ports of India along with Herfindahl Index is placed at Annexure VII. However, Kandla Port puts lot of efforts to attract cargo from the nearby major ports such as Mumbai Port and Jawaharlal Nehru Port by providing the competitive rates. Cost Structure Attempts are made in Kandla Port Trust to evaluatecost of each component of port operations. It provides the consciousness that the inefficiencies are not passed on to the users. For the purpose of fixation of the tariff, it is necessary to know the operating cost of the port. Operating cost includes labour cost, material cost, maintenance cost, fuel cost and other expenditure such as management and administration, insurance, security. Expenses such as retirement benefits, write off of losses are also considered for the purpose of fixation of the tariff. For this purpose, the operations of the Kandla Port are classified into five main activities such as Cargo handling, Port and dock facilities, Railway working, Estate Rental and Township. ‘Caro handling Activity comprise sub-activities such as cargo handling, warehousing and storage, mobile cranes etc. and ‘Port and Dock facilities Activity comprise sub-activities such as Cranes, berth hire, port dues, pilotage, water supply, dry docking, dredging, flotilla etc. These activities and sub-activities are again divided into various cost centres where in the cost is booked. Based on these cost centres the ‘Direct Cost of each activity is booked/allocated under that sub-activity. The ‘Indirect Cost/overheads such as Departmental overheads, management and general administration overheads(such as store keeping expenses, labour welfare and medical expenses, engineering expenses, work shop overheads, insurance etc), security expenses, social welfare expenses, fire fighting expenses et. al are also booked under different cost centres and then they are apportioned to all the sub-activities. Thus based on the Direct and Indirect Cost, Total Operating Cost has been arrived at. To this operating cost, as stated above, the cost such as retirement benefits/ex-gratia payment, writing off losses etc. (which are called Finance and Miscellaneous expenditure) is added to arrive at the Total Cost. To the Total Cost arrived at, Return on capital employed (ROCE) calculated @ 15% is added to get the Price/Tariff of that activity. (Rate of return is calculated on the basis of CAPM). Specimen of the Cost Statement of Cargo handling sub-activity is placed at Annexure VIII which gives an idea as how the costs are booked under different heads. Based on all the above factors, the copy of the cost statement for the Port is placed at Annexure IX. Capital Employed comprises Net Fixed Assets (Gross Block minus Depreciation minus Works in Progress) plus Working Capital. Capital employed for each activity, return on capital employed (Annexure X) and cash flow statement (Annexure XI) are placed only for 2004-05. (Such calculations are done for 2002-03 and 2003-04 also). Cost statement also shows future projections. For income projections, traffic projections and present tariff rates are considered. Wherever the rates are mentioned in the dollar terms, the effect of foreign exchange fluctuation is given. For expenditure projection, latest expenditure is adjusted to the Wholesale Price Index for All Commodities announced by the Ministry of Finance, Govt. of India and applied to the traffic projections to arrive at the expenditure projections. Present Tariff Proposal As revealed from the tariff order for KPT (TAMP website) the tariff proposal is as below: â€Å"Based on the cost structure, the financial position reveals how much tariff is required to generate the [emailprotected]% and to make the activities self sustained. However, Port finds that such recovery of return will not be possible as it demands almost 38% hike and traffic can not bear such huge hike. Hence Port decided to recover only the short recovery/deficit of 286.40 millions (Annexure IX p-17). While doing so, however, port has considered various factors such as (i) severe competition by the nearby state owned and private ports on account of better facilities such as deeper drafts, speedy cargo handling systems (impacting ships turn around time which was the main reasons for getting diverted the Kandla Ports traffic) (ii) heavy capital expenditure incurred by the ports by addition of infrastructure such as quay, heavy duty cranes, godowns, road-rail network etc. since last revision and like expenditure in the coming years (iii)substantial maintenance dredging cost to the tune of Rs.400 millions p.a. (iv) increase in the operating cost by 23.68% etc. . Over the current rates, Tariff Revision considered a hike of 15% in cargo handling storage, pilotage, port dues and miscellaneous charges and 50% in the berth hire charges. Port has also considered cross subsidization in other the surplus activities while deciding to go for recovery of only the deficit. However, port further gives specific justification as below for the upward revision of tariff. For port dues, port considered the huge expenditure on account of maintenance dredging. Rates of the pilotage charges of the nearby ports which were 82% higher than the Kandla Ports rate justified 15% hike. Huge investments by developing infrastructure like berth and heavy duty cranes which benefitted the port users by reduction in turn around time of the ships reduction in the no. of gangs justified the hike of 50% in the berth hire charges. For pilotage, port dues and berth hire the GRT slab of 10001-30000 is focused more as 56%of the vessels visiting port falls in this category. For the storage activity also likely investment in the open storage area justified 15% hike. For the cargo handling activity however, it is observed that Port instead of giving flat 15% hike to the existing rates, used the proactive pricing by increasing the rate of those commodities in which port has monopoly in handling such as food grains, scrap, timber, salt and sugar and reducing the rates of the car go such as ores minerals, metals, oil cakes etc. which was getting diverted. Kandla Port expected additional revenue generation of approx. 304.30 millions p.a. after the tariff revision.†(Annexure XII) Recommendations on as to ho w the current pricing system could be changed to increase a) attractiveness of the port; b) the profit of the port . Emerging growth of the GMB ports during thelast decade in terms of capacity creation and speedy cargo handling has posed a severe competition to Kandla Port. Further, tariff of the State owned ports are not subject to approval of any Tariff Regulatory Authority like Major Ports and hence very flexible and attractive. With this backdrop, thefollowing recommendations are made to increase the attractiveness as well asprofit of the port by the cost control and cost reduction measures: Port should think ofworkingon the ‘normative costing principlewhere by standard costs and standard tariffscan be derived which could be bench-marked for pitchingthe right actual tariffs for each sub-activity and principal activity. This will give a strict control over inefficiencies and thus will help to reduce the tariff. Efforts are required to be concentrated in the areas where the potential savings are likely to bemaximum. Implementation of the cost effective systems will definitely help the port to overcome the redundant costs. Developing ‘satellite ports at new location with slimstrength of man-power and cost-effective systems can also be thought of by the port. Best solutions in terms of making a port cost-effective and attracting traffic is to develop the terminals under public-private participationmodel wherein the risks are optimally shared/distributed and costs are brought down witha right blend of public management and private management. Port, by taking up various productivity measures and specifically adding infrastructure, can reduce the turn around time of the ships and get benefitted by accommodation of the large no. of vessels. This will increase traffic at the port and thus through the economies of scale the price at the port gets reduced. Of course, coefficient of elasticity of tariff on traffic is to be found out to determine to what extent the tariff is to be reduced.(Generally ports in India are in oligopoly market and coefficient of elasticity of tariff on traffic is less than one) For cost reduction and adding infrastructure, Kandla Port has to work on the various areas such as massive mechanization through high capacity cranes, marine unloaders, transfer mobile equipments and commissioning ofspecialized terminals such as coal terminal, car terminal, container terminal etc. for speedy handling of the cargo. Increase in the capacity of the port is urgently required as the berth occupancy at the port is 89% (Ministry of Shipping, India website) which is much on the higher side impacting the turn around time of the ship which is almost 3.09 days (KPT website). Though Port has prepared dredging plan, it is required to reduce the time span so that larger vessels get accommodated within a short period. Port requires to work on procedural delays and thinking on modernizationin terms of ‘modern Gate-in Gate-out systems and web-based port community systems etc., in order to reduce transaction time and cost . Port can also take up the value adding services and ‘door-to-door solutions tobuild -up captive customer/clientele base. Conclusion: Pricing plays a prominent role in any organization. It is one of the determining factors to fetch the traffic at the port. As it is said that price makes and price makes, Port has to take into considerations holistic view before taking any pricing decision.

Build-a-Bear Summary Analysis Essay

Build-A-Bear workshop stores were first established in 1996 by Maxine Clark whose influence came from former CEO of May Department Stores who had stated, â€Å"Retailing is entertainment and the store is a stage – when customers are happy, they spend more money† ( Dess, c261). Build-A-Bear’s intentions were to differentiate themselves by giving people the feeling of bringing their teddy bear to life. You could give it a heart, a name, a wardrobe and many other personal touches. Build-A-Bear is about two things, â€Å"entertainment and customization† (c261). At the time of its introduction, following their differentiation strategy, there was not much competition for customized children’s toys. However, after the concept of customization caught on they faced competition from companies such as American Girl and Vermont Teddy Bear. American Girl was marketed to young girls who could make dolls that look like them and even buy matching clothes that the girls and the dolls could both wear. One advantage that Build-A-Bear had against American Girl was the fact that they marketed to all genders and appealed to a wide variety of ages. Parents would bring their young children, both boys and girls in to make dolls and teenagers would bring their boyfriend or girlfriends in to make customized bears as presents. You could even build a bear for your parent or grandparent. As the Build-A-Bear company grew they faced problems, such as a changing industry and a changing market which left them losing edge in their financials. Environmental Analysis. Build-A-Bear started with a handful of stores and it grew to 150 by the end of 2003. They capitalized on the upward trending consumer demand around the holidays when they would rent space in busy malls for their pop up stores. These temporary stores brought increased revenue and gave the company the idea for its current corporate strategies of expanding to more permanent stores. They had 344 stores in the US, UK, and Canada by 2010. They set goals that would allow a Build-A-Bear store to be within 30 miles of 75% of the US population. Though these new permanent stores usually paid for themselves within the first year their â€Å"wow factor† and financial performance quickly diminished time and time again. This no loss expansion worked while saturating the market but was not cutting it when their market further matured. A main reason for the growth is because new stores brought in greater profits which gave the impression that rapid expansion was a wise strategy. They may have expanded too fast though. They lacked the necessary ingredient in producing repeat customers and this was becoming a major problem while strict reliance on overexpansion seemed to be clouding the fact they needed another competitive advantage in the quickly changing toy industry to stay competitive. The real question was how to increase repeat customers and/or increase profitability of their current operating stores. We devised two solutions that could help BearFinancials alleviate the problem of their not so attractive earnings beyond the first years. Strategic Alternatives Alternative Solution #1. One option to get the finances in line would be a retrenchment/turnaround strategy in which the underperforming stores would be closed freeing up resources to explore other options for expansion into different markets. Very similar to Subway and Starbucks, Build-a-Bear wanted a store close to a large percentage of the population and expanded too far and the companies saw it hurt their finances. Build-A-Bear has the unique features to be a thriving, profitable company for a long time but it needs to be careful not to expand too far where it cannot maintain its current culture and core competencies and this can be done by reducing costs through restructuring. Closing underperforming stores and exploring destinations like international airports where people from all over the world will see their product would be a good starting place. Since people do not frequent the airport so much as other retail establishments they could continuously capitalize on the â€Å"wow factor† because new people would be subjected to their stores every day. By reducing fixed costs and exploring new marketplaces Build-a-Bear should be able to boost financials immediately with little investment. Alternative Solution #2. The next solution would be to fashion a new line of accessories and programs that promote repeat consumer visits. Build-A-Bear needs to be viewed as a collectible and something worth traveling for. This was not the case which was why stores started to lacking performance after being open a certain amount of time. Accessories and maintenance programs could be a way to get people to continue to give Build-A-Bear business even f they are not actually purchasing a new bear. Implementing new programs such as wardrobe changes, where people would come back to get Bear-makeover, would bring repeat customers. These programs could offer matching apparel for the bears and the kids who own them. Children and their bears could then wear matching t-shirts which could also first time sales from consumers ‘marketing’ the product. Another idea would be a BearWash. Children can be hard on their stuffed animals and sometimes they end up getting dirty. They could set up a â€Å"bear wash† where people would bring their furry friends in for a fur-flush and get it back all nice and clean. All of which would be geared at upselling the consumer upon return in order to maximize on that repeat visit. Initial investment would be substantial due to acquiring clothing line and additional costs to provide repeat programs. Recommendation Alternative solution #1 would be the best choice for Build-A-Bear at this time. By cutting underperformers they will save millions in fixed costs alone. They could then use this money to expand into locations such as airports and hospitals where it will be easier to maintain that ‘new’ appeal that made the company so much money in the first place. This solution requires the least investment in a monetary sense. Underperforming stores should be closed immediately upon identification and new stores should be in operating order by the end of this calendar year. Build-a-Bear has the right ingredients for continued success they just have to strategically place themselves in markets with the most exposure to non-repeat customers in order to maintain high operating margins beyond the first years. By reducing number of stores in operation they can concentrate on staying profitable and advancing into the future where they will then have the means to pursue other avenues such as improving repeat customer sales described in alternative #2. The focus now should be to stop wasteful spending on underperforming stores as soon as possible in order to open up more possibilities and greater flexibility in the future.

Music s Influence On Western Music - 1347 Words

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