Untitled - Ministerstwo Rozwoju Regionalnego

specific nature of new markets and customer requirements; customer involvement
in the process of developing a wide offer of useful services, should in the
light of the necessity to implement innovative solutions be the supreme principle
of company success.
Building competitive services by Polish TL companies should be based on
the principles of modern eurobranding of services, developed and verified by
eurocustomer, as the value of a brand is based on the value created and assessed
by the customer. It is a “self-propelling” mechanism. Customers choose services
of strong brand image, which, they think, is desired information and a guarantee
of their high quality, as well as certification of identity and responsibility of
the producer. The better service the customer gets, the higher the level of his/her
satisfaction with the services provided and the more powerful capital of the
brand for the service provider. In such a context, a brand can also have a TL
services identification, guarantee and promotional function, which in particular
refers to their producers in the Euromarket. This is an unquestionable source of
building competitive advantage in the scale of the industry, and of international
market success of the company. Spectacular examples are provided by transnational
courier companies (de facto transport–logistics companies), big carriers in
the market of road and air transport services, and less frequently of rail origin,
which includes LCC – Low Cost Carriers and big, modern hub airports. Another
perfect example is provided by Polish TL market, in which big players of global
and European TL market - DHL Express (courier company), Kuehne+Nagel (offering
mainly logistics services of storage), Trade Trans Ltd., CTL group, Schenker
Ltd. - companies with international, Polish and mixed capital, operate successfully.
Polish TL companies, unfortunately, in most cases build their brand from
scratch. From the point of view of developing or implementing business strategy,
the decisions in this respect are of strategic significance, and in most cases
they are innovative activities. For obvious reasons, they are burdened with the
decisions on new choices and programmes of running effective operations, taking
into consideration the conditions of the international market. In the near future
they will require intellectual and financial involvement. Unfortunately, they
will also be burdened with the risk of success of high brand capital. However,
one should point out to the inevitability and necessity of undertaking such activities,
necessary to create competitive position of Polish TL companies in the
Euromarket, to increase the interest in Polish TL services, to acquire new customers,
to acquire producers thanks to confidence in the new brand, favourable
prices and increasing the value of cash flows. It is an objective risk of shaping
position in the face of market turbulence.
Transport companies must build differentiating advantage in the Euromarket.
The essence of this market phenomenon consists in creating conditions and
providing opportunities to involving interest in unique services. Market advantage
of brands should be a starting point in using this marketing instrument and
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