As the 21st century unfolds, liner shipping companies and Canadian container ports find themselves in the familiar position of creating and implementing a corporate strategy in the face of difficult market conditions. This paper will examine the experiences of two shipping companies, one of which has successfully pursued a co-operative market strategy, the other a competitive one. The strategies of the two (Maersk-Sealand and Canadian Pacific Ships Ltd.) will be examined in the light of relevant economic theories, and in terms of their relevance to Canadian ports. The paper will conclude by suggesting that further research is required into a new model of corporate strategy known as co-opetition. Such a model may well help reconcile the often-conflicting economic evidence that emerges when comparing purely co-operative corporate strategies, with purely competitive ones.
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