E-services in business models of enterprises in the logistics sector

Abstract. Most of the available papers on the logistics sector identify the type of the business model with the type of logistics service providers, distinguishing between three to five business models. These models most often focus, almost exclusively on the complexity of the logistical services and their scope. The more complex a logistic service is, the more benefits it brings to the company. This is a result of the increase in added value and key competences, and a decrease in the intensity of resources usage. Expanding logistics services to include e-services significantly improves the position of a company in the so-called pyramid of logistics services. The purpose of this article is to identify the use of e-services among the enterprises of the logistics sector and to examine the impact of the use of e-services on the quality of the business model. The realization of the objective was possible thanks to a study carried out among the logistics sector companies that participated in the twentieth edition of the Polish ranking of enterprises in the logistics sector. The analysis of the data from the concluded study was conducted with the use of the methods of multivariate statistical analysis: cluster analysis and correspondence analysis. The carried out study of selected companies of the logistics sector leads to the conclusion that the use of e-services in their offer has a positive effect on the quality of the business model. Offering e-services adds value for the customer, as well as the value for the company, as evidenced by the improved financial condition of enterprises that use e-logistics. Keywords: business models, logistics sector, e-services, e-logistics, cluster analysis, correspondents analysis. JEL Classification: M21, R410. Introduction Describing the activities of a company with the use of a business model is gaining wider recognition in management sciences. The vast majority of authors interpret the business model as a brief description of the company's activities, indicating its key sources of profit, the way to achieve them and, above all, value for the customer. Many authors have increasingly been using the concept of an innovative business model. In this approach the value of the company is essential for the innovation of a model. This value is mainly co-created by its internal and external relations developed with proven business partners and employees, effective protection of intellectual property, and smooth running of processes. Specialist in business models--S. Kaplan, it expresses a very general view that the business model of the organization needs to change if its ability to create and deliver value to customers and profit from the generated value decreases (Kaplan 2012). In turn, Ch. Zook and J. Allen state that organizations are considering redesigning the business model in a situation of weakened stand out against competitors and struggle with excessive complexity of business (Zook and Allen 2001). The more specific the views expressed R. G. McGrath. The author mentions three reasons to suggest that the current business model may require changes. These reasons are: lack of ideas for new products offered by the organization, growing customer interest in alternative proposals, worse financial results and decrease performance indicators (Cliffe 2011). A good way to change the business model is the introduction of e-services in the business. The introduction of e-services to the business model of a company can contribute to the growth of innovativeness of the business model. The use of information and communication technologies (ICT) is essential for differentiation and diversification of services, which the company copes better in a highly competitive business (Evangelista and Sweeney 2006). Most of the available papers on the logistics sector identify the type of the business model with the type of logistics service providers, distinguishing between three to five business models. …