부산항 컨테이너터미널의 서비스마케팅戰略에 관한 연구

Abstract

The operation condition of domestic container terminal change owing to the changes in numerous Shipping-Port environments today, and that encourages nations' hot competitions. Under such fierce competition, our country counteracts incessantly changing environment to keep its survival and growth.

Recently, world-major container terminals intensively compete to establish their place as Hub-Port owing to Chinese container terminal's continual material increase and the trend of large-size container, and Busan container terminal can't be beyond the change.

Now, Busan container terminal is at an important point to secure its competitiveness in North-East of Asia and further in the world, and the terminal absolutely needs accurate strategies and practices on the service marketing of container terminal.

The purpose of this study is to explore service marketing strategy for container terminal in Busan.

Method of this study is begun to theoretical search of service marketing of container terminal. And analyze actual proof of SWOT and marketing program(4P) in Busan container terminal. Also, executed comparative analysis of a case of marketing of main abroad container terminals.

The data of empirical analysis(SWOT, 4P) have been collected from 139 persons in charge of planning, operating and management for port service in container terminals in Busan by use of questionnaire and personal interviews.

The results of this study for marketing strategy of Busan container terminal were as follows:

First, the researcher analyzed the recognition difference between container terminal and shipping companies with SWOT analysis of Busan container terminal, and the result showed there were recognition-differences in general fields except the opportunity field.

Looking with detail, there were some differences in 4 factors of total 7 factors in the strength field, and were differences in 4 factors of 5 factors in the weakness field, and were differences in 2 factors of 3 factors in the threat field.

Second, as the result of internationally comparing some service marketing strategies of major container terminals with those of Busan container terminal, the latter has some limits. The limits are as follows:

1) Busan container terminal marketing operators recognize the importance of container terminal service marketing, but have not set concrete strategies or plans yet.

2) Busan container terminal uses some passive terminal promotion through ads in magazines or pamphlets rather than carrying aggressive marketing activities, and rarely has its marketing department or marketing agencies.

3) The lack of pre-research & study for marketing activities.

Third, the researcher analyzed the recognition difference between container terminal and shipping companies in using empirical analysis over Busan container terminal's service marketing program(4P). In the analysis, general differences are in the strategies of product and promotion fields.

Especially, in case of the product strategy, the two groups showed some differences in recognizing all of 4 factors, and there were differences in 3 factors of 4 factors in the promotion field.

Considering the results from the above 3 analyses collectively, service marketing strategy of Busan container terminal is insufficient yet, and Busan container terminal operators need to formulate general service marketing strategies to satisfy customers.

Although previous research studies for the service marketing strategy of the container terminals have very limited until now, but this study will be a good example and provide a basic knowledge for further study in this field.

In conclusion, this study may help not only to establish the service marketing strategy of container terminal but also to develop sea transport industry.