Panel company

from Wikipedia, the free encyclopedia

The term switchboard company is used in business administration to describe companies that have outsourced the majority of their corporate activities, i.e. buy from external companies, but are perceived from the outside, especially by customers, as a uniform, integrated company.

Scientific definition

Tiberius and Reckenfelderbäumer define the term as follows: "A switchboard company is a focal company in a strategic corporate network (value-added network), which obtains almost all primary and secondary value-added activities from subcontractors, except for market-oriented corporate or network control, but whose market performance is based on the Customers perceive it as being provided by an integrated company. "

term

In 1986, Jonas described in an article in the magazine International Business Week how American companies are increasingly relocating their production abroad, creating "hollow corporations". Wilson sees in his contribution in the same issue of the magazine even more far-reaching outsourcing opportunities for what he calls "post-industrial enterprise". Finally, Sydow (1992, p. 3) speaks of the "hollow organization".

In the German-language literature, the term "switchboard company" dominates nowadays because it is more neutral and more descriptive. It is used, for example, by Ochsenbauer (1989), Sydow (1992), Weber (1996) and Tiberius / Reckenfelderbäumer (2004). The task of the switchboard company is to coordinate the other companies, that is, to “interconnect” their activities like on a switchboard.

Emergence

According to Sydow (1992, p. 162), panel board companies emerge from vertically integrated companies when essential areas are outsourced . However, companies can also be set up as “switchboard companies”.

Practical examples

  • The sports shoe manufacturer Puma limits itself to developing its products and defining the strategy for the brand; Production and logistics are outsourced to subcontractors.
  • Nike does a similar thing .
  • Micro Compact Car (MCC) AG, manufacturer of the Smart Fortwo , outsources assembly, parts of development, logistics and IT services. While other manufacturers have a vertical range of manufacture of 30%, MCC does not exceed 12%. Distribution and customer care are taken over by franchisees .
  • The computer mail order company Dell produces the ordered devices only after receipt of the order; the components are procured ready-made from subcontractors. Dell has peripheral devices manufactured by other manufacturers (such as Samsung ) and sells them under its own brand.
  • Some wireless service providers (such as mobilcom and The Phonehouse Telecom) do not maintain their own networks, but merely operate as service providers for other companies. Here, too, the shops are often run on a franchise basis. The situation is similar with some providers in the landline telephone network and DSL connections .
  • The toy manufacturer Lewis Galoob Toys, Inc. achieved sales of 50 million US dollars in 1985 with around 100 employees. Development, production, sales, financial accounting and debt collection are outsourced to external companies.

literature

  • Norman Jonas: The hollow corporation . In: International Business Week, March 3, 1986, pp. 53-55.
  • Christian Ochsenbauer: Organizational alternatives to hierarchy. Considerations for overcoming the hierarchy in theory and practice of business organization . Munich 1989.
  • Jörg Sydow: Strategic Networks. Evolution and organization . Wiesbaden (Gabler), 1992, ISBN 3409139478 .
  • Victor A. Tiberius / Martin Reckenfelderbäumer: The switchboard company. Opportunities and risks . vdf Hochschulverlag at ETH Zurich, Zurich / Siegen 2004, ISBN 372812933X .
  • Burkhard Weber: The fluid organization. Conceptual considerations for the design and management of companies in highly dynamic environments . Bern 1996.

swell

  1. ^ Victor A. Tiberius / Martin Reckenfelderbäumer: The switchboard company. Opportunities and Risks , p. 39
  2. ↑ International Business Week, March 3, 1986
  3. ^ Victor A. Tiberius / Martin Reckenfelderbäumer: The switchboard company. Opportunities and Risks , p. 24
  4. ↑ a b c d e Victor A. Tiberius / Martin Reckenfelderbäumer: The switchboard company. Opportunities and Risks , p. 41