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

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

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

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• Optimize operations i.e. fuel optimization• Get technical <strong>in</strong>formation and expertise• Carry out product development that can improve both the <strong>Buyer</strong>’ s and the<strong>Seller</strong>’ s products<strong>Seller</strong>´s expectations from the relationship are to:• Offer the <strong>Buyer</strong> possibilities to create value for themselves• Learn with the <strong>Buyer</strong> how to develop a partnership• Make partnership a ” way of liv<strong>in</strong>g”• Take overall care of the runn<strong>in</strong>g of the power plant provid<strong>in</strong>g high operationalreliability and transaction efficiency• Provide supervision• Provide technical support• Provide relevant <strong>in</strong>formation• Provide parts and service6.7 Issues <strong>in</strong> the relationship <strong>in</strong> the fall of 2003The aim of the research on value co-creation that was <strong>in</strong>itiated <strong>in</strong> the fall of 2003 was todeterm<strong>in</strong>e what the parties perceived as be<strong>in</strong>g the value that could be created together with<strong>in</strong>the frames of the partnership - which aspects were work<strong>in</strong>g well, which aspects causedtrouble as well as identify<strong>in</strong>g what could be improved.The f<strong>in</strong>d<strong>in</strong>gs from the <strong>in</strong>terviews were presented at the first partnership sem<strong>in</strong>ar thatwas held <strong>in</strong> January 2004. At the sem<strong>in</strong>ar the future of the cooperation agreement was onthe agenda. Later <strong>in</strong> May, there was a follow-up sem<strong>in</strong>ar. The partnership sem<strong>in</strong>ars havebeen considered fruitful and consequently there has now been a decision to organizepartnership sem<strong>in</strong>ars twice a year <strong>in</strong> the future.The issues identified <strong>in</strong> the <strong>in</strong>terviews for the study fall <strong>in</strong>to three different categories.There were issues related to the operational–level of the activities, issues on themanagement-level of the two companies as well as issues identified with<strong>in</strong> eachorganization. The comments <strong>in</strong> the different categories are of different nature and willtherefore be discussed separately <strong>in</strong> the sections below.119

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