Business Models in the Area of Logistics [electronic resource] : In Search of Hidden Champions, their Business Principles and Common Industry Misperceptions /
Neubauer, Regina.author.
The significance of managing end-to-end supply chains from one hand has been the subject of discussion for over ten years. Regina M. Neubauer provides an answer on how such a scenario might work by studying small- and medium-sized enterprises in the European logistics industry based on her Business Model Performance Scoring Framework. She proves that small- and medium-sized enterprises in logistics are sustainable, i.e. she identifies Hidden Champions that are successful partners in a collaborative business model by offering individualized solutions.
Description based upon print version of record.
Foreword; Acknowledgements; Content; List of illustrations; List of tables; List of abbreviations; 1 Introduction; 1.1 Motivation and objectives; 1.2 Object of consideration: Hidden Champions; 1.2.1 Origin of the term and criteria; 1.2.2 Size and profitability; 1.3 Outline of the study; 2 The area of logistics; 2.1 Industry fundamentals; 2.1.1 Origin of the term; 2.1.2 Definitions; 2.1.3 Similarities and differences with supply chain management; 2.2 Recent developments; 2.2.1 From value chain to value network; 2.2.2 Environmental conditions; 2.2.2.1 Micro environmental factors
2.2.2.2 Macro environmental factors2.2.3 Trends and current developments; 2.3 Industry demography; 2.3.1 Market volume; 2.3.2 Market segments; 2.3.3 Large actors in the industry; 2.3.4 SMEs and Hidden Champions in the area of logistics; 3 Business models as an approach for analyzing companies; 3.1 About business analysis; 3.1.1 Environmental dynamics as a starting point; 3.1.2 Approaches for analyzing companies; 3.2 Business models: an approach for corporate analysis in a dynamic environment; 3.2.1 Fundamentals of business models; 3.2.1.1 Evolution of the terminology
3.2.1.2 Purpose of business modeling3.2.2 Prevailing approaches; 3.2.3 Definition; 3.2.3.1 Requirements of the framework; 3.2.3.2 Research framework; 3.2.4 Limits of business models; 4 Issues of empirical research and analysis; 4.1 Methodology; 4.1.1 Research challenges; 4.1.2 Research approach; 4.1.2.1 Classification; 4.1.2.2 Representative research; 4.1.2.3 Explorative research; 4.1.2.4 Experimental research; 4.1.3 Research process; 4.1.3.1 Process; 4.1.3.2 Theory; 4.1.3.3 Reality; 4.1.3.4 Quality; 4.2 Business model architectures
4.2.1 Industry developments and business model architectures4.2.2 Derivation of business model architectures and comparisons; 4.2.2.1 Descriptions and characteristics; 4.2.2.2 Research relevance; 4.3 Survey of LSPs; 4.3.1 Typology; 4.3.2 LSPs relevant for research; 4.3.3 Selection of LSPs for empirical research; 4.4 Role of customers in empirical research; 4.5 Questionnaire design; 5 Formulation of hypotheses; 5.1 Formulation of micro hypotheses on business model components; 5.1.1 Micro hypotheses on Ambitions & Aims; 5.1.1.1 Single Source Hypothesis
5.1.1.2 Segmentation and Transaction Hypotheses5.1.1.3 Commodity Trap Hypothesis; 5.1.2 Micro hypotheses on Implementation; 5.1.2.1 Cherry Picking Hypothesis; 5.1.2.2 Global Standard Hypothesis; 5.1.2.3 Virtual Logistics Hypothesis; 5.1.2.4 Complexity Hypothesis; 5.1.2.5 Information Processing Hypothesis; 5.1.2.6 Complementarity and Reliability Hypothesis; 5.1.2.7 Rules Hypothesis30; 5.1.3 Micro hypotheses on Financials; 5.1.3.1 Significant Turnover Hypothesis; 5.1.3.2 Risk Aversion Hypothesis; 5.2 Formulation of macro hypotheses
5.2.1 Customer Centricity Hypothesis: Egoism Syndrome as hurdle for Total Integration
Includes bibliographical references.
The significance of managing end-to-end supply chains from one hand has been the subject of discussion for over ten years. Regina M. Neubauer provides an answer on how such a scenario might work by studying small- and medium-sized enterprises in the European logistics industry based on her Business Model Performance Scoring Framework. She proves that small- and medium-sized enterprises in logistics are sustainable, i.e. she identifies Hidden Champions that are successful partners in a collaborative business model by offering individualized solutions.
Production management.
Operations Management.