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This chapter reviews and analyses the contemporary development of liner shipping, port development and competition. It begins with a comprehensive review on the latest developmental trends of liner shipping and business strategies, as well as their impacts on port development and competition. Then, it discusses the responses of ports, past, present and (likely) future, in addressing these new demands and challenges. A very important point from this analysis indicates that, in the past decade, port development and competition have gradually evolved from being individual, technical efficiency-oriented to become more regional, economic efficiency-oriented. At the same time, ports have also moved out of their rather passive positions and undertaken positive steps to avert the traditionally strong bargaining power of shipping lines. This illustrates that port development and competition is a continuous morphological process which can change dramatically within a rather short period of time. This chapter provides a new perspective on port development and competition and a decent platform for further research.

This chapter discusses the concept of corporate social responsibility (CSR) within the context of the container liner shipping industry. It looks at the current practice of CSR in this industry and outlines the framework, the reasons and the drivers for companies to adopt and implement a CSR strategy. These include, among others, the increasing commitment to fostering CSR in the private sector at EU level, the changing expectations of customers — that is shippers — with regard to social and environmental standards of their contractors and suppliers, and the improving situation with regards to guidance and tools for adopting CSR and identifying and implementing the relevant measures (e.g. ISO 26000 and the European Commission's communication on CSR). The authors take the position that in an industry, which is as strongly consolidated as container liner shipping, the adoption and implementation of effective CSR strategies by a few companies at the top can have a profound impact on the industry as a whole. The Japanese NYK Group's CSR strategy is discussed in more detail to illustrate one of the best — if by no means perfect — examples in the current market. The chapter closes with a sector-specific definition of CSR for the container shipping industry.

This chapter explains the impact containerisation has on the various partners of the global supply chain and the challenges companies encounter and the solutions they use in dealing with empty container repositioning.

The phenomenon of imbalanced container flows and its impact on shipping lines, shippers, container haulage companies, port development and the economy are presented. Special attention is given to explain the many solutions companies use to reduce the impact of empty container repositioning, hence tracing out the past research that led to these solutions and pointing to potentially new research directions in the future.

Because of the widespread use of containerisation and the imbalanced container flows that results from globalisation, empty container repositioning will be an ongoing issue for the maritime logistics industry. Many solutions are being used, but there is room for improvement and more research is needed.

Empty container repositioning is an important issue but has not been deemed as such in the literature. This chapter explains the reasons it is important and that its impact is not limited to shipping lines only but affects the whole supply chain.

Single-use plastic bags given to shoppers by retailers have increasingly become a key target for sustainability initiatives, with bans being introduced around the world. The rationale for such bans is based on the environmental impact of single-use bags, compared to their multi-use alternatives. The arguments for bans are underpinned by assumptions about how consumers will respond to the changes, yet do not account for the known patterns of buyer and consumer behaviour from the social sciences. This lessens the delivery of desired outcomes and hampers implementation strategies. This chapter draws upon this established knowledge to demonstrate how such marketing knowledge of fundamental buyer and consumer behaviour is critical when developing and implementing a public policy programme, using the example of a retail ban on the use of single-use plastic bags in Australia. It illustrates how these known patterns hold in this context and shows how social marketing can be used to help shape programme implementation and uptake and the reinforcement of new positive behaviours.

Since his death in 1993, Euronymous, guitarist of Mayhem and head of the underground label Deathlike Silence Productions, has emerged as a kind of ‘patron saint’ of black metal. Moreover, the iconography of invocations to Euronymous in album dedications aligns the ‘fallen warrior’ with the emergence of a new Dark Age precipitated by the music itself. This essay traces the development of the trope of Euronymous as a medievalised king in second wave black metal, a now-global genre that grew out of the early nineties scene in Oslo.