1. CREATED AND PRESENTED BY
MUHAMMAD LALANI
C.M.M ENTERPRISES

2. AGENDA
• SHORT VIDE ON APM GROUP
• COVER PAGE OF APM
• ACTIVITES OF APM GROUP
• CEO WITH RESPECT TO ACTIVITES OF APM GROUIP
• HISTORY OF MAERSK LINE
• VISION & MISSION STATEMENT
• MAERSK LOGO
• MAERSK HIERARCHY
• SOME FACTS AND FIGURES
• MAERSK AND IT COMPETITORS
• BUSINESS STRATEGY OF MAERSK
• SOME THREATS
• STRATEGIES ADOPTED IN MAERSK

3. CEO’S OF A.P.M GROUP

5. PRODUCTS OF A.P.M GROUP AND
THEIR CEO RESPECTIVELY
Mearsk Line: Maersk oil: APM Terminal
Eivind Kolding Jakob Thomasen Kim Fejfer
Maersk Tanker Maersk Drilling
Soren Skou Claus V. Hemmingsen

6. The Maersk Line

8. HISTORY
A HISTORICALLY FATHER-SON TEAM
Arnold .Peter. Moeller Arnold Maersk Mc-Kinney Moller
A MAN WHO CREATE OPPORTUNITY A MAN WHO AVAIL EVERY POSSIBLE
FOR HIM SELF OPPORTUNITY BY COLLOBRATING
WITH US NAVY
HIS PHILOSOPHY: There are two only ways to grow:
No loss should hit us, which could be avoided organically or via acquisitions,"
with constant care

9. VISION STATEMENT
We create opportunities in global commerce
MISSION STATEMENT:
• Truly understanding our clients and their business.
• Offering second-to-none transportation solutions.
• Being profitable - and delivering sustainable,
profitable growth.
• Continuously reducing costs and increasing
efficiency.
• Offering our colleagues personal growth and a
motivating place to work.
• Being innovative.
• Being good corporate citizens.

10. MAERSK LINE AT A GLANCE
• Employees: about 16,900 and 7,600 Seafarers.
• Number of representations: about 500 offices
• Located in: more than 167 countries

11. MAERSK LOGO IN 1928 & IN 1972

12. KEY PERSONNEL IN MAERSK LINE
Eivind Kolding, Chief Eivind Kolding, Morten Engelstoft,
Executive Officer Chief Executive Officer Chief Operating Officer
, LARS JAKOBSEN
Lucas Vos PETER ANDERSON
HEAD OF NETWORK & PRODUCT
Chief Process Officer Chief FINANCIAL Officer

13. TOP 7 COUNTRIES HAVING LARGEST
SHARE IN GLOBAL TRADE IN TERMS
OF CONTERIZATION MOVEMENT

15. WHY WE ARE NUMBER 1
TILL TODAY
SOME FACT &FIGURE THAT
KEPT US THE WINNER OF
THE GAME TILL TODAY

16. MAJOR ROUTES AND REVENUE
EARNED FROM THEM
The major routes of Maersk Line providing 265 services which are:
•Asia-Europe (12 East Bound Services+12 west bound service)+(70 feeder service)
•Africa (4 Direct service)+(12 Feeder Service)
•Trans-Pacific(Asia-America)(9 East Bound Service+9 West Bound Service)
•Latin America(38 service)+(12 Feeder Service)
•Trans-Atlantic(America-Europe, Meiterranean,Middle East)(16 service)-
•Oceania(14 service)+(1 Feeder Service)
•Intra-Asia(19 services)+(35 feeder Service)

17. RATE FLUCTUATION

18. TOTAL FLEET AND TEU’S Operated
under Maersk brand

19. Maersk COMPETATIVE POSITION IN
MAKRET & COMPITITOR

20. RNK OPERATOR MARKET SHARE NO OF CONTNER FLEETS OWNED FLEETS
1 APM-Maersk 18% 2,166,332 570 245
2 Mediterranean Shg Co 13.2% 2,029,758 472 207
3 CMA CGM Group 8.6% 1,350,232 403 94
4 Evergreen Line 5.4% 594,154 162 90
5 Hapag-Lloyd 4% 543,293 138 59
6 APL 3.5% 472,804 119 44
7 COSCO Container L. 3.5% 469,491 145 94
8 CSCL 3.4% 460,717 140 88
9 NYK 3% 410,185 108 59
2.5%
10 Hanjin Shipping 409,363 92 18

21. BUSINESS STRATEGY OF MAERSK LINE

22. • SOME MAJOR UNCONTROLLABLE
THREATS TO
SHIPPING INDUSTRIES

23. FLUCTUATION IN FUEL PRICES

24. PIRACY ATTACKS

25. • STRATEGIC MANAGEMENT
MATRIXES

26. BCG MATRIX
•The example of service TP1 i.e trans pacific
routing 1 is the best example of bcg matrix
•The service had a routing of Yantian,
Xiamen, Kaohsiuing, Los Angeles, Oakland,
Honolulu and Guam which have been
dismissed recently because of low freight and
increment in bunker lost .
•The service have been in continues loss
since 3 years and now the board decided to
dismissed the service and
introduce new service serving some port from
previous service
•The new routes as per market demand TP1
have been replaced by TAIWAN EXPRESS
which routing will be
KAOHSIUNG(TAIWAN)-TAIPAI(TAIWAN)-
LOS ANGELES( USA)-OAKLAND(USA)

27. THE GRAND STRATEGY MATRIX
AS PER ABOVE GRAPH IT IS CLEAR THAT
MAERSK FALLS IN Q4
AS THEY HAVE STRONG COMPETATIVE
ADVANTAGE BUT
MARKET GROWTH IS SLOW

28. I.E MATIRX
On basis of IFE AND EFE ,Maersk fall in Q1 i.e Grow & Build which enroll it to take
following steps
•Market Development: By Introducing new ports having good trade balance either by direct
service or feeder
•Product Development: By investing on charter vessel rather than purchasing
•Backward Integration: As growth in container market is decreasing they should focus more on
ship yard and ship breaking to control ship repair and maintenance cost

29. He who asks a question is a fool
for five minutes; he who does not
ask a question remains a fool
forever.