The Case-Study of an International Service Maritime Company Managed by a Board (2025)

Abstract

We evaluated the performance of Clarkson PLC, an international maritime services company based in the UK, which assists clients—including shipowners—in making smarter decisions for a fee. The company's strategies are designed to expand its global presence, deepen relationships, and 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.