Marketing Archive

0

The Asian shipbuilding industry is going full speed ahead

Posted in: Anti-equilibrium, Branże, Felietony, Firmy, Marketing, Prawo, Raport z Rynku

 

By Marek Grzybowski

The shipbuilding industry is booming and shipowners are fighting for places on the docks. Unfortunately, but in Asian shipyards. European shipyards save themselves by orders for passenger ships, specialized ships and ships. Companies from the shipyard’s environment save themselves by selling the latest equipment and technologies to Asian shipyards.
– Demand for innovative ships is growing and it looks like the reopening of decommissioned shipyards, especially in China – announces Mohamed Rabie of SnP Broker Intermodal in the latest report.
Prices of ordered ships and on the secondary market remain high. Prices for new LNG carriers in June 2023 were around USD 218 million. Indicative prices for 5-year-old used LNG tankers in June 2023 were estimated at USD 200 million, Banchero Costa reports. This is important information for Poland, because we are planning to build an FSRU terminal in Gdańsk. And some terminals are built on the basis of modernized units purchased on the secondary market.
For comparison, Newcastlemax bulk carriers in June 2023 were contracted for approximately USD 66.5 million, and USD 60 million for the Standard Capesize. In June 2023, 5-year-old Newcastlemax ships cost USD 50 million, and Standard Capesize around USD 46.3 million.

High prices for new and used ships
In June this year, the shipyards demanded about USD 130 million for the VLCC vessel, USD 83 million for the Suezmax and USD 67.1 million for the Aframax for the new oil tankers. For the 5-year-old tanker, prices in June 2023 were estimated at around USD 97.6 million for VLCC, USD 69.2 million for Suezmax and around USD 64.2 million for Aframax.
Product prices remained stable. For example, in June this year, the MR2 tanker was contracted for approximately USD 46.6 million. On the other hand, the 5-year-old MR2 ship was offered in June 2023 for approximately USD 42.5 million, according to Banchero Costa experts in the latest reports.
– During the first 6 months of 2023, a total of 719 ships were contracted, of which 24.2% were bulk carriers, 23.09% were tankers (oil and products), 9.46% were containers, 5.01% were LPG tankers, and 4.31% LNG carriers, according to the latest Intermodal report.

The shipyard’s production capacity is increasing
– The shipyard’s production capacity is expected to be increased by 1.5 million CGT after the reopening of 12 shipyards in China. Thus, the 299 active shipyards in 2023 represent a total production capacity of 54 million CGT, believes Chara Georgousi.
Utilization of the 80 leading Asian shipyards is projected to increase to 83% in 2023 from 65% in 2022, while in 2024 it could increase to 91%. According to her, “Leading shipyards in South Korea and China are ahead of shipyards in Japan and other countries.”
The procurement structure for environmentally friendly ships is also changing. The number of units ordered with dual-fuel engines is increasing, the number of orders for power plants with scrubbers (washers) is decreasing. This is good news for European manufacturers of innovative engines, scrubbers and ship propulsion systems powered by batteries or LNG.
– In the first five months of 2023, 20% of the ordered ships will be able to use alternative fuels – says Antonis Tsimplakis – columnist for “Naftemporiki”. 6% of them will be fueled with gas from LNG tanks, 9% with methanol, and only 5% with LPG.

Alternative fuel course
Market analysis conducted by Intermodal shows that from 2022, most new ships ordered are equipped with some kind of emission reduction technology or with “off-the-shelf” technologies for the use of alternative fuels. According to Intermodal, this trend will continue in the coming years.
Today, in the case of the active fleet, approximately 0.54% of ships use alternative fuels, while in the shipyard order book the percentage that will use alternative fuels reaches 14.69%.
– Currently, 911 ships use LNG as fuel, 182 ships use LPG, 127 ships use methanol and only 27 ships use hydrogen. Of the current order backlog, 10.31% of ships will be powered by LNG, 2.03% by methanol, 1.91% by LPG and just 0.42% by hydrogen, according to Tsimplakis.

China is the leader – orders increased by 67.7%
Published by the China Association of the National Shipbuilding Industry (CANSI) Statistics after the first half of this year. reported that there was an increase in the number of new contracts in Chinese shipyards by 67.7%. Among them, export orders account for 92.8% of contracts.
Orders for the construction of new ships rose sharply this year. Container ships and LNG carriers still dominate the docks of Chinese shipyards. More oil and product tanker contracts have emerged.
– In the first half of the year, Chinese shipyard workers delivered ships with a carrying capacity of 21.13 million tons, which means an increase of 14.2% year on year – reports CANSI.
In the first six months, China’s shipbuilding output accounted for 49.6% of world output. However, the portfolio for new orders for shipbuilding accounted for 72.6% of global contracts, which corresponded to 53.2% of the deadweight capacity in the global market.

More: BSSC

0

BCG – Most Innovative Companies 2023

Posted in: CRM, Innovation, Logistyka, Makroekonomia, Marketing, Raport z Rynku, Zarządzanie Firmą

For the third straight year, the evidence is mounting: companies that both prioritize innovation and make sure that they are ready to act are widening the gap over less capable competitors. The leaders at these firms are consistently delivering new products, entering new
markets, and establishing new revenue streams. The laggards struggle to make headway beyond incremental improvements.

This year, the findings from our global innovation survey dovetail with other new BCG research showing that companies
built for the future share a common set of attributes that enable them to exhibit superior performance, be more resilient to shocks and disruptions, and exploit innovation faster for value-creating growth. In addition to people and technology capabilities (including, importantly, AI), one of these attributes is an innovation-driven culture.

In this year’s Most Innovative Companies report, we examine what innovation-ready leaders (those that are ready to develop product, process, and business model innovations that can deliver sustainable impact) are doing to pull ahead and how innovation is building their resilience to economic uncertainty and fueling their pursuit of lower emissions. In “A Downturn Ups the Stakes in Innovation,” we explore how a potential downturn in 2023 is evoking a much different response than did the 2009 financial crisis, especially among leading firms. In “How Early Winners Are Unlocking AI’s Potential,” we dig into the critical role of artificial intelligence (AI) in innovation as in many other areas of business today.

More: BCG Publications 2023

Innovation has never been more important—and leading innovators are showing why. The top 50 companies in the 2023 Most Innovative Companies report outperform the MSCI World Index on shareholder return by 3.3 percentage points per year.

How Leaders Are Demonstrating the Advantages of Innovation

In this year’s Most Innovative Companies report, we examine what innovation-ready leaders (those that are ready to develop product, process, and business model innovations that can deliver sustainable impact) are doing to pull ahead. We also discuss the importance of innovation in terms of how it helps leaders build their resilience to economic uncertainty.

Download the 2023 Most Innovative Companies report

The Formula for Innovation from Leading Companies

Leaders are consistently delivering new products, entering new markets, and establishing new revenue streams, while laggards struggle to make headway beyond incremental improvements.

Read chapter one

Explore the interactive rankings
Explore the interactive rankings
15-Years-Most-Innovative-Promo.jpg

17 Years of the Most Innovative Companies
BCG started publishing an annual innovation report—with its list of the 50 companies most admired by global innovation executives—in 2005. Explore the changing rankings and the rich history of innovation thought leadership.

A Downturn Ups the Stakes in Innovation

Times have changed. During the 2009 downturn, only 58% of companies planned to increase spending and almost 15% expected to cut innovation investment. Today, a growing number of companies are beginning to recognize the advantages of innovation, with 79% ranking it among their top three priorities (15 points more than in 2009) and 66% planning to increase spending (42% by more than 10%).

Read chapter two

How Early Winners Are Unlocking AI’s Potentials

The question is not whether AI can have an impact, but rather if companies are using AI properly and for use cases with the potential to drive real business value.

Read chapter three

Building Resilience and Advantage Through Innovation

Once again, we see the most innovative companies producing greater shareholder returns and building resilience and advantage through innovation. BCG’s 2023 global survey highlights the advantages of innovation and how leaders are outpacing others by using tools whose importance is climbing fast, such as M&A, portfolio planning, and AI.

Our 2023 survey found a near-record high level of innovation importance: 79% of companies ranked innovation among their top three priorities, up from 75% in 2022, and more than 40% expect to significantly increase spending this year, a jump of 16 percentage points over the last economic downturn in 2009.

But there is also an emerging group of companies that is going much further and putting innovation front and center in their future growth strategies. While all companies on average expect to allocate more money toward incremental innovations close to the core, this small group of innovation-ready companies is allocating fully one-third of spending toward developing breakthrough innovations.

These companies use a wide array of strategic tools to strengthen their innovation platforms and practices and are much more aggressive in their use of M&A, targeting innovative technologies or processes, or acquiring leaders and employees with a demonstrated ability to innovate. They also are more likely to orchestrate or participate in ecosystems, engaging with external partners—and even competitors—on innovations. They drive digital innovation with a clear bias toward new digital products, agile teaming, and improving customer and marketing insights. They leverage the power of innovation in AI, and regularly review the performance of innovation units or vehicles and shift resources toward centers of success. They understand that effective portfolio governance and management, especially with respect to data transparency, are key to driving impact.

Explore 17 years of the 50 most innovative companies

Authors: By Justin Manly, Michael Ringel, Amy MacDougall, Will Cornock, Johann D. Harnoss, Konstantinos Apostolatos, Ramón Baeza, Ryoji Kimura, Michael Ward, Beth Viner, Jean-Manuel Izaret, Wendi Backler, Vladimir Lukic, Sylvain Duranton, and Romain de Laubier

 

0

Gary Miles, CEO of Gentrack, tells delegates at Future of Utilities that the world needs to learn lessons from Australia’s “energy as a service” model

Posted in: Anti-equilibrium, Logistyka, Makroekonomia, Marketing, Nowe Technologie

Utilities can’t afford to wait to transform, the benefits significantly outweigh the risks

IT transformation will be critical to deliver the energy transition. Gary Miles, CEO of Gentrack, tells delegates at Future of Utilities that the world needs to learn lessons from Australia’s “energy as a service” model.

Transitioning to a low carbon world involves huge upstream and midstream investment in solar, wind turbines and grid infrastructure to cleanly and reliably deliver electrons to people and businesses. But, as Gary Miles, CEO of Gentrack, made clear in his keynote presentation at the recent Future of Utilities Energy Transition conference, the IT systems which underpin the workings of the modern retailers and gen-tailers must transform to adapt to the decentralisation and decarbonisation challenges ahead.

Get this right and there’s huge upside, both for the utility provider and the customer. “Amazing customer experience, digital first engagement, lower debt, more than 99.5% accurate billing and reduced cost to serve, with automation helping to deliver 30-40% lower cost-to-serve,” said Miles

Miles is a newcomer to the energy industry, having spent most of his career in the telecoms industry. “Telecoms had the largest impact on GDP in the world over the last 30 years, delivering information and education to billions of people,” said Miles. “It’s been an amazing vehicle of progress for the world.”

“The energy industry today is more dynamic than the telecoms space. The pace of change is accelerating and the existential need to modernize is more profound.”

By comparison, few people would consider utility providers to be hubs of innovation. Yet this would, said Miles, be a misconception. “From time-of-use tariffing to virtual power plants there is an innovation highway ahead of energy suppliers and the industry today is more dynamic than the telecoms space was,” he said. “The pace of change is accelerating, and the complexity is enormous, but so are the opportunities.”

To illustrate his point, Miles highlighted the success stories from Australia, which, having been hard hit by blackouts, is now powering ahead with renewable and decentralised energy. The Australian Energy Market Operator and Energy Networks predict that generation from decentralised sources will be up to around 45% by 2040 – indeed, the country is already the number one in the world for solar PV per capita. This isn’t just about being blessed with good weather – after all, the country is also rich in oil, gas and coal – but about policy and investment.

Energy decentralisation graph

Government policy has accelerated the uptake of solar and battery systems, which in turn is leading to innovations in customer propositions.

Energy as a service

“One of the more recent innovations we’re seeing, powered by technology, is leveraging flexible behind-the-meter load from Solar and EVs,” Miles says, highlighting the work of Gentrack client Energy Australia. They offer householders installations of solar PV and battery systems with zero up-front cost, and at the end of seven years they own the system. The solar option is highly popular, and the battery roll out is also growing fast; around 140,000 homes already have batteries, with the number installed expected to rise to 800,000 by 2025.

“Most importantly, for the consumer this is a super simple and very affordable proposition.”

“Consumers pay a flat energy rate for seven years on an ‘energy as a service’ model,” Miles explained. “Energy Australia leverages their ability to aggregate this flexible load and bid it into the grid as a virtual power plant, so they can take advantage of wholesale revenue streams. Most importantly, for the consumer this is a super simple and very affordable proposition.”

“Your systems need to deliver a simple customer experience in the face of extreme complexity”

This is key, and it’s why the IT side is just as important as the panels and batteries. To work, the hugely complex, multi-faceted and vastly expensive energy transition must be presented to the end-user as simple, reliable and good value for money. “Your systems need to deliver a simple customer experience in the face of extreme complexity,” said Miles.

While telcos responded to the cyclical waves of innovation that would routinely hit every eight years or so by renewing and reinventing their IT infrastructure, Miles believes that the systems powering much of the energy industry are stagnant and act as a brake, rather than an accelerant, on progress.

“The IT systems of many retailers are old and broken,” he told delegates. “The systems are 20-30 years old and they’re leaking and creaking. The shift to upgrade and transform has happened in leading markets with huge success as retailers move off of these antiquated systems. The rest of the world is due to follow as it sees that such transformations are both achievable and able to deliver significant results.”

Existing legacy systems are, quite simply, not fit for purpose if the energy transition is to be achievable to any meaningful timescale.

“Today, leading utilities are telling us that their legacy systems are like cement in their businesses,” he said. “Those platforms are literally weighing their organisations down and stopping them from moving forwards.”

“Leading utilities are telling us that their legacy systems are like cement in their business.”

Investing for a smarter, greener future

The good news is that this overdue investment is now being made. Miles cited statistics from a leading industry analyst that suggest that all of the utilities companies will upgrade their systems in this decade and the first 20% will choose a replacement system by 2026.

And this comes with a kicker in the tail. “If you don’t do it, you will fall further and further behind,” he said, stressing this wasn’t just an energy company issue; water companies need to make this investment too.

These investments in IT are part of the enabling technologies for the energy transition. Because clean energy isn’t just about turbines and solar; as demonstrated by Energy Australia, it’s about building a grid that can deal with intermittency and distributed generation, flexing and adapting and hedging to changing inputs and outputs, offering dynamic pricing and giving more power to consumers – who are becoming generators in their own right.

Get this right and there’s huge upside, both for the utility provider and the customer. “Amazing customer experience, digital first engagement, lower debt, more than 99.5% accurate billing and reduced cost to serve, with automation helping to deliver 30-40% lower cost-to-serve,” said Miles.

What’s more, this kind of digital transformation can be done relatively quickly, using low-code, no-code technologies. “It means you can be launching innovative propositions and new services in days rather than months,” he said.

The energy transition is going to require constant innovation and systems will need to be able to flex, whether it’s in response to new technologies, customer behaviours or market conditions. Future optionality can come from being part of an open ecosystem, enabling companies to partner with specialists and leverage existing capabilities. This is a new way of thinking and working for many in the utilities sector but it’s going to be essential to deliver perhaps one of the biggest challenges facing humanity: the transition to a low/no carbon future.

“The world needs to look at places like Victoria in Australia, and make that leap,” stressed Miles. “The time to do this was yesterday.”

As delegates at the conference would no doubt agree, the next best time is now.

More: MarketForceLive

0

GALATEA Results – 23 innovative projects involving 42 companies from 5 different countries

Posted in: Anti-equilibrium, Logistyka, Marketing, Zarządzanie Firmą

GALATEA Results GALATEA-catalogue 2023

GALATEA has directly financed 23 innovative projects involving 42 companies from 5 different countries. More than 2.21 M € have been distributed.

49 coaching services have been provided to 30 SMEs to get support on Business model elaboration, Technology expertise, Internationalisation and Funding Opportunities.

4 workshops (Internationalization in support of innovation, Business Model Elaboration, Branding and Communication and How to pitch your Business/idea) have been conducted by consortium partners involving 59 companies.

 

0

Gdańsk University of Technology – Kraken supercomputer

Posted in: Branże, Informatyka w Firmie, Innovation, Marketing, Nowe Technologie, Zarządzanie Firmą
/

By Marek Grzybowski

The STOS Competence Center of the Gdańsk University of Technology and the presentation of the Kraken supercomputer took place in Gdańsk on April 25, 2023.

– Kraken will have a nice computing power of 13.6 PFlops, which according to forecasts will place it in December 2023 in the TOP 100 most powerful supercomputers in the world and at the forefront of supercomputers used in Europe – said Prof. Ph.D., D. Sc., Eng. Krzysztof Wilde, Corresponding member of the PAS.

The Kraken PG supercomputer is located in a special building underground. The computer has seven server rooms and can operate alone or as a team of several supercomputers. Its work will be led by scientists from the Gdańsk University of Technology and the team of the Tri-City Academic Computer Network of GUT.
Buildings for the supercomputer and work for scientists were designed by ARCHDECO from Gdynia
Kraken will allow you to conduct advanced research and complex simulations. Its computing power will enable scientists to conduct advanced work in the field of the development of artificial intelligence algorithms, nuclear energy, environmental protection technologies, as well as medicine and pharmaceuticals.

The total cost of the investment will amount to almost PLN 250 million.

Kraken provides unlimited research and development opportunities and the development of new technologies and solutions that serve society, both now and in the future. The entire research complex has been designed so that its capabilities can be gradually expanded in the coming years – says prof. Henryk Krawczyk, director of CI TASK GUT and originator of the construction of the complex.

– The opening of the STOS GUT center and the launch of the Kraken supercomputer provides huge research potential and will also translate into an influx of a large number of young and talented people to Gdańsk who will stay with us on a permanent basis. This is one of the most modern complexes of this type in Europe, which will significantly increase the competitiveness and attractiveness of not only our university, but also the entire Pomeranian region – said Rector Wilde.

Older Entries
Newer Entries