Evaluating Business Models of MACCFA Freight Logistics: A Case study Analysis on Value Creation
| dc.contributor.advisor | Matiwos Ensermu (PhD) | |
| dc.contributor.author | Tsion Getachew | |
| dc.date.accessioned | 2026-03-31T04:42:47Z | |
| dc.date.available | 2026-03-31T04:42:47Z | |
| dc.date.issued | 2025-09 | |
| dc.description.abstract | This study aimed to evaluate the business model of MACCFA Freight Logistics using the Business Model Canvas (BMC) framework. Accordingly, data were collected from 50 employees of MACCFA Freight Logistics using a structured questionnaire based on a 5-point Liker scale which is based on their agreement level on each statement. The study followed a mixed approach, with which the collected data were analyzed using descriptive statistics such as frequency tables, means and standard deviations in order to evaluate the respondents’ perceptions on each component of the business model. The major finding of this study revealed that key resources have a significant relationship with value creation. These core competencies are the capabilities that represent the spirit of MACCFA, that competitors cannot easily imitate to create a competitive advantage, that create customer value, and that can be disseminated (Hamel & Prahalad, 1996). MACCFA seems to understand this core concept; it has been working for the past four years to strengthen and broaden its resource base by partnering with prominent global companies such as CMA CGM and CEVA Logistics PLC. Finally, the company understands the significance of strengthening its key resources both tangible (such as LCL facilities, air-conditioned and cold-chain warehouse facilities, specialized side-loader trucks equipped with GPS) as well as intangible resources which the company has built over the past three decades and those which resulted from its partnerships (such as the company’s brand, knowledge and experience, corporate image and corporate identity). As well, MACCFA’s resources and capabilities, such as its sales force and marketing capabilities, best known as customer experience, form the basis of its value-creation capabilities and competitive advantage (J. B. Barney & Hesterly, 2015; Wernerfelt, 1984 | |
| dc.identifier.uri | https://etd.aau.edu.et/handle/123456789/8018 | |
| dc.language.iso | en_US | |
| dc.publisher | Addis Ababa University | |
| dc.subject | Business Model Canvas (BMC) | |
| dc.subject | Key Resources | |
| dc.subject | Value Creation | |
| dc.subject | Competitive Advantage | |
| dc.subject | Logistics industry | |
| dc.subject | Core Competencies | |
| dc.subject | Tangible and Intangible Resources. | |
| dc.title | Evaluating Business Models of MACCFA Freight Logistics: A Case study Analysis on Value Creation | |
| dc.type | Thesis |