Neubauer Business Models in the Area of Logistics

In Search of Hidden Champions, their Business Principles and Common Industry Misperceptions
2011
ISBN: 978-3-8349-6533-2
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 393 Seiten, eBook

Reihe: Schriftenreihe der HHL Leipzig Graduate School of Management

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 enterprises in the European logistics industry.

Dr. Regina M. Neubauer wrote her dissertation under the supervision of Professor Ludo Van der Heyden, PhD from INSEAD at the HHL - Leipzig Graduate School of Management.

Zielgruppe

Research

Autoren/Hrsg.

Neubauer, Regina

Inhaltsverzeichnis

1;Foreword;6
2;Acknowledgements;8
3;Content;9
4;List of illustrations;13
5;List of tables;17
6;List of abbreviations;21
7;1 Introduction;25
7.1;1.1 Motivation and objectives;28
7.2;1.2 Object of consideration: Hidden Champions;31
7.2.1;1.2.1 Origin of the term and criteria;31
7.2.2;1.2.2 Size and profitability;35
7.3;1.3 Outline of the study;38
8;2 The area of logistics;45
8.1;2.1 Industry fundamentals;45
8.1.1;2.1.1 Origin of the term;46
8.1.2;2.1.2 Definitions;47
8.1.3;2.1.3 Similarities and differences with supply chain management;52
8.2;2.2 Recent developments;58
8.2.1;2.2.1 From value chain to value network;58
8.2.2;2.2.2 Environmental conditions;65
8.2.2.1;2.2.2.1 Micro environmental factors;65
8.2.2.2;2.2.2.2 Macro environmental factors;70
8.2.3;2.2.3 Trends and current developments;74
8.3;2.3 Industry demography;76
8.3.1;2.3.1 Market volume;76
8.3.2;2.3.2 Market segments;83
8.3.3;2.3.3 Large actors in the industry;86
8.3.4;2.3.4 SMEs and Hidden Champions in the area of logistics;88
9;3 Business models as an approach for analyzing companies;92
9.1;3.1 About business analysis;92
9.1.1;3.1.1 Environmental dynamics as a starting point;92
9.1.2;3.1.2 Approaches for analyzing companies;94
9.2;3.2 Business models: an approach for corporate analysis in a dynamic environment;99
9.2.1;3.2.1 Fundamentals of business models;99
9.2.1.1;3.2.1.1 Evolution of the terminology;99
9.2.1.2;3.2.1.2 Purpose of business modeling;102
9.2.2;3.2.2 Prevailing approaches;103
9.2.3;3.2.3 Definition;109
9.2.3.1;3.2.3.1 Requirements of the framework;109
9.2.3.2;3.2.3.2 Research framework;110
9.2.4;3.2.4 Limits of business models;113
10;4 Issues of empirical research and analysis;121
10.1;4.1 Methodology;121
10.1.1;4.1.1 Research challenges;121
10.1.2;4.1.2 Research approach;123
10.1.2.1;4.1.2.1 Classification;123
10.1.2.2;4.1.2.2 Representative research;124
10.1.2.3;4.1.2.3 Explorative research;125
10.1.2.4;4.1.2.4 Experimental research;126
10.1.3;4.1.3 Research process;127
10.1.3.1;4.1.3.1 Process;127
10.1.3.2;4.1.3.2 Theory;129
10.1.3.3;4.1.3.3 Reality;129
10.1.3.4;4.1.3.4 Quality;130
10.2;4.2 Business model architectures;131
10.2.1;4.2.1 Industry developments and business model architectures;131
10.2.2;4.2.2 Derivation of business model architectures and comparisons;132
10.2.2.1;4.2.2.1 Descriptions and characteristics;132
10.2.2.2;4.2.2.2 Research relevance;137
10.3;4.3 Survey of LSPs;137
10.3.1;4.3.1 Typology;137
10.3.2;4.3.2 LSPs relevant for research;143
10.3.3;4.3.3 Selection of LSPs for empirical research;144
10.4;4.4 Role of customers in empirical research;146
10.5;4.5 Questionnaire design;147
11;5 Formulation of hypotheses;150
11.1;5.1 Formulation of micro hypotheses on business model components;150
11.1.1;5.1.1 Micro hypotheses on Ambitions & Aims;150
11.1.1.1;5.1.1.1 Single Source Hypothesis;150
11.1.1.2;5.1.1.2 Segmentation and Transaction Hypotheses;153
11.1.1.3;5.1.1.3 Commodity Trap Hypothesis;155
11.1.2;5.1.2 Micro hypotheses on Implementation;156
11.1.2.1;5.1.2.1 Cherry Picking Hypothesis;156
11.1.2.2;5.1.2.2 Global Standard Hypothesis;158
11.1.2.3;5.1.2.3 Virtual Logistics Hypothesis;159
11.1.2.4;5.1.2.4 Complexity Hypothesis;161
11.1.2.5;5.1.2.5 Information Processing Hypothesis;163
11.1.2.6;5.1.2.6 Complementarity and Reliability Hypothesis;164
11.1.2.7;5.1.2.7 Rules Hypothesis30;165
11.1.3;5.1.3 Micro hypotheses on Financials;166
11.1.3.1;5.1.3.1 Significant Turnover Hypothesis;166
11.1.3.2;5.1.3.2 Risk Aversion Hypothesis;167
11.2;5.2 Formulation of macro hypotheses;169
11.2.1;5.2.1 Customer Centricity Hypothesis: Egoism Syndrome as hurdle for Total Integration;169
11.2.2;5.2.2 Partnership Hypothesis: Collaborative entity as solution for Total Integration;172
11.2.3;5.2.3 Size Compatibility Hypothesis: Minor company size as limitation for Total Integration;173
11.2.3.1;5.2.3.1 Correlation between size of LSP and size of customer;175
11.2.3.2;5.2.3.2 Critical company size for Total Integration;176
12;6 Empirical results;178
12.1;6.1 Evaluation of micro hypotheses and common industry misperceptions;180
12.1.1;6.1.1 Misperceptions on Ambitions & Aims;180
12.1.1.1;6.1.1.1 The striving for single source misperception;172
12.1.1.2;6.1.1.2 The sector specificity and selection misperception;188
12.1.1.3;6.1.1.3 The damnation to low margin business misperception;191
12.1.2;6.1.2 Misperceptions on Implementation;197
12.1.2.1;6.1.2.1 The competition misperception;172
12.1.2.2;6.1.2.2 The global standard misperception;205
12.1.2.3;6.1.2.3 The asset misperception;208
12.1.2.4;6.1.2.4 The prevalence of complex internal settings misperception;218
12.1.2.5;6.1.2.5 The reservation expectation misperception;220
12.1.2.6;6.1.2.6 The partner relationship misperception;223
12.1.2.7;6.1.2.7 Formality as a norm;225
12.1.3;6.1.3 Misperceptions on Financials ;227
12.1.3.1;6.1.3.1 The market leadership misperception;172
12.1.3.2;6.1.3.2 The willingness to take risks misperception;230
12.2;6.2 Summary of the micro analysis;232
12.3;6.3 Evaluation of the macro hypotheses and common industry misperceptions;238
12.3.1;6.3.1 The customers’ lacking attention misperception: Customers as activators for innovation and/or business growth;238
12.3.1.1;6.3.1.1 Confidence and performance as a basis for innovation and business growth;238
12.3.1.2;6.3.1.2 The reality of balanced responsibilities: The dream of Total Integration;240
12.3.1.3;6.3.1.3 Escaping the commodity trap;244
12.3.2;6.3.2 The collaboration misperception: The failure of collaborative integration in the absence of special conditions;246
12.3.3;6.3.3 The power of smallness misperception: Issue of size;254
12.3.3.1;6.3.3.1 Similarity in company size is a wish but not reality;254
12.3.3.2;6.3.3.2 Company size and survival;259
12.4;6.4 Summary of the macro analysis;263
13;7 In search of Hidden Champions: BMPS;266
13.1;7.1 Introduction to performance measurement and scoring;266
13.2;7.2 Scoring performance along the micro dimensions;270
13.2.1;7.2.1 Incrementalism;270
13.2.2;7.2.2 Scope;274
13.2.3;7.2.3 Gradual Conquest;276
13.2.4;7.2.4 Customer Favor Striving;278
13.2.5;7.2.5 Customer Proximity;281
13.2.6;7.2.6 Entrepreneurship;283
13.2.7;7.2.7 Simple and Fast Decision Making;285
13.2.8;7.2.8 Open Communication and Collaboration;288
13.2.9;7.2.9 Strategic Self-Sufficiency;290
13.2.10;7.2.10 Mutual Trust;294
13.2.11;7.2.11 Niche Sovereignty;296
13.2.12;7.2.12 Customer Granularity;298
13.2.13;7.2.13 Conclusions on scoring the micro dimensions;299
13.3;7.3 Scoring performance along the macro dimensions;302
13.3.1;7.3.1 Gradual Service Extension, Role Complementarity, and Continuous Innovation;303
13.3.2;7.3.2 Reliable Execution;307
13.3.3;7.3.3 Courage and Self-Confidence as well as Defense and Attack;308
13.3.4;7.3.4 Conclusions on scoring the macro dimensions;311
13.4;7.4 The BMPS Framework;312
13.4.1;7.4.1 Developing the BMPS Framework;312
13.4.1.1;7.4.1.1 The BMPS Framework’s micro perspective;313
13.4.1.2;7.4.1.2 The BMPS Framework’s macro perspective;323
13.4.2;7.4.2 Results from the BMPS Framework;330
13.4.3;7.4.3 Identification of starting points for improvements at non-Hidden Champions;337
13.5;7.5 Comment on business principles;347
14;8 Conclusions;350
14.1;8.1 My main point: fallacy of Total Integration;350
14.2;8.2 Market and competitive implications: SMEs can not be neglected in any serious study of the LSP industry;354
14.3;8.3 Future research;358
15;Appendices;360
15.1;Appendix 1: Overview of approaches to business models;361
15.2;Appendix 2: Overview of approaches to strategy;374
15.3;Appendix 3: Questionnaire/Interview Manual Logistics Service Provider;377
15.4;Appendix 4: Questionnaire/Interview Manual Customer;388
16;Bibliograhpy;393

Über Autor(innen)

Dr. Regina M. Neubauer wrote her dissertation under the supervision of Professor Ludo Van der Heyden, PhD from INSEAD at the HHL – Leipzig Graduate School of Management.