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

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They also commented that the personnel at the Seller in the local US office are very skilledand responsive, and that the communication and interaction with SR1&2 and the localpeople are good.It was also said that the Seller takes care of handling of spare parts in a satisfactorymanner. Moreover that reaction and response time from the Seller in critical situations isexcellent. As a result of the cooperation the general level of safety and reliability ofoperations at the Buyer was said to have improved.“ Yes, about the positive... if starting with the positive things, I believe that reliabilityin operations is much higher, our economy when it comes to costs for repairs. Thecosts for repairs have diminished by 50 % if not more. So we have been able cut those,and we have excellent response from the Seller when it comes to fire fighting. Whenthere is a fire there is always an excellent performance from them, so that I personallythink is positive. (… ) I am sure there are still things that could be done when it comesto economizing operations. I believe when it comes to maintenance and costs forrepairs, I think they are on a reasonable level.” (Interview: Buyer 9)6.7.2 Comments: Seller managementMuch like the Buyer management the Seller management saw the lack of an adequate levelof trust between the companies as the biggest obstacle for a true partnership. The Sellermanagement also said that it was sometimes unfair of the Buyer to ask for openness abouteverything, because they did not see how this would benefit the Seller - it was difficult tosee what the Seller would get in return for this openness.On the positive side of the comments it was said that the Buyer is a prestigiouscompany with a good reputation and therefore a good reference in the industry. The Buyerwas also said to be a demanding customer that forces the Seller to develop own products,services, and concepts. The Buyer was also considered fair in doing business – “ whensomething goes wrong they say it and when something goes well, they also let you know” .6.7.3 Comments: Buyer operational levelOn the operational level the availability of spare parts from the Seller was seen assatisfactory. However, it was also said that there would be room for improvement, that someof the most critical parts should always be in stock and thereby easily available in case of anemergency.121
It was said that coordination in matters related to purchasing did not work. The ordering ofspare parts and handling of administrative matters was not seen to work due to lack ofestablished channels for communication in purchasing related matters.It was also said that the bridge between the shipyard (for warranty issues) and theSeller does not always work as smoothly as it should, that the communication between thepeople at the shipyard and the Seller service should be improved.On the positive side of comments it was said that collaborating with the local officeand SR1&2 is working well, that the local contact persons are responsive and easy to dealwith although they were not seen to always have the full support and understanding fromtheir own organization. Having a dedicated technical person always available was said to begreat. The informal-type relations that have been created through different kinds of informalevents were said to make interaction and communication easy. The Seller was also givenpositive remarks for its fast and accurate response in urgent situations.6.7.4 Comments: Seller operational levelOn the Seller operational level it was said that the roles and responsibilities towards theSeller and the spirit of the cooperation agreement were not clear to all within the Buyer. Itwas said that there should be a person dedicated to coordinating and developing thepartnership with the Seller.The accounting and ordering systems at the Buyer were said to cause much trouble,creating considerable unnecessary delay in spare parts handling and paying of bills.With regard to the Buyer riding crew it was said that they sometimes take the Sellerinitiatives defensively, that they fail to see when there is something that the Seller shoulddo, that it is not always optimal to do everything in-house. A suggestion for improvementwas that the service and technical reports done by the riding crew would be made availablefor the Seller on the portal in order to facilitate optimal planning of overhauls.It was said that the communication with Mr BR1 at the Buyer is easy and that his roleas a contact person is important.It was also said that working with a demanding customer is a challenge in the positivesense and that the Buyer provides an excellent opportunity to jointly test and develop newconcepts and technologies.122
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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
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Critical events during the process
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interviewing, observing, reading, r
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unit. Going even further back in hi
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3.4.1 Overview of the use of the va
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ç-è1éWèê9ë ì9í!î¹ï5ðWí
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argumentation alters the traditiona
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zG{\| }C~t s oHpaqfrRs t s qXu2vs y
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industries. Innovation is the sourc
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ôô3.7 SummaryThe assessment of va
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4. A RELATIONAL APPROACH TO VALUE C
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est way to organize, any way of org
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4.2 The IMP view on relationships a
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The focus and unit of analysis of t
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ecent book discuss how creating val
Page 78 and 79: not simply mutual dependence betwee
Page 80 and 81: 3n3465-7 89;:=©:¡?@95AB
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 100 and 101: ù õ ñ ù õ ó*ÿ¡ ÷£¢ ñ¤
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 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
Page 150 and 151: and that is insane. We must be able
Page 152 and 153: è èèèè èèèè èè èè èè
Page 154 and 155: We learn their way of handling thin
Page 156 and 157: Price receivedThe price received ca
Page 158 and 159: partnership with the Seller, the as
Page 160 and 161: In the light of this, one could say
Page 162 and 163: dependence. If managers were not ab
Page 164 and 165: ¥(¦§¨&©G§ªG¦(£(«¬¨$Z
Page 166 and 167: Seller’ s products and concepts,
Page 168 and 169: forth between the companies. This h
Page 170 and 171: What I found even more interesting
Page 172 and 173: The Buyer sees that the interest fo
Page 174 and 175: decision to pursue a collaborative
Page 176 and 177: 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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