<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>The paper presents recommendations determined to assist logistic companies in conceiving an efficient B2B implementation policy with the aim of enhancing market competitiveness, especially in time of intensified market competition. The research is based on an analysis of the situation in B2B implementation during the period of the 2008-2009 economic crisis, where – on a sample of 229 logistic companies based in the Czech Republic – it ascertains whether the extent of B2B implementation changed over this period. This is done in a short-time (2006 vs. 2010) as well as long-time (extended with 2014 vs. 2018) horizon. Although some conclusions are in contradiction with other authors, they state a high extent of B2B implementation, which even further increased over the above economic crisis and even continued in a longer time horizon following the crisis. The conclusions are then analogically transferred to the present 2020 “coronavirus economic recession” and practicable recommendations are formulated. Being made on a high level of reliability, the recommendations have a potential to serve as an efficient tool ensuring economic “survival” of logistic companies, which is – especially in the field of logistics due to the implemented anti-COVID measures creating new trade barriers – very actual.</p>
</abstract>

The paper presents recommendations determined to assist logistic companies in conceiving an efficient B2B implementation policy with the aim of enhancing market competitiveness, especially in time of intensified market competition. The research is based on an analysis of the situation in B2B implementation during the period of the 2008-2009 economic crisis, where – on a sample of 229 logistic companies based in the Czech Republic – it ascertains whether the extent of B2B implementation changed over this period. This is done in a short-time (2006 vs. 2010) as well as long-time (extended with 2014 vs. 2018) horizon. Although some conclusions are in contradiction with other authors, they state a high extent of B2B implementation, which even further increased over the above economic crisis and even continued in a longer time horizon following the crisis. The conclusions are then analogically transferred to the present 2020 “coronavirus economic recession” and practicable recommendations are formulated. Being made on a high level of reliability, the recommendations have a potential to serve as an efficient tool ensuring economic “survival” of logistic companies, which is – especially in the field of logistics due to the implemented anti-COVID measures creating new trade barriers – very actual.

Can B2B Implementation Enhance Competitiveness of Logistic Companies in Coronavirus Economic Recession?

LOGI – Scientific Journal on Transport and Logistics

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

The paper presents recommendations determined to assist logistic companies in conceiving an efficient B2B implementation policy with the aim of enhancing...

Can B2B Implementation Enhance Competitiveness of Logistic Companies in Coronavirus Economic Recession?

Data publikacji: 24 maj 2021

Zakres stron: 1 - 12

Otrzymano: 01 lut 2021

Przyjęty: 15 lut 2021

DOI: https://doi.org/10.2478/logi-2021-0001

Słowa kluczowe
B2B, logistics, economic crisis, COVID, business strategy

© 2021 Libor Šimek et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Can B2B Implementation Enhance Competitiveness of Logistic Companies in Coronavirus Economic Recession?

Data publikacji: 24 maj 2021

Zakres stron: 1 - 12

Otrzymano: 01 lut 2021

Przyjęty: 15 lut 2021

DOI: https://doi.org/10.2478/logi-2021-0001

Słowa kluczoweB2B, logistics, economic crisis, COVID, business strategy

© 2021 Libor Šimek et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Słowa kluczowe
B2B, logistics, economic crisis, COVID, business strategy