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

More documents

Recommendations

Info

elationship and the people interacting in the partnership something has been created thatcould be called a possibility space. This is a certain slack, a space created by a sharedhistory resulting in trust and commitment, and a positive outlook for the future.Alhough conflict and the effect of conflicts, on the development of the relationship were notthe focus of this study it seemed strikingly clear from the case that conflicts can be apositive force for the relationship. Therefore I would like to devote a few words to thenotion of constructive effect of conflict. Gadde and Snehota (2000) argue that as companiesget more involved with each other they get more interdependent. With greaterinterdependence the possibility of conflicts of interest gets more likely. However, conflictsare not seen only as negative; instead, conflict can be seen as a prerequisite for innovationand creative development. There have been instances in the relationship between the Sellerand the Buyer where the parties have failed to exploit the potential that lies ininterdependence – episodes where the potential for value co-creation was lost for themoment, but can in retrospect be seen as constructive forces in the development of therelationship.When the Buyer took the decision to start building up its own riding crew for serviceand maintenance the Seller lost a considerable part of its business in the US. The incidentillustrates how the chance for value co-creation was lost because the parties could not find away to exploit each other’ s resources effectively. The Seller was not willing to offer whatthe customer wanted, and the Buyer was not willing to accept what the Seller’ s offering.However, in retrospect the riding crew incident has been a force that has pushed the Sellerto develop the offering and can be seen as constructive in a longer perspective.“ Frustration was a big element in the decision in 1998 when the Buyer created theirown riding crew. The conflict was between… it was money that we discussed. Wewanted a certain amount for keeping a person there and this we wanted to include intoa maintenance agreement. (… ) So this is where the conflict came from” . (Interview:Seller 9)Another episode were the constructive force of a failure in the relationship could beseen as a constructive force is when the Buyer chose to install gas turbines, provided by acompetitor, on their ships at the end of the 1990’ s. At this time, although they already had along history of using the Seller diesels, they wanted to try out the new gas turbinetechnology, which at the time was new in the industry and supposed to be moreenvironmentally friendly. Simultaneously the Seller was still developing theirenvironmentally friendly engine and had not yet released its new technology - a technologythat they managed to release only days after they lost the Buyer deal to competing gasturbines.135
The figures below summarise the development of the partnership with arrows and circlesdemonstrating the connectedness and causality of events.´ ¥ Ñ ª Í Í Í ¢ ´ Í ªÉPÊ ´ ¥B©PË ¥ Ñ ¬2Ò¨¥ ª Í ¢¡ÚÒ¡¥B© ¤Ñ Í ¢
Page 1 and 2:
Birgitta ForsströmValue Co-Creatio
Page 3 and 4:
VALUE CO-CREATION IN INDUSTRIAL BUY
Page 5 and 6:
CIP Cataloguing in PublicationForss
Page 7 and 8:
Suokannas and Annica Isacsson my de
Page 9 and 10:
3.3 The use of the value concept in
Page 11 and 12:
7.2.1 Price as a benefit and a sacr
Page 13 and 14:
Figure 8.1: Interdependence, involv
Page 15 and 16:
81. INTRODUCTIONEconomic theory rel
Page 17 and 18:
Portfolio management and key accoun
Page 19 and 20:
value - ways to understand and thin
Page 21 and 22:
creation in a world of relationship
Page 23 and 24:
Möller and Halinen-Kaila (1999) cr
Page 25 and 26:
Value of a Relationship: When discu
Page 27 and 28:
1.3 Outline of the studyThe study s
Page 30 and 31:
in such relationships, and on how t
Page 32 and 33:
2.2 Research approach“ Human gras
Page 34 and 35:
“ In case study both the research
Page 36 and 37:
interview ended up being different
Page 38 and 39:
simplifying and combining observati
Page 40 and 41:
the purpose of why it is studied an
Page 42 and 43:
started paying attention to issues
Page 44 and 45:
The analysis of the material was an
Page 47:
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
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 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 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
Page 178 and 179: years to come. Consequently the par
Page 180 and 181: €‚ƒ‡ ˆ„~„| }~different
Page 182 and 183: Question 1: How is the value concep
Page 184 and 185: exists, the value co-creation poten
Page 186 and 187: partnering and cooperating are so o
Page 188 and 189: process of analyzing the material s
Page 190 and 191: Barney, JB. (1991). Firms resources
Page 192 and 193:
Forsström, B., (1998). Trouble & S
Page 194 and 195:
Katz, M & Shapiro, C (1985). Networ
Page 196 and 197:
Shapiro, B.P., Rangan V.K., Moriart
Page 198 and 199:
Interviews:Interview: Buyer 1Interv
Page 201:
Relationships between buyers and se
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?