Strategic Management Principles in CMA CGM

This report discusses the implementation of strategic management principles in CMA CGM, a French container transportation company. It explores the impact of strategic management on the organization's development, efficiency, and market share. The report provides insights into the current and future market scenarios, company profile, and strategy. It also offers recommendations for improving organizational operations.

Introduction
The implementation of the strategic management principles within the organisation
helps in the development of the proactive nature of the organisation rather than the reactive
nature of the organisation. The execution of the strategic plan helps the concerned
organisation in foreseeing the future of the organisation and thereafter helps them to
formulate the plans in a better manner in order to deal with the situations that might arise
within the organisation. The incorporation of the strategic management principles within the
given organisation also helps in the development of the sense of directions within the given
organisation. The strategic management of an organisation also helps in the increase of the
efficiency of the organisational workforce in the matters that are related to the operations as
well as the increment in the market share and the profitability of the company.
The implementation of the strategic management principles within the industry leads
to the conditions wherein the company would be able to explore the various ways in which
the concerned business organisations would be benefitted in the matters that are related to the
identification, prioritization as well as the exploration of the various opportunities that are
being presented to the concerned organisation. The incorporation of the strategic management
within the organization would also help in the development as well as the alignment of the
concerned organisation to the various trends that are being followed within the organisation
as well. This in turn would help in the development of the competitive advantage of the
company in the given market as well as the industry at large. The major issues that might be
resolved with the help of the strategic management within the organisations majorly refer to
the issues that stem from the lack of the strategic focus and the lack of the proper strategic
direction in the activities and the actions that are undertaken by the organisation.
The following report deals with the strategic management principles that are
employed within the organisation in discussion, CMA CGM. The report deals with the

implementation of the various theories of strategic management within the activities that are
undertaken by the organisation in discussion. The report sheds light on the various matters
that are related to the issues in the strategic management that is followed within the
organisation in discussion. The report further proceeds to discuss the various issues that are
presented within the industry on the basis of the market trends that are presented within the
given market as well as provides some major recommendations for the improvement of the
given organisational operations.
Company profile
The CMA CGM is a French Container transportation company which is involved in
shipping operations as well. The business can be considered to be a worldwide leading group
which makes use of 200 shipping routes between 420 ports in around 150 countries (Cma-
cgm 2019). The company ranks fourth in order of the major giants as present in the field of
container and shipping behind the brands like Maersk, MSC and Cosco. The headquarters of
the firm are located in France and the current CEO of the company is Rodolphe Saade. The
company was found by Jacques Saade. The Parent organization of the firm is Merit
Corporation. When measured in capacity the company is third in line with a TEU of
2554264. In the year 2018, the company earned a revenue of $21.1 billion and has more than
750 offices in the global market. There are approximately 30000 employees working for the
company. The name of the company is an acronym for Maritime Freighting Company –
General Maritime Company.
Current market scenario
The current market has been increasing considerably and at present the cargo volumes
are increasing by 4-4.5% as compared to the container fleet which is growing by 3.9% per
annum. Hence, with respect to the container segment, it can be stated that the balance

between the demand and supply can be stated to be particularly stable. However, trends in the
Port Utilization state that, the vessels are getting bigger in size, and this tends to place
additional pressure on the different ports and the remaining terminals (Pearce, Robinson and
Subramanian 2000). In addition to this, it can be mentioned that, the new markets have been
emerging and the importance of China as a market has evolved considerably. In lieu of this,
the company has been making considerate plans to expand its operations into the field of
India in order to ensure success. The current market scenario appears to be good for the
container firms and there will exist a considerable demand for the containers in the future.
Previous market scenario
Previously, it can be stated that the market for the containers was not that good and
the market for the cargo was highly attractive and the vessel market was not performing
considerably well. However, at present it can be mentioned that, the market for container has
improved considerably which was not followed earlier (Wheelen et al. 2017). Additionally,
the use of technology was not present earlier, but currently the technology has made a great
progress and in lieu of this, the overall business scenario has changed considerably as
compared to the previous year’s scenario.
Future Market scenario
In the future, it has been recommended that technology and the digitalization of the
various ports as well as the terminals will have a great role to play and will go a long way in
ensuring that, the different companies will be successfully able to ensure that, they can
successfully be able to engage in the utilization of the digitalized resources and ensure higher
productivity and better shipping procedures (Wheelen et al. 2017).
Market Outlook
Shipping industries are one of the most reputable industries that are operated all
around the world. Among all the reputed organizations, CMA CGM’s reference is eminent to

occur in the lists of successful shipping companies. The former company has more than 750
offices and agencies around the world. According to Alix, Slack and Comtois 2016, CMA
CGM was recorded to be the third largest container shipping industry (globally), and also
topped the charts in the France’s market, offering services including port handling facilities,
shipping and logistics (Notteboom & Merckx 2016). The company has a strong financial
position, gaining net profit of $50 million inside the third quarter of 2016, and also more than
$610 million expansive profit in first nine months of 2017, with a prominent 57% rise in net
profit margin, in a yearly basis (Panayides & Wiedmer 2017). The company has expanded its
presence in Africa and European states, by opening new agencies and ground transport
services too. Also, the group had aimed to offer customers services in a digitalized manner
under visibility improvement requirements and dematerialization, and also company’s
improvement in operational performance. On 22nd of August, 2017, the company further
invested $13 million in the New York Shipping Exchange (NYSHEX), to enter the first
digital marketplace under the category of ocean freight contracts (Lam & Van De Voorde
2018). The digitalization strategy was scoped on the internal, commercial and capital
partnerships and projects, under corporate deals and ventures.
Moreover, the container shipping industry is gaining low volume growth, while the
pressure is observed in the freight rates under multiple lines (for short period). Hence, the
group is continuously varying the capacity of adjustment for maintenance of load rates and
optimization of vessel usage, to secure themselves from the backdrops. The fright rates were
predicted to face low growth for the next 2-3 years, from the third quarter of 2015 (Frémont
2018). However, the company was constantly taking appropriate steps to rebalance the
negative implications. CMA CGM officials also stated with respect to the continuance of
outstanding performance might include the leverage of factors like commercial dynamism,
disciplinary operation and presence in the global market.

Strategy
CMA CGM recorded the best operating result in the container shipping industry in
2017 whereas, the year after, their annual revenue grew by 11.2%, to a record level of $23.48
billion; what made the French group achieve such noteworthy results is their business
strategy model, whose pillars will be discussed in this section. The time period took in
consideration for the analysis is the quinquennium beginning in 2014 and ending in 2018.
Acquisitions
As one of the leading players operating within the container sector, the firm’s
development strategy relies on the acquisition of other businesses, both operating in the
container market and outside of it.
The quinquennium examined started with the merger of the German firm Oldenburg-
Portugiesische Dampfschiffs-Rhederei GmbH & Co. KG (OPDR) with Mac Andrews, a
CMA CGM subsidiary. (2014) This strategic operation allowed CMA CGM to enhance their
offer in North Europe, Canary Islands, the Iberian Peninsula and Morocco. In 2015, when
OPDR volumes surged by 30%, CMA CGM acquired LCL Logistix.
In 2016 CMA CGM accomplished the biggest acquisition in its history with Neptune
Orient Lines (NOL), Southeast Asia’s largest container shipping company, which owns
American President Lines (APL) as their container shipping arm; following APL integration
within CMA CGM, the Singaporean firm carried more than 5 million TEUs and generated
$340 million of operating income in 2017. This acquisition costed to the French group $2.4
billion and together with APL created a total fleet of 563 ships with capacity of about 2.4
million TEUs.
CMA CGM Acquisitions
Company Date Market / Sector Purpose

OPDR 2014 Short-sea shipping and
multimodal transportation.
Consolidating and broadening the
company’s regional network.
LCL Logistix 2015 Indian third-party logistics
leader.
To invest in logistic sector of a fast-
growing market.
NOL 2016 Singapore-based container
shipping company operating
mainly in Asia.
Boost CMA CGM service’s
performance across Asia, North and
South America, Europe, the Middle
East, the Indian subcontinent and
Australia.
SOFRANA
Unilines
2017 Key player in the Pacific
Islands regional maritime
trade.
Reinforce its operations in the south
pacific.
MERCOSUL
Line
2017 Leading player in Brazil
container market and door-
to-door services.
To strengthen inter-regional
connections and service offering in
south America.
Containerships 2018 Leader in short-sea services
in the Baltic and the North
Sea, and the other intra-
Mediterranean trades.
Densifying group regional coverage
and complement MacAndrews’
service offering in Northern Europe
and in the Mediterranean Sea.
CEVA
logistics
2018 Logistics Allow CMA CGM to offer its
customers high added value
solutions throughout the logistics

chain.
Figure No. 1: CMA CGM acquisitions
Source: [Author Note]
The acquisition of CEVA logistics is discussed in a different section as it represents a
whole new approach of the strategy of CMA CGM to their service offering.
Fleet development
Fleet development
Year Type of vessel
2014 Delivery of 9400-class vessels suitable for the expanded Panama Canal
Order placed for three 2,500-TEU ice-class vessels
2015 Delivery of 16 vessels of which six 18,000 TEU containerships
2017 Order placed for nine 22,000 TEU LNG-propelled vessels
2018
Delivery of a 20,600 TEUs, the largest vessel in the world flying the
French flag
Delivery of an LNG-fuelled vessel with a 1,120 TEU
Delivery of an Ice-Class vessel to operate on the Baltic routes
Figure No. 2: CMA CGM alliances
Source: [Author Note]
An efficiently planned fleet management is essential for the profitability of the firm’s
operations. As shown in the table above, CMA CGM keep updating their fleet constantly,

with a close eye to the market demand, the regulations and the environment. In 2014 they
modified ten vessels’ bow bulbs in order to improve their bunker fuel efficiency and reduce
the carbon footprint. Two years later, CMA CGM strategically postponed the delivery of
three vessels expected to be delivered in 2017 due to the delicate balance given by the
oversupply of ships experienced in the market. With the order made in November 2017, the
company attest their leading role in the industry energy’s transition and set their strategy to
tackle the Sulphur Cap 2020; the attempt of reducing emission has already provided CMA
CGM positive results with a drop of CO2 emission by 50% from 2005 to 2015 with an
additional target of 30% reduction by 2025 (2017).
Alliances
CMA CGM alliances
Ocean Three Alliance Ocean Alliance
Signed in September 2014 together with
CSCL and UASC. This alliance has been
implemented in early 2015 aiming to offer
quality service, deploy the right size of ships
and continue to optimise unit costs.
Launched on April the 1st 2017, it replaced
Ocean Three alliance and it included Cosco,
OOCL and Evergreen. Ocean Alliance provides
40 shipping services on the East-West trades
thanks to more than 350 vessels and 3.5 million
TEUs capacity (37% of container trade).
Figure No. 3: CMA CGM alliances
Source: [Author Note]
In the last five years CMA CGM entered two strategic alliance. The first one, Ocean
Three Alliance allowed the three companies to offer a fleet of 139 calling at 87 ports on the
Asia-Europe/Mediterranean and Transpacific routes (2015-2014). The Ocean Alliance
substituted the former one in 2017, becoming the biggest alliance in the container sector as
for fleet capacity and paved the way for the strong momentum experienced through 2017 by

CMA CGM which made the company obtaining the best operating result in the industry
(2016-2017). In the second quarter of 2018 the Ocean Alliance launched the Ocean Alliance
Day 2 Product which demonstrates the customer centric strategy of the Alliance’s members
and provides improved services in key areas such as the US East Coast, Red Sea, Middle East
Gulf and Europe (Cma-cgm 2019).
Cost reduction
Another pillar of CMA CGM strategy is the continuous attempt to adjust the costs for
their services and financing structures in order to offer the best freight rates and preserve their
operating profitability. For instance, in 2014 the group realised a clear reduction in annual net
finance costs that amounted to $222 million from $445 million (2014). The cost reduction
program relies upon a combination of rigorous operational practices, optimal fleet
employment, lessening of energy consumption and strict control of all its spending (2015).
In the second half of 2016, CMA CGM deployed their global operating efficiency plan
named "Agility" targeting a cut in costs of $1 billion over the 18 months through December
2017 (2016), whereas at the end of 2018 they announced the implementation of a new global
plan aimed to save $1.2 billion in operational costs through the optimization of lines and
brands and by rationalising its processes (2018).
End-to-end services
Since Rodolphe Saadè replaced his father as new CEO of the Group, he made
logistics a key pillar of his development strategy for CMA CGM with the purpose to provide
a full “end-to-end” service to customers. A strategic plan has been deployed jointly with
CEVA Logistics, company of which CMA CGM acquired an equity stake of 24.99%
(brought to 33% in October) since the logistics group launched an initial public offer (IPO) in
May 2018. In January 2019, CMA CGM increased its economic exposure to more than 50%
of CEVA’s capital (2018).

The strategic plan includes commercial synergies between the two companies,
integration of CMA CGM logistics activity into CEVA and cost reduction with pooled
operations as well as synergies.
Such acquisition will enable CMA CGM to become a world leading in transport and
logistics and to offer its customers solutions fully comprehensive of these two elements
(CEVA).
This strategic operation is an effective response to a market that is trying to avoid
becoming a commodity service and many competitors are getting ready to offer a full-service
of transportation with integrated logistics as, for instance, when Maersk announced in 2016
that they would have integrated a transport and logistics brands under one company structure
(Lloyd’s list).
Digitalisation
The French group, within its development strategy, particularly focus on
digitalisation. In the last few years CMA CGM accelerated its innovation strategy regarding
the digital space by improving and developing their e-commerce offer and creating
partnerships with start-ups (2016). The final objective of their strategy of innovation and
digital transformation is to reinforce their operational performance and their added value
provided within their service (2017).
In 2018, primarily thanks to new CEO Rodolphe Saadé strategic view, the firm boosted its
digitalisation process to become a leader of shipping 4.0 in the closest future. Throughout the
year CMA CGM developed IoT and Artificial Intelligence and agreed more partnerships in
order to pursue innovation as shown in the table below (2018):
Partnerships and investments in digitalisation and innovation

Product / Service Provider Purpose
Traxens CMA CGM Commercialisation of smart
containers
Reeflex CMA CGM Innovation for the transport
of liquid materials by
temperature-controlled
containers
Climactive CMA CGM Advanced solution to
preserve freshness of fruit
and vegetables until delivery
Artificial Intelligence Shone To support crews’ on-board
decision-making
Blockchain technology BuyCo Secure Electronic B/L
through blockchain
Nyshex Nyshex Digital marketplace for sea
freight contracts to propose
space protection
E-dray ? Software platform designed
to improve container
handling operations in
terminals
Freightos ? Online freight platform
ZeBox CMA CGM 800m² incubator based in
Marseilles to support start-
ups

Figure No. 4: Partnerships and investments in digitalisation and innovation
Source: [Author Note]
Companies, such CMA CGM, in order to develop a successful strategy, need to have a deep study of
the forces which affects their external environment. One of the tools with which CMA can examine
the external environment is the Porter’s five forces model. This model provides the study of five
main forces which play a fundamental role in the strategic performance of companies. (John Parnell)
Threat of new entry
Within the shipping business the profit margin reached by companies can be very high, for this reason
this market can result to be very attractive for new entrants. However, the capital required in order to
set up and start a new company is really high and not easily affordable. In addition, the shipping business
is already established and divided among major companies, which means that a new entrant will find
difficult to reach new customers and to create a recognisable brand.

Bargaining power of suppliers
Supplier power is low because of the high competition among them and the large amount of suppliers.
(KUMAR 2017). In addition, their power is low due also the large size of the major carriers, compared to
them, which are educated and informed regarding the business strategy, acquire large volume of
supplies and can bear the switching costs.
Bargaining power of buyers
In the industry there are many buyers and they are without real knowledge of the industry since they
perceive all the services from different companies as similar. In addition, due to the large number of
carriers, the buyers have many choices and their switching cost from one to the other is low. Therefore,
the bargaining power of the buyers is high.
Threat of substitution
Threat of substitution as described by porter involves the substitution of one industry to another such as
air, road or railway transport. the threat from substitutes for container shipping is low as it is the lowest
cost method for moving manufactured goods over great distances. (Mckinstry)
Competitive rivalry
The rivalry in the industry is high due to the presence of many carriers which need to find a method in
order to gain a competitive advantage over the competitors reaching more and new customers, which
perceive the various companies’ services are similar, through their strategies. In addition, the general

oversupply of vessels which is caused by the cyclical nature of the industry play a fundamental role in this
rivalry.
Once the company has fully analysed the forces of the external environment, from which can be
affected, needs to analyse the internal environment in order to evaluate elements as strengths,
weaknesses, threats and opportunities in order to position itself to gain a competitive advantage.
Strengths Weaknesses
 Large fleet
 Expanded and efficient networking
 Prestigious brand
 Innovative company
 Customer centricity
 Strategic alliances
 Cost fluctuations
 Bunkering fluctuations
 High competition
Threats Opportunities
 Piracy
 Safety and security
 Maintenance of the prestigious brand
 Digitalization
 Strategic partnerships
 Differentiation

Furthermore, according to Michael Porter an organisation can gain competitive advantage over the
competitors through the use of three strategies: cost leadership, differentiation and focus. With cost
leadership strategy, a company aims to compete reducing its own prices in order to make more
profit selling its product at an average price or by selling its product at lower price compared to the
competitors. With the differentiation strategy, a company seeks to offer a unique service or product
in order to attract buyers. Through differentiation, a company select one or more attributes which
are perceived as important by the customers in order to meet those specific needs in a unique way
which makes it more attractive compared to the competitors. Finally, the focus strategy
comprehends both the strategy mentioned before but implemented in order to target a specific
segment of customers only.
CMA CGM Group is a company which, even though it has as pillar of its strategy the cost reduction, is
competing in the market through the differentiation strategy. CMA CGM is performing this strategy
mainly with an active improvement of its digitalization. (CMA 2018)
https://www.cmacgm-group.com/en/news-medias/third-quarter-2018-financial-results-cma-cgm-
continues-its-growth-in-a-more-balanced-market-and-accelerates-its-logistics-strategy-with-ceva
with this differentiation strategy, the company developed and offers new innovative services and
product, aimed to improve its efficiency and its attractiveness. Services and products such as:
- Serenity which is a new service aimed to the quick and full compensation of damaged or lost
goods.

https://www.cmacgm-group.com/en/news-medias/cma-cgm-launches-serenity-the-group-s-
new-innovative-and-complementary-set-of-products
- Reeflex which is an innovative solution in the transporting of liquids in reefer containers.
This technology involves the use of a bag able to contain 12.000 to 24.000 litres, to be
installed in three minutes and to be filled in 35 minutes.
https://www.cmacgm-group.com/en/news-medias/worldwide-innovation-cma-cgm-
introduces-reeflex-a-new-and-unique-system-for-the-transportation-of-liquids-by-container
- Climactive is an innovative technology for a safe transport of highly sensitive organic item,
such as fruit and vegetable, in containers. Technology which work with a quick reduction of
oxygen within the containers.
https://www.cmacgm-group.com/en/news-medias/cma-cgm-launches-climactive-the-most-
advanced-technology-in-active-controlled-atmosphere-for-refrigerated-containers
- CMA CGM group, in addition, in partnership with Shone startup, has also developed an
artificial intelligence system onboard of containerships. This technology enables the
company to collect data from the ships in order to facilitate processes such decision support,
safety on board and piloting assistance. This technology along with smart containers, which
is a technology able to transfer data regarding the real time movement of the containers to
the customers, will enable to enhance efficiency both for the company on board and for its
services, therefore for its customers.
https://www.cma-cgm.com/services/smart-containers
https://www.cmacgm-group.com/en/news-medias/cma-cgm-collaborates-with-a-startup-shone-to-
embed-artificial-intelligence-on-board-ships

Another useful tool which introduce different types of strategy which a company can implement
based on their product, or service, and the market in which they choose to operate is the Ansoff
Matrix. This framework is used in order to evaluate the decision-making process within a strategy of
a business. This matrix examines the product and the market options available to the company
(Lynch 5 edizione) in order to identify the most suitable to its objectives. The matrix gives four
options to a company in order to grow and to expand its business.
- Market penetration: with this strategy the company aims to offer the same products in the
same market. This means focusing on new price’s policies or promotions, advertisement or
introducing loyalty promotions for buyers in order to make the product or service more
attractive to customers without changing it and without focusing on new markets.
- Market development: this strategy focuses on the offer of the product or service within new
markets. The product or service is not changed by its offer is modified in order to reach new
target of customer. In order to adapt the same product to a new market, elements such as

product, place, and promotion must be considered and modified. These elements combined
together are known as marketing mix.
- Product development: improved products research, development and innovation: this
strategy focuses on the offer of new or modified products without changing the market.
Product development strategy is suitable for businesses which needs to differentiate their
products in order to gain competitive advantage.
- Diversification: this is the riskiest strategy which involves the introduction of new products
in new markets. It requires a deep study of the new market in order to be successful.
CMA CGM group being the fourth largest container company in the world needs to offer new
services and to develop the ones already offered in order to differentiate itself from the competitors.
Therefore, the company is developing a strategy based on the differentiation, according to Porter’s
strategy, and on the product development according to the Ansoff’s Matrix.
In conclusion, when a company has gathered information regarding its affection from external
environment, with the Porter’s five forces, and its analysis of the internal environment, with the
SWOT analysis, it is able to choose a variety of strategies such as the generic ones introduced by
Porter or the ones introduced by the Ansoff Matrix. Then, in order to choose the right strategy for
the company, a useful tool is the S.A.F. Evaluation, implemented by…, which expresses three key
evaluation criteria: (Libro Fundamentals of startegy)
Suitability
The strategy developed by CMA CGM is directly linked to the external
environment since the competition within the industry and the bargaining power
of the buyers are very high which means that the company needs to expand its
networking through strategic acquisitions and alliance, and improve its services

through end to end service, innovation and digitalization. The improvement of the
service and the expansion of the networking allow the company to offer a
differentiate product in the market which enables to gain competitive advantage
over the competitors.
Acceptability
Through this strategy the company has achieved favourable results for its
stakeholders. Firstly, the company has received the award of “company of the
Year” in 2016 at the Lloyd’s list global Award ceremony. Secondly, the group has
enlarged its fleet and thirdly, the company has in a context of sharply rising fuel
prices, CMA CGM core EBIT margin recorded a significant increase compared to the
second quarter of 2018, at 4.0%. In a market growing by 2.5% to 3%, the increase in
volumes shipped by CMA CGM demonstrates our commercial drive and the quality of
service offered to our customers
https://www.cmacgm-group.com/en/news-medias/third-quarter-2018-financial-
results-cma-cgm-continues-its-growth-in-a-more-balanced-market-and-
accelerates-its-logistics-strategy-with-ceva
Feasibility
This strategy has resulted to be successful also because the company can count on
positive financial results which have allowed it to be enabled to acquire smaller
and innovative companies and services, and to be attractive both for strategic
alliances and for the established importance of its brand.
Conclusion
In lieu of the above discussion, it might be pointed out that the implementation of the
principles of strategic management in the company in discussion, CMA CGM, has helped in the
development of the company in the various factors that are associated with the performance of the

company in the given markets. The report focusses on the current market scenario that is being
faced by the company. The report had shed light on the various strategies that have been
implemented within the operations of the company. The company is observed to have undertaken a
significant number of acquisitions and alliances that have helped the company to put forth an
improvement in the overall performance of the company. The company is also observed to have
taken part in the development of the fleet which in turn is known to have increased the profitability
of the company in discussion, CMA CGM. The company has been observed to put forth the reduction
in the costs that are encountered by the company. This helps in the improvement of the conditions
of the company in the matters of the performance of the company and the revenues that have been
earned by the company through the various ventures that are being followed by the company. The
lowering of the energy consumption as well as the strict expenditure control on the part of the
company is known to have been beneficial to the development of the company in discussion. This
also helps in the maintenance of the corporate social responsibilities on the part of the company.

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