Integrated Business Development

Arbeitspapiere der FOM Klumpp, Matthias (Hrsg.) ild Schriftenreihe Logistikforschung Band 7 Integrated Business Development Koppers, Carina Klumpp, Matthias

Klumpp, M. / Koppers, C. Integrated Business Development FOM Fachhochschule für Oekonomie & Management ild Institut für Logistik- & Dienstleistungsmanagement Schriftenreihe Logistikforschung Band 7, Dezember 2009 ISSN 1866-0304 Essen The authors thank Sascha Bioly for correction references to this publication.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development II Contents List of abbreviations... II List of figures... III Abstract... III 1. Definition of Modern Business Development... 1 1.1. Objectives... 1 1.2. Tasks... 3 1.3. Derived deliverables of other business functions... 4 2. Logistics Tasks in a typical business development process... 4 2.1. Typical process... 4 2.2. Logistics and Procurement Tasks in Business Development... 7 3. Empirical Case Study... 8 3.1. Methodology and Sample... 8 3.2. Results... 9 4. Conclusions... 13 References... 14 List of abbreviations ASME American Society of Mechanical Engineers BD Business Development CEO Chief Executive Officer cp compare Diss. dissertation e.g. for example (abbreviation of Latin 'exempli gratia') ECR Efficient Consumer Response ed. edition eds. editor(s) et al. and others (abbreviation of Latin 'et alii') ETO Engineer To Order FOM Fachhochschule für Oekonomie & Management University of Applied Sciences, Essen, Germany i.e. that is (abbreviation of Latin 'id est') IT information technology KCL Kompetenz-Centrum Logistik M&A Mergers and Acquisitions

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development III Mio. MP3 Mrd. No. OEM RFID SCM SME USP Vol. Million(en) MPEG-1 Audio Layer 3 (MPEG:Moving Picture Experts Group) billion (german: Milliarde) number Original Equipment Manufacturer Radio Frequency Identification Supply Chain Management Small and Medium-sized Enterprises Unique Selling Proposition volume List of figures Figure 1: Ansoff s Product Market Expansion Grid (cp. Ansoff, 1958, 392).... 1 Figure 2: Business Development Objectives and Starting Points.... 2 Figure 3: Approaches to Growth (cp. Dülfner, 2001, 146; Bleicher, 1979, 130).... 3 Figure 4: Value Chain (cp. Porter, M. E., 1999, 66).... 4 Figure 5: Top-level Business Development Process (cp. Kind, 2004, 64).... 5 Figure 6: Action Research Cases by Industry and Company Size.... 9 Figure 7: Risk Ranking from Action Research Case Studies.... 10 Figure 8: Instruments and Time Frame of Business Development.... 11 Figure 9: Important Factors in Business Development.... 12 Figure 10: Qualification Areas of Personnel in Business Development.... 12 Abstract Business Development traditionally has an incorporated focus on marketing and marketing models as well as marketing competencies among business development managers. However, the discussed case studies results and trends in business and market behaviour point to the fact that in the future only an integrated model of business development (including logistics, supply and quality management models and activities, respectively personnel) can provide significant competitive advantages especially to global companies. This is described in detail in the following paper and put together as an integrated business development model in order to enhance practical efficiency efforts and results in day to day business development.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 1 1. Definition of Modern Business Development 1.1. Objectives The increasing instability of consumer preferences and the growing intensity and sophistication of competition forces firms to analyse further opportunities. Exploiting existing competencies and exploring new competencies depict the possibilities a firm has in order to seek for growth (cp. Kwaku, 2005, 61). Many forms are facing more than one opportunity with potential for growth - therefore it is important to prioritize. Nowadays it seems like the term business development is spread within most global corporations. While there might be individual definitions in the minds of various practitioners the concept of business development has only little connotation within scientific literature. Definitions range from rather operational sales related objectives to a more strategic and general approach of doing business. One thing they all have in common is that through business development functions opportunities for growth are to be analysed and - if found to be worthwhile - realised. Many times New Venture Management is used as a synonym (cp. Stahl, 2002, 13). A venture here means any product or service which is new within the portfolio of an enterprise. For the following the definition by EADES who describes business development as the creating of new opportunities through new and different approaches is set as the basis forming definition of this paper (cp. Eades, 2003, 71). Business development therefore many times aims at a change in the current portfolio and can be seen as a innovation in regards to technologies or business models (cp. Siemer, 1991, 12). But business development is not limited to expanding a firm s portfolio, also reducing a portfolio can be a task business development. All of this is done in order to through the realization of potentials achieve growth. Looking at one of the most commonly used theoretical concept the Product Market Expansion Grid by AN- SOFF there are four different sources of growth that can be outlined. Existing Products New Products Existing Markets Market Penetration Strategy, e.g.: Increase purchase with existing customers Win customers from competition Convert non-users Product Development Strategy, e.g.: New features Different quality levels New products New Markets Market Development Strategy, e.g.: New market segments New distribution channels New geographic markets Diversification Strategy, e.g.: Through organic growth Through acquisition Through joint venture Figure 1: Ansoff s Product Market Expansion Grid (cp. Ansoff, 1958, 392).

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 2 Growth through market penetration is typically covered by traditional marketing organizations. But it is especially opportunities in the field of market development and diversification that fall into the area of business development functions. Hence business development is characterized by certain characteristics (cp. Karger/Murdick, 1972, 1; Stahl, 2002, 13): high chances and risks often young segments used as chance for differentiation Though in a traditional marketing management view the ANSOFF strategies as described are a major base and concept in business development there are other starting points towards business development projects as depicted below in figure 2: Several business model characteristics can be recognized as possible origins of new projects. These projects in business developments would in the end lead to the overal objective of a growth perspective for the firm growth that can itself be divided up into the four subcategories sales, profit, product quality and service i.e. image and customer perception. These subcategories of growth are intertwined and often found in various percentages in one project. For the area of supply chain management and logistics there can also be some starting points for business development projects e.g. in new technologies or inefficiencies in existing standard operating procedures (cp. Blecker, Huang, 2008; de Boer, 2004 ; Hildebrandt et al., 2007; Raghavulu et al., 2007; Schulte, 2005; Smirnov et al., 2006; Stüger, Unterbrunner, 2006; Wang, 2007; Zelewski, 2007). Figure 2: Business Development Objectives and Starting Points.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 3 Business development in terms of an institutionalized concept respectively function in a corporation will be typically found in rather mature enterprises, which can also be seen in the figure below. Figure 3: Approaches to Growth (cp. Dülfner, 2001, 146; Bleicher, 1979, 130). A firm, especially start-up and young businesses, will first of all try to grow through their core business as this is where the initial know-how will be found. With increasing product differentiation firms will come to a point where they feel that functions, whose main task is to analyze further opportunities for growth, are needed to realize them accordingly (cp. Koenig, 2003, 128). These firms are to be found in phase V (cp. figure 3). 1.2. Tasks In order to obtain the just described objectives the following tasks can be captured in the context of business development. Modern business development involves the total integration of the enterprise and the deliberate linking of its services and products with all the value networks, strategic partners, and constituencies (Rainey, 2006, 15).. In addition to the fed of the product and technology pipeline another task of business development lays in the commercialization of these products and technologies as well as seeking new opportunities through cooperation with partners or setting up new business models (cp. Kind, 2004, 56). When looking at the just described tasks it is obvious that business development is highly involved in the strategic processes of a firm. But it may also highly influence the strategy of a firm depending on the characteristics of an opportunity that is analyzed by the business development func-

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 4 tions. Still the final decision of pursuing an opportunity lies in the hands of top management who will also approach business development team with ideas that they feel are worth investigating. 1.3. Derived deliverables of other business functions PORTER has established through his 'value chain' and his definiton of primary and secondary activities a framework for gaining competitive advantages. According to this concept competitive advantages can be maximized through constant optimization of primary activities. This means maximizing the creation of value while minimizing costs. For doing so each activity along the chain needs to be carefully analyzed. Figure 4: Value Chain (cp. Porter, M. E., 1999, 66). Therefore business development teams ideally have a cross-functional set-up to be successful and optimize their work. With functions related to all areas as shown in figure 4 above in order to give account to all issues that could rise along the value chain of a firm. It is obvious that an early integration of this cross-functional approach will be able to fulfil this optimization the best. 2. Logistics Tasks in a typical business development process 2.1. Typical process Within the following the process in place in order to achieve the objectives and fulfil the tasks of business development are described. This may vary from firm to firm and

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 5 also needs to be customized according to the individual market set-up. For this reason the following process can only be seen as a top-level example. Figure 5: Top-level Business Development Process (cp. Kind, 2004, 64). Responsibility for each phase is held by the business development team. Within each phase certain work packages are defined that need to be done. And for which the business development team may also have to consult with external experts, e. g. marketing research agencies, consultancies. The output of each phase is typically reviewed by senior management who decides whether the project moves on into the next phase or is not worth any further investment. It is for good reasons that this process is very similar to processes executed by venture capital investors as the investments grow tremendously from phase to phase. The similiarity is obvious when comparing due diligence analyses and the ones taking place within business development projects (cp. Kind, 2004, 64). a.) Idea: For each project a team consisting of internal experts of this subject will be chosen and put together by the business development during the idea phase. This initial phase sets the foundation for any project. Here any opportunity is to be analysed in order to have certain pre-defined criteria available for review. With the type of opportunities possibly varying from new technologies to a complete new market approach it is easy to see that there may be difficulties in having each project delivering the same set of parameters and ratios. Nevertheless it is for the same reason that this discipline is also needed: Only through such a structured and replicable set up of each phase opportunities can be compared to each other and this is necessary in order to prioritize limited resources. b.) Concept: Once an opportunity has passed the initial idea-phase, the business development team can then work on analyzing and reviewing the details which will con-

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 6 stitute a concept of how this opportunity contributes to the firm s performance and budget objectives and how it can be executed in terms of bringing it to market. To give some concrete examples (cp. Koenig, 2003, 129; Taylor/Brunt, 2001, 278): General size of the opportunity/market Strategic considerations Quantitative and qualitative objectives Supplementary opportunities which have to be realized Different scenarios that need to be balanced c.) Feasibility: A formal investigation on the feasibility of an opportunity can be conducted once a concept has been laid out. All activities needed before a successful carry-out of the opportunity are encompassed in the phase of the feasibility. Hence this is typically the phase where most time is spent within a business development project. Example activities may be (cp. Koenig, 2003, 129; Taylor/Brunt, 2001, 278): Funding possibilities Market research Pilot testing Risk assessment Competitive behaviours and offerings Research and development of new technologies As a result the feasibility analysis should provide data that the opportunity meets stated requirements or where it does not meet the stated requirements and what needs to be done in order for it to do so. d.) Implementation: This is when the project typically becomes operational. It is to raise the internal awareness, further involvement and engagement of functions of all levels responsible for a successful execution. Also here the involvement of business development will diminish as the project will be handed over and integrated into the business functions as operational prosecc owners. The phases of Concept and Feasibility can not be seen completely isolated, e. g. an opportunity which had shown promising deliverables in the idea as well as in the concept phase will not be dropped right away just because it didn t pass the feasibility assessment. It is more likely that this will lead to another review of the concept and how certain criteria can be changed within in the concept so that it might be more feasible for a firm s resources.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 7 2.2. Logistics and Procurement Tasks in Business Development McKinsey together with the Supply Management Institute of the European Business School conducted a global survey in which the performance of the respondents companies against recognized best practises in supply management and purchasing was analyzed (Reinecke, Spiller, Ungermann, 2007). The following correlation was found: The financially top performing companies were chracterized by certain principles they obeyed within their internal organizations. One of these principles is integrating and involving purchasing operations into business planning processes and thus ensuring the alignment to corporate strategy. Cross-functional collaboration can lead to a performance improvement of up to twelve percent according to the survey. In order to apply these results it needs to be further analyzed in which phases of the business development process an integration of logistics functions would be most efficient. Typically it can be observed that when it comes to the feasibility phase input from logistics is needed. This is coherent with other findings and concepts in logistics and supply chain management (cp. e.g. Arndt, 2004; Bak, 2006; Baumgarten, 2008; Blanchard, 2007; Christopher, 2006; Doganzo, 2003; Göpfert, 2004; Grant et al., 2007; Jones, 2006; Kersten et al., 2006; Klumpp, Jasper, 2007; Kuhn, Hellingrath, 2004; Lee, 2005; McCormack et al., 2002; Pfohl et al., 2007; Saiz et al., 2006; Speh, 2008). In practise this is not rarely focussed on rather operational topics than on a strategic integration. But previous best practises from top performing global firms have shown that it is important to involve these functions from the very beginning of business development processes taking place. For example taking the case of the Apple ipod success story. It was not marketing functions that came up with the idea of providing portable MP3 players to the masses but purchasing who paid attention to the trends they were facing on the side of their suppliers and furthermore were also involved in the strategic outlook of the company (cp. Leendertse, 2007, K01). As this case proves functions of supply chain management can be of successful contribution to the entire process of business development when being involved rather from the beginning, meaning the idea phase. But this is not just about involving SCM functions right from the start but also the mindset and expectations one has from SCM in general. Quoting once more the survey by McKinsey it was also striking that the purchasing executives of the top performing companies felt that their CEO s expected more from them than just meeting a cost saving objective. Whereas the same target group but from low performing firms felt that they were rather seen as support function by their CEO (Reinecke, Spiller, Ungermann, 2007, 7).

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 8 3. Empirical Case Study 3.1. Methodology and Sample The following case studies were collected through an online questionnaire in 2008 by KCL/ild. The main topics were risks, quality, capacity management in logistics as well as business development. Questions combined ranking of given answers and free text answers for each topic providing for a broad range of feedback possibilities. Research was conducted in an online interview tool of KCL (Kompetenz-Centrum Logistik at FOM University of Applied Sciences Essen) with an empirical research institute (inomic), open from 15th of April to 5th of May 2008 (20 days). The short research period prevents for the main representativity problem with most online surveys: The proliferation danger of invited contacts through mail spreading is limited. Business contacts of FOM/KCL in different industries were invited as described below (case characteristics, figure 4). No Case Id Industry Number of Employees (2007) Turnover (2007) 1 21 Food Industries - (not reported) - (not reported) 2 23 Automotive & Electronics 1-50 - 3 24 Service Industries - - 4 25 Service Industries 51-250 - 5 28 Textile Industries 501-5,000-6 30 Textile Industries > 5,000 > 1 Mrd. 7 31 Textile Industries - - 8 32 Automotive & Electronics 501-5,000 > 1 Mrd. 9 33 Industry Products 501-5,000 100 Mio. - 1 Mrd. 10 36 Automotive & Electronics - - 11 37 Defense Industries > 5,000 > 1 Mrd. 12 38 Industry Products - - 13 39 Service Industries - - 14 40 Service Industries > 5,000 100 Mio. - 1 Mrd. 15 42 Automotive & Electronics - -

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 9 16 43 Service Industries - - 17 45 Automotive & Electronics 51-250 100 Mio. - 1 Mrd. 18 46 Industry Products > 5,000 > 1 Mrd. 19 47 Service Industries - - 20 48 Service Industries 501-5,000 100 Mio. - 1 Mrd. 21 49 Automotive & Electronics - - 22 50 Service Industries 501-5,000 > 1 Mrd. 23 51 Industry Products 501-5,000-24 53 Automotive & Electronics 251-500 - 25 54 Defense Industries 501-5,000 100 Mio. - 1 Mrd. 26 55 Food Industries 501-5,000-27 56 Defense Industries 501-5,000-28 57 Defense Industries 501-5,000-29 58 Service Industries > 5,000 > 1 Mrd. 30 59 Industry Products > 5,000 > 1 Mrd. 31 60 Service Industries 501-5,000 10-100 Mio. 32 61 Defense Industries > 5,000 > 1 Mrd. 33 62 Service Industries 1-50 1-10 Mio. Figure 6: Action Research Cases by Industry and Company Size. Altogether there are 33 business cases reported for the study. In eight out of the 33 cases the respondents were with industry logistics service providers, four respondents identified themselves to an industry OEM and further four represented trading companies. Therefore a broad range of experts and perspectives can be assumed. 3.2. Results The following figure 7 shows the risks that firms feel opposed to. Interestingly the risk assessment obtained by the respondents ranked risks that are related to logistics,

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 10 supply chains and procurement, compare (c), (d), (e) and (j), among the most important risks. Id Risk Combined Ranking Points (170 max.) 1 Percentage of Maximum Ranking Points A Quality Risks Procurement 118 69,41% B Quality Risks Production/Sales 116 68,24% c Price Decrease Sales Markets 111 65,29% d Price Increase Procurement Markets 100 58,82% e Service Risks (Missing Information etc.) 96 56,47% f Security Risks internal (Sabotage) 93 54,71% g Image Risks 92 54,12% h Political Risks 82 48,24% i Financial Risks (Financial Markets, Currency Markets) 78 45,88% j Security Risks external (Terrorism) 49 28,82% Figure 7: Risk Ranking from Action Research Case Studies. From a working capital perspective it can be observed that (c) a possible price decrease in sales markets can result in consequences from economic loss valuation to the shipping duration or stock volume as central logistics indicators. And (d) price increases in procurement markets also increase working capital values and therefore the economic impact of shipping times and stock volumes is escalated. Risk (e) as service risk is imminent in transportation processes as information provided may in- 1 Only 17 of all 33 respondents completed the full 10 point risk ranking, therefore a hypothetical ranking point sum of 10 times 17 is possible. This would indicate that if all respondents would have ranked one single risk the most important risk this one would have achieved 170 points.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 11 crease transparency and reduce this specific risk position and vice versa. And (j) external security risks are a problem of contingency planning in international logistics urging global forwarders and carriers to provide alternative transport solutions in any such event. Altogether the described risks show the importance of increased logistics efficieny and therefore optimal capacity management as all of these risk positions will increase with rising capacity problems and goods waiting for transportation. Moreover the following figure 8 describes the represented activities and the historical background in business development: Different activities and instruments are used and the institutional history of business development may be described as young. No 1 2 Activities in BD Longterm planning of strategy and objectives for business as well as adjusting individual processes accordingly, choosing new business partners (suppliers, logistics company. Expanding the portfolio with new products that are actually demanded by the market. During development and production the entire supply chain is analyzed, strategic corporation higher efficiency in cost- and quality management. 3 No. Increasing focus on BD Yes, since 2 years. Yes, since 5 years. 4 5 6 Entwicklung vorhandener und neuer Geschäftsbereiche Anpassung Personal & Knowledge Kundenmanagement Analysis of market and competitor. Development of different scenarios, reaction on market changes, e.g changes in demand, support of different functions and department in their daily work. Yes, since 10 years. Yes, since 2 years. Yes, since 10 years. 7 No. 8 Yes, since 10 years. 9 Human Resources Development of Employees. Strategic planning and exceution of customer objectives, new technologies. Yes, since 2 years. 10 Yes, since 2 years. Figure 8: Instruments and Time Frame of Business Development.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 12 The following figure 9 is describing different key factors as recognized by the case study forms and develops an attribution of the named factors to the business development phases as described beforehand. Factor Specifications Percentage a) Idea b) Con. c) Fea. d) Imp. Service Quality, Information 55 76,39% Product Quality 53 73,61% Overal Strategy Fit 52 72,22% Planning Quality, Trust 51 70,83% Flexibility 51 70,83% USP, Image Contribution 45 62,50% Market Entry Invest 44 61,11% Sales Potential 36 50,00% Figure 9: Important Factors in Business Development. Figure 10 shows the qualification background of business development function owner. Next to sales experience, supply chain management is the most often obtained qualification aera. Whereas previous marketing functions or expertise seem to be less important for business development functions. Qualification Areas Specifications Percentage Sales 6 18,18% Supply Chain Management 6 18,18% Production Management 4 12,12% Logistics 4 12,12% Supply Management 4 12,12% Law 3 9,09% Intercultural and Language 3 9,09% Marketing 2 6,06% Figure 10: Qualification Areas of Personnel in Business Development.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 13 4. Conclusions The following thesis may represent the subsequent thoughts about the presented research results from the literature analysis and case studies in order to pave the way for further research on business development: Business development is becoming increasingly important for a larger number of international firms. A standard business development process is yet to be established in research and business practice as described in this paper. Usually business development is mainly connected to marketing functions and qualifications thogh as indicated in the case studies that firms seem to sense the importance of supply chain, procurement and logistics management functions early in in the business development process. Therefore the case study firms strongly support qualifications in other areas as supply, production and logistics. On this account research perspective may have to change and adapt to the described operational business view. This leads to the following general annotation: Nothing can be done in less than no time and at less than no cost and in many cases companies are closing in on these limits (cp. Larsson, 2004, 22). Keeping this quote by LARSSON in the back of one s mind it is obvious that firms and organizations will come closer to definite limits of their obvious business development opportunities. Rigorously involving also other functions of supply chain management in addition to the typical business development driving forces derived from sales and marketing will inceasingly decide about strategic competitiveness.

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Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 16 Schulte, C. (2005): Logistik - Wege zur Optimierung der Supply Chain. 4 th ed., München: Vahlen. Siemer, S. (1991): Diversifizieren mit Venture-Management: Effizienz und praktische Anwendung von Venture Einheiten zur Erschließung neuer Geschäftsfelder. Berlin. Smirnov, A./Shilov, N./Kashevnik, A. (2006): Analysing Supply Chain Complexity via Agent-Based Negotiation. Blecker, T./Kersten, W. (eds.). Complexity Management in Supply Chains. München: Erich Schmidt, 51-65. Speh, T.W. (2008): Assessing the State of Supply Chain Management. Baumgarten, H. (eds.). Das Beste der Logistik Innovationen Strategien Umsetzungen. Berlin et al.: Springer, 243-253. Stahl, M. (2002): New Business Development in der Automobilindustrie, Diss., Bamberg 2002. Stüger, A./Unterbrunner, F. (2007): Optimum noch nicht erreicht. Logistik Heute 2007, Vol. 29, No. 4, 28-29. Taylor, D., Brunt, D. (2001): Manufacturing Operations and Supply Chain Management: The Lean Approach. London: Cengage Learning. Wang, W. Y. C. et al. (2007): Implementing Supply Chain Management in the New Era A Replenishment Framework for the Supply Chain Operations Reference Model. Wang, W. Y. C. et al. (eds.), Supply Chain Management Issues in the New Era of Collaboration and Competition. Hershey: Idea Group Publishing, 1-22. Zelewski, S. (2007): Faire Verteilung von Effizienzgewinnen in Supply Webs. Ein spieltheoretischer Ansatz auf der Basis des t-werts. Corsten, H./Missbauer, H. (eds.). Produktions- und Logistikmanagement. München: Franz Vahlen, 551-572.

Schriftenreihe Logistikforschung Band 7, Klumpp/Koppers: Integrated Business Development 17 Die Publikationsreihe Schriftenreihe Logistikforschung / Research Paper Logistics In der Schriftenreihe Logistikforschung des Institutes für Logistik- & Dienstleistungsmanagement (ild) der FOM werden fortlaufend aktuelle Fragestellungen rund um die Entwicklung der Logistikbranche aufgegriffen. Sowohl aus der Perspektive der Logistikdienstleister als auch der verladenden Wirtschaft aus Industrie und Handel werden innovative Konzepte und praxisbezogene Instrumente des Logistikmanagement vorgestellt. Damit kann ein öffentlicher Austausch von Erfahrungswerten und Benchmarks in der Logistik erfolgen, was insbesondere den KMU der Branche zu Gute kommt. Herausgeber: Prof. Dr. M. Klumpp The series research paper logistics within Institute for Logistics and Service Management of FOM University of Applied Sciences addresses management topics within the logistics industry. The research perspectives include logistics service providers as well as industry and commerce concerned with logistics research questions. The research documents support an open discussion about logistics concepts and benchmarks. Editor: Prof. Dr. M. Klumpp Band 1, 11/2007 Band 2, 12/2007 Band 3, 01/2008 Band 4, 03/2008 Klumpp, M./Bovie, F.: Personalmanagement in der Logistikwirtschaft Jasper, A./Klumpp, M.: Handelslogistik und E-Commerce Klumpp, M. (Hrsg.): Logistikanforderungen globaler Wertschöpfungsketten (Dokumentation 1. FOM Forum Logistik Duisburg vom 24.10.2007) Matheus, D./Klumpp, M.: Radio Frequency Identification (RFID) in der Logistik Band 5, 11/2009 Bioly, S./Klumpp, M.: RFID und Dokumentenlogistik Band 6, 12/2009 Klumpp, M.: Logistiktrends und Logistikausbildung 2020 Band 7, 12/2009 Klumpp, M./Koppers, C.: Integrated Business Development