Maersk’s Non-market Strategy Towards State-owned Chinese Rivals

Bent Petersen, Toshimitsu Ueta, Mathias Sandholt Knauf, Anna Boysen Lauritsen

Research output: Other contributionTeaching case


After the 2008–09 financial crisis, the Chinese shipping industry grew markedly and took on a more dominant role in global shipping. As a result, it was felt by some that China’s state-driven economic model had possibly created an unequal playing field. Under the political agenda of the Belt and Road Initiative, specifically the Maritime Silk Road, Chinese state-owned enterprises acquired strategic infrastructure assets, establishing a global network of shipping infrastructure through investments in strategically important ports and terminals. The growth of China’s shipping industry raised several concerns in Europe and for AP Moller–Maersk, the largest container shipping conglomerate in the market. By late 2020, some European governments were becoming more cautious; the European Union had increased restrictions on investments by Chinese companies, and European governments had become increasingly outspoken about China’s geopolitical ambitions. How could AP Moller–Maersk use non-market strategies to better position itself relative to increasing competition from China?
Original languageEnglish
Publication date2022
Place of PublicationToronto
PublisherIvey Publishing
Number of pages10
Publication statusPublished - 2022

Bibliographical note

Product number W25258

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