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Realigning Service Operations Strategy at DHL Express
2010
Interfaces
This paper describes the approach that DHL used to respond to aggressive revenue and profit targets set by its Asia-Pacific regional management board. DHL's reaction to these targets was to redefine its strategic service vision by systematically aligning its internal support functions with distinct buyer behavior structures. Specifically, we developed a model based on the tangible and intangible factors that directly influence a customer's choice of a third-party logistics provider. Next, we
doi:10.1287/inte.1100.0491
fatcat:5v4e733x3fb2rhspt23gxo2bfa