Value Co-Creation in Industrial Buyer-Seller Partnerships ... - Doria

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ù õ ñ ù õ ó*ÿ¡ ÷£¢ ñ¤¦¥¡§ ô¨¢ÿ© ©¢ø=ù ö$ñ ù õ óúüûþýö÷ñ=òóóô õ ö÷ø=ù ö$ñ ù õ óúüûþýö÷ñ=òóóô õ ö÷Figure 5.3: The focal dyad of the studyThe sales phaseThe interaction between the ship owner and the supplier starts in the sales phase. Theduration of the sales phase can be everything from months to years, depending on the case.The sales phase is when the Seller discusses with both the shipyard and the ship owner, inorder to be accepted as an option on the makers list. The discussions with the yard aremainly about scope of supply, technical & design features, the price of the engines, andissues related to delivery. The discussion with the ship owner, on the other hand, isdominated by total life time cost, after sales service support, availability of world-wideservice, reliability, fuel costs, environmental issues etc.The project phaseThe next phase is the project phase – the phase when the ship is built at the yard. Theproject phase normally takes about two years, during which the Seller cooperates with theshipyard on technical and design matters as well as issues related to delivery and installationof the engines.The warranty periodWhen the ship has been delivered, the yard has a warranty period towards the owner. Thewarranty period usually lasts one year. During this time, the yard handles thecommunication with the owner and is responsible for all matters. When the warranty period93
has expired the ship owner deals directly with all the different suppliers instead of goingthrough the yard.The after-sales/operations phaseThe operations phase (or after-sales phase, as it normally is called among the equipmentsuppliers) is a phase that normally lasts from 20-25 years in the case of ships. The length ofthis period depends on how long the ship is in traffic or how long the owner has it in itspossession. This is the phase when the ship is in traffic preferably every day and generatesas much revenue as possible. This means that the ship has to be run as cost efficiently aspossible. This is when the Seller helps the Buyer to maintain, service, and monitor theoperations of the fleet so that it can be run as safely, reliably, and cost efficiently aspossible.The life cycle of a ship, the process from the new-building project to operations isillustrated by the figure below.4 ¡ ! "##$£% &%4 £52/.67')(+*-, ./10 ©2¦3Figure 5.4: The major phases of the “ Ship” projectIn the case of the Buyer and the Seller, the business relationship is in all of the abovementionedphases simultaneously. As the Buyer has a number of ships of different age andnew ships constantly under construction, the relationship is in the sales, project, warranty,and operational phases at the same time. This causes a situation that demands a greatamount of involvement and communication between people from different parts and levelsof both organizations at all times.A tailor –made customer ionterfaceDue to the great amount of communication and coordination between the Seller and theBuyer, and to the facts that the Buyer is considered a strategically important customer forthe Seller, and that there has been a decision to develop a partnership between thecompanies, the Seller has tailor-made its organization towards the Buyer in order to improveand smoothen the handling of the relationship with the customer.94
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Birgitta ForsströmValue Co-Creatio
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VALUE CO-CREATION IN INDUSTRIAL BUY
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CIP Cataloguing in PublicationForss
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Suokannas and Annica Isacsson my de
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3.3 The use of the value concept in
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7.2.1 Price as a benefit and a sacr
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Figure 8.1: Interdependence, involv
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81. INTRODUCTIONEconomic theory rel
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Portfolio management and key accoun
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value - ways to understand and thin
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creation in a world of relationship
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Möller and Halinen-Kaila (1999) cr
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Value of a Relationship: When discu
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1.3 Outline of the studyThe study s
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in such relationships, and on how t
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2.2 Research approach“ Human gras
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“ In case study both the research
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interview ended up being different
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simplifying and combining observati
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the purpose of why it is studied an
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started paying attention to issues
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The analysis of the material was an
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are: setting the boundaries of the
Page 50 and 51: Critical events during the process
Page 52 and 53: interviewing, observing, reading, r
Page 54 and 55: unit. Going even further back in hi
Page 56 and 57: 3.4.1 Overview of the use of the va
Page 58 and 59: ç-è1éWèê9ë ì9í!î¹ï5ðWí
Page 60 and 61: argumentation alters the traditiona
Page 62 and 63: zG{\| }C~t s oHpaqfrRs t s qXu2vs y
Page 64 and 65: industries. Innovation is the sourc
Page 66 and 67: ôô3.7 SummaryThe assessment of va
Page 68 and 69: 4. A RELATIONAL APPROACH TO VALUE C
Page 70 and 71: est way to organize, any way of org
Page 72 and 73: 4.2 The IMP view on relationships a
Page 74 and 75: The focus and unit of analysis of t
Page 76 and 77: ecent book discuss how creating val
Page 78 and 79: not simply mutual dependence betwee
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Page 82 and 83: interdependence is associated with
Page 84 and 85: “ The performance of supplier arr
Page 86 and 87: Figure 4.5: Different value creatin
Page 88 and 89: “ organizational arrangements tha
Page 90 and 91: There is no simple or universal def
Page 92 and 93: The question of win-win in partners
Page 94 and 95: The following chapter, number five,
Page 96 and 97: The world cruise industry is domina
Page 98 and 99: Figure 5.2: The actors and the setu
Page 102 and 103: :: ]:: ]In normal cases the Seller
Page 104 and 105: the top 10 suppliers for the cruise
Page 106 and 107: 6. THE DEVELOPMENT OF THE RELATIONS
Page 108 and 109: In 1997 when Mr BR9 got the positio
Page 110 and 111: The relationship between the compan
Page 112 and 113: ” He (BR9) often talks about the
Page 114 and 115: With some years of experience with
Page 116 and 117: offering, the Buyer still sees the
Page 118 and 119: When the Seller realized that they
Page 120 and 121: we have a new development in the pr
Page 122 and 123: to serving the customers - the part
Page 124 and 125: ” This is the most problematic ag
Page 126 and 127: • Optimize operations i.e. fuel o
Page 128 and 129: They also commented that the person
Page 130 and 131: 6.7.5 Comments on internal issuesAt
Page 132 and 133: changes, and that the Seller would
Page 134 and 135: survey 14 that the Seller had condu
Page 136 and 137: uuuuuuu uuuuuuuuuuuuuuue¦f¨gh ijk
Page 138 and 139: Seller. At present there are three
Page 140 and 141: 15 - a factor that should not be ne
Page 142 and 143: elationship and the people interact
Page 144 and 145: + K !ñ ú ê ñ ê ö ë î ñ ï
Page 146 and 147: 7.1 Perceived value as a prerequisi
Page 148 and 149: ” We are in the process of develo
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and that is insane. We must be able
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è èèèè èèèè èè èè èè
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We learn their way of handling thin
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Price receivedThe price received ca
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partnership with the Seller, the as
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In the light of this, one could say
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dependence. If managers were not ab
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¥(¦§¨&©G§ªG¦(£(«¬¨$Z
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Seller’ s products and concepts,
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forth between the companies. This h
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What I found even more interesting
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The Buyer sees that the interest fo
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decision to pursue a collaborative
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methodology. I will also direct som
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years to come. Consequently the par
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€‚ƒ‡ ˆ„~„| }~different
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Question 1: How is the value concep
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exists, the value co-creation poten
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partnering and cooperating are so o
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process of analyzing the material s
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Barney, JB. (1991). Firms resources
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Forsström, B., (1998). Trouble & S
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Katz, M & Shapiro, C (1985). Networ
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Shapiro, B.P., Rangan V.K., Moriart
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Interviews:Interview: Buyer 1Interv
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Relationships between buyers and se
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Value Co-Creation in Industrial Buyer-Seller Partnerships ... - Doria

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