Strategic Repositioning in the E-Commerce Value Chain : A Case Study of a Traditional Distribution and Logistics Company Reevaluating the Nordic Market and New Business Models for Parcel Delivery

Sammanfattning

The rapid digitalisation of commerce and an increasingly dynamic market have compelled traditional distribution and logistics providers to reassess their strategic positioning within the evolving downstream e-commerce value chain. This study explores how a traditional distribution and logistics company can strategically reposition itself to remain competitive in a dynamic environment increasingly dependent on geopolitical and economic stability as well as market consolidation, focusing on the Nordic market and new business models. Using a qualitative and abductive case study approach, the research integrates literature on e-commerce value chains, multi-sided platforms, and strategic repositioning theory with empirical data gathered in participation with 19 expert respondents through semi-structured interviews and workshops. Scenario planning was applied, culminating in four potential future states of the e-commerce value chain. The findings demonstrate that traditional providers are at an escalating risk of being commoditised by global platforms who use white-label solutions and in multi-carrier checkout solutions where they have limited influence over brand presence. Furthermore, traditional providers have a wide variety of services but no bundling of said services, and work with customers who have widely fragmented technical systems. Key competitive pressures stem from global platform-based actors, C2C platforms, vertical and horizontal integration by retailers into logistics, digital-native logistics firms, and evolving consumer expectations regarding speed, flexibility, and sustainability. The study’s primary contribution is a novel 2x2 scenario matrix that allows managers to "stress test" strategies against varied macroeconomic and market consolidation futures. The study proposes a strategic response framework consisting of five pillars tailored to the identified scenarios. The framework provides a modular, staged approach for incumbents to leverage their legacy physical scale as digital bargaining power. The study contributes to bridging a research gap concerning the strategic role of logistics providers in the e-commerce value chain and provides managerial implications for distribution and logistics companies navigating digital transformation and ecosystem competition.