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Forced transformation of the business models of the historical players in home delivery -The cases of La Poste (France) and Yamato Group

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  • Claire Capo

    (NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université, FAI - Université Le Havre Normandie - Faculté des Affaires Internationales - ULH - Université Le Havre Normandie - NU - Normandie Université)

  • Valérie Michon

    (CRET-LOG - Centre de Recherche sur le Transport et la Logistique - AMU - Aix Marseille Université, AMU - Aix Marseille Université)

Abstract

La Poste Group and Yamato Group represent historical players in home delivery services in France and Japan, respectively. Each deeply integrated into their national environments, these groups center their core business around home delivery but are progressively evolving their offerings to adapt to societal demands (environmental and social). Therefore, it is intriguing to explore the origins of their home delivery services and their unique features, through their business model. A business model (BM) or business framework can be defined as « the set of which activities a firm performs, how it performs them, and when it performs them as it uses its resources to perform activities, given its industry to create superior customer value" (Afuah 2004, 9). Hamel (1998) identifies four components of the business model: strategic axis, strategic resources, customer interface, and partnership network. These components are interconnected. In logistics, according to Björklund et al. (2017, 38), it incorporates activities throughout the supply chain, notably the internal and external coordination of goods flows. Regarding home delivery, the BM adapts to the specificities of the service offered. Moreover, more and more organization integration innovation at the core of their BM and the concept of BMI (Business model of Innovation) we developed. Through 2 case studies of the BM of LaPoste Group in its delivery activity (excluding banking and insurance) and Yamato Group, , we will analyze the components of the BM for home delivery in an environmentally changing context and address the question of the type of BM developed. Based on an in-depth qualitative analysis of abundant secondary data on both groups (annual reports, websites, academic and press articles, official press releases…) and expert interviews, we will identify common and unique elements to each model and study the evolution of these business models and their characteristics and limits.

Suggested Citation

  • Claire Capo & Valérie Michon, 2024. "Forced transformation of the business models of the historical players in home delivery -The cases of La Poste (France) and Yamato Group," Post-Print hal-04650378, HAL.
    • Handle: RePEc:hal:journl:hal-04650378
    Note: View the original document on HAL open archive server: https://hal.science/hal-04650378
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    References listed on IDEAS

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