Portcities same as trading hubs and marinas have the unique opportunity to transform the local ecosystem and its hinterland into a marketplace of interchanging products and services. New products and services attract new consumers: not only the constituents, visitors, local and far away businesses and other collaborating parties, deserve a focus, also a portcity’s assets such as structural and natural resources.
Throughout our efforts for a local bank institute and its ecosystem in the hinterland we are now looking into the transformation potential for portcities. What is a portcity’s unique identity? Let’s have a look into the service demands: being it services for the cargo business, product and food processing, entertainment, scientific research for example. The position a portcity should consider is of strategic nature: as portcities evolved in the past from newly invented products that made their way from one side of the ocean to the other, portcities these days should turn into the hub of innovations that travel, too. Imagine which innovations would not enter a region or a country without counting on a well-functioning portcity!
It is the goal of each portcity to increase the throughput and foster business and societal opportunities. Market studies reveal a much greater interest in mobile-enabled services and their economic role for organizations and ecosystems than ever before. Sustainable portcities are those that offer services to any of their members: their constituents, their visitors, local and far away businesses and other collaborating parties, their assets, structural and natural resources. It is the projected economic outcome of service delivery compared to product sales. The expected ease of service delivery let the number of service offerings grow. How does it work while infrastructure, space and investment means are more and more limited? Many ecosystems get stuck due to heterogeneous, non-ICT related, manual services processed among business partners, governmental institutions and customers.
With the convergence of “digital” and “mobile”, service orientation allows stakeholders to step back from unnecessary activities and simplify structural and asset intense processes. A digital service is able to reach out to the others out there – commencing their journey thousands of miles far away or commuting right across the state border via the train station. Once successfully deployed, visitors as well as employees experience a new way of cruising the portcity.