By David L. Cahill
Challenged through expanding festival and globalization, 3rd occasion logistics provider prone (3PLs) can develop into extra winning via targeting buyer loyalty. inside long term shopper relationships, 3PLs can supply extra complex logistics companies, mitigate the danger of substitution, observe greater revenue margins, and keep away from new shopper acquisition bills. so that it will successfully deal with shopper loyalty, 3PLs have to be conscious of the criteria that effect loyalty. additionally, they need to comprehend the results of other dating stipulations and cultural heritage on loyalty formation. those concerns are addressed within the current ebook. First, a version of shopper loyalty and its determinants is constructed, that's then established utilizing empirical facts from approximately 800 logistics managers in Germany and america. results of other relational components at the buyer loyalty version are pointed out and cultural changes among Germany and the us are revealed.
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Extra resources for Customer Loyalty in Third Party Logistics Relationships: Findings from Studies in Germany and the USA
Sample text
These solutions most commonly include several services, such as warehousing and pick/pack operations that are carried out on a longer-term contractual basis. Sometimes, 3PLs provide even more customized services that integrate into their customers’ value chains, such as fleet management, order handling, complaints management, call centers, or assembly services. A recent addition to the list of types of LSPs comes in the form of 4PLs. While there is no universal agreement on the definition of the 4PL, the current state of the debate establishes 4PLs as suppliers of complete logistics systems, without carrying out the services themselves.
In this sense, the view of logistics as a management concept from the third maturity stage is extended over company boundaries and can be labeled supply chain management (SCM). According to a study conducted by Larson and Halldorsson (2004), SCM in this sense is a sub-group of logistics. Share of companies in % 100 7 12 11 80 Stage 4 20 Stage 3 57 60 40 Stage 2 82 33 Stage 1 40 20 13 42 22 35 5 8 8 0 1999 2002 Logistics maturity 6 1999 2002 Logistics development goal Fig. 2-3. Maturity stages and development goals of logistics 8 This four-stage model of logistics development as proposed by Weber and Kummer (1998) and refined by Weber (2002) underwent empirical examination by Weber and Dehler (1999) and by Wallenburg (2004).
While it would evidently be desirable to conduct empirical research in a multitude of different countries, such that detailed conclusions could be drawn on the influence of cultural differences, this is impossible to achieve for practical reasons. e. Germany and the USA, shall be analyzed. The second research deficit to be tackled here is concerned with the influence of contingencies on the constitution of customer loyalty. While it would again be desirable to examine the moderating effects of a great variety of contingency factors, this study will confine itself to research on moderating effects of relationship characteristics.