Table 2 Comparison of business models'... | Emerald Publishing

Table 2

Comparison of business models' components

	TFF	DFFs
(1) Value proposition
1.1. Type of service	Transport arrangements •Groupage freight •Cargo •FTL •LTC Niche services Warehousing Packing Additional services (e.g. event logistics) Large TFF: digital services (online booking, tracking and tracing)	Market-intermediary Transport arrangements (see incumbents) Online booking Standardized document management Live data (tracking and tracing) AI Streamlined communication of information and documents
1.2. Strategy of differentiation	Customize services (especially for consignments with special requirements) Build on long-term relationships Reduce transaction costs •Search costs	Increasing time efficiency Increasing price transparency Seamless aggregated information (single interface) Simplification of booking process
(2) Value creation
2.1. Key activities	Arrangement of transportation of goods Fleet management Handling complex transports (rail, sea) Maintaining customer relations	Selecting, contracting, combining carriers and shippers Operating the platform Promoting the platform Finding investors
2.2. Key resources	Tangible resources (physical infrastructure, logistics assets, vehicle fleet, warehouses) Intangible resources (know-how, managerial aptitudes) Financial resources (large companies: cash resources, creditworthiness; small companies: financial shortage) Technological resources (large TFF: technical databases; small TFF: basic technology tools)	Technological/intangible resources (technical databases, technical platforms) Human resources (necessary to promote the platform, create trust; addressing investors) Financial resources – depending on investors
2.3. Company processes	Separated internal processes (e.g. separate departments for order placement, for acceptance, for dispatching) Manual processes (importing manual orders: 15–25%) (rail and sea industry obsolete) Large TFF: digital processes	Digital supported internal processes (all information is stored online) Replacement of manual paperwork Seamless information chain
(3) Value delivery
3.1. Target customer	Segmented customers (slightly different requirements) Niche customers (e.g. fresh food logistics, hazardous material) Long-term customers with customized contracts	MSPs, connect carriers and shippers online Mass-market Short-term spot-market customers
3.2. Communication	Common technologies (fax, telephone, e-mail) Large TFF: digital technologies (chatrooms)	Digital communication tools (internal and external) Platform
(4) Value capture
4.1. Revenue model	Logistics service fees Long-term contracts with variable elements, e.g. price of diesel, toll costs	Logistics service fees Real-time price quotation
4.2. Cost structure	Fixed logistics assets High fixed costs (especially for rail, sea sector)	No fixed logistics assets

	TFF	DFFs
(1) Value proposition
1.1. Type of service	Transport arrangements •Groupage freight •Cargo •FTL •LTC Niche services Warehousing Packing Additional services (e.g. event logistics) Large TFF: digital services (online booking, tracking and tracing)	Market-intermediary Transport arrangements (see incumbents) Online booking Standardized document management Live data (tracking and tracing) AI Streamlined communication of information and documents
1.2. Strategy of differentiation	Customize services (especially for consignments with special requirements) Build on long-term relationships Reduce transaction costs •Search costs	Increasing time efficiency Increasing price transparency Seamless aggregated information (single interface) Simplification of booking process
(2) Value creation
2.1. Key activities	Arrangement of transportation of goods Fleet management Handling complex transports (rail, sea) Maintaining customer relations	Selecting, contracting, combining carriers and shippers Operating the platform Promoting the platform Finding investors
2.2. Key resources	Tangible resources (physical infrastructure, logistics assets, vehicle fleet, warehouses) Intangible resources (know-how, managerial aptitudes) Financial resources (large companies: cash resources, creditworthiness; small companies: financial shortage) Technological resources (large TFF: technical databases; small TFF: basic technology tools)	Technological/intangible resources (technical databases, technical platforms) Human resources (necessary to promote the platform, create trust; addressing investors) Financial resources – depending on investors
2.3. Company processes	Separated internal processes (e.g. separate departments for order placement, for acceptance, for dispatching) Manual processes (importing manual orders: 15–25%) (rail and sea industry obsolete) Large TFF: digital processes	Digital supported internal processes (all information is stored online) Replacement of manual paperwork Seamless information chain
(3) Value delivery
3.1. Target customer	Segmented customers (slightly different requirements) Niche customers (e.g. fresh food logistics, hazardous material) Long-term customers with customized contracts	MSPs, connect carriers and shippers online Mass-market Short-term spot-market customers
3.2. Communication	Common technologies (fax, telephone, e-mail) Large TFF: digital technologies (chatrooms)	Digital communication tools (internal and external) Platform
(4) Value capture
4.1. Revenue model	Logistics service fees Long-term contracts with variable elements, e.g. price of diesel, toll costs	Logistics service fees Real-time price quotation
4.2. Cost structure	Fixed logistics assets High fixed costs (especially for rail, sea sector)	No fixed logistics assets