Analogous to the successful intra-Asia and intra-European gambits, MCI and Seago, Sealand was born with the objective of creating a specific shipping product for the intra-Americas. The goal was also to lift the Group’s market share, which in late 2014 had slipped to 6% – compared to Maersk Line’s 14% global market share.
While linked to opportunity, establishing a new company and a new identity also involves risk, but halfway through 2015 the status is clear: Sealand is off to a good start.
Market share won
The primary goal was to retain the entire customer base. This objective has been reached. Secondly, customers needed to be pulled over to Sealand contracts. Apart from customers with contracts coming up for renegotiation in the second half of the year, this too has been achieved. Furthermore, volumes are up 7.5% against a market increase of 2-3%, meaning that Sealand has won market share despite it being a start-up company.
Also, Sealand has created opportunities across the Americas, including in Bogotá, Colombia, where Yenia Abadia has taken the role as head of cluster.
“My responsibility is to build up Sealand as a company in Colombia, and it’s a wonderful and huge opportunity to be a part of this project”, she says at the newly established and busy office in Bogotá, where interim Sealand branding decorates the walls, and the air is full of start-up buzz and energy.