TITLE:
The Case-Study of an International Service Maritime Company Managed by a Board (2025)
AUTHORS:
Alexandros Μ. Goulielmos
KEYWORDS:
The Economic Performance of Clarkson PLC, The Performance of Each of Its 4 Divisions, A New Division Proposed, Suggestions to a “Rigid” Company—Non Adaptive and Incapable to Reduce Its Fixed Cost, Company’s Reorganizing Suggested
JOURNAL NAME:
Modern Economy,
Vol.17 No.7,
July
24,
2026
ABSTRACT: We showed the performance of an international—based in UK—maritime Service Company, named “Clarkson PLC”, which is alleged to help, for a fee, its clients—and shipowners—in making smarter decisions. Company’s strategies are designed so that the company can be more globally present, to deepen its relationships, and to offer services, underpinned by research, enabled by technology and implemented by the best people. The company has 4 divisions: Broking, Finance, Support, and Research. It employed about 2299 employees in 25 countries in 68 offices. In early 2025, the company achieved ~£631m revenue and £78m «operating» profit (i.e. ~12%). Deducting: the ‘cost of sales’ (~£39m), the ‘administrative expenses’ (~£514m) (81.5%) and taxation (~£20m), we arrive at its «profit» of ~£58m (~9% on revenue). The high % of the administrative expenses of the company led us to analyze this case deeper, where we found that the company was rigid i.e. non adaptive, due to its irreducible fixed cost. The company reduced its yearly expenses by suspending its payable bonuses (~£12m) in 2025. We proposed a “new organizing” and a “new division” so that the company can increase its profitability in future, now that the “Hormuz Strait” is also going to open.