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

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and that is insane. We must be able to achieve greater efficiency, but in order for thisto happen we have to have suppliers that understand this and who understand us(Interview: Buyer 8)Joint business development“ Basically my view on partnership is that partnership is good. I believe that suppliers,major suppliers always can contribute a lot to us, and improve our productconsiderably. So I strongly believe in this. ” (Interview: Buyer 8)The Buyer considers that there are several opportunities to develop both organizations’businesses. An example that was brought up was the development of more fuel-efficienttechnologies. By cooperating and developing this together, and by using the Buyer as a testlab both could benefit.Another area where both organizations work is environmental issues. It is believedthat there are even more opportunities to come within this area in the future. Currently thereis said to be a dialogue between the companies on environmental issues. As mentionedearlier, the MMS concept is a product of cooperation between the Buyer and the Seller, andthere are plans to widen the scope of the MMS on the Buyer’ s fleet. There are also talksabout developing techniques for assessing actual deterioration of parts and widening thescope of the Seller’ s involvement in spare parts and inventory handling, something that Ireturn to later in this chapter.Price paidTo pay a price is a sacrifice that every customer has to make. However, there are differencesin degree of the sacrifice: if the price is seen perceived to be high, the sacrifice is most likelyperceived as big. On the other hand, if the price is perceived to be low i.e. a good price, thesacrifice is less severe. In the value co-creation framework price can be viewed either as abenefit or a sacrifice – something co-created - leading to a different, separate discussion thatI return to later in this chapter.Exclusive commitment to the Seller on specified itemsA sacrifice that the Buyer perceives in the relationship with the Seller is that they are,according to the cooperation agreement, committed to grant exclusivity to the Sellerregarding the buying certain specified items. This prevents the Buyer from economizing byapplying strategic sourcing and bargaining with different suppliers. This is a sacrifice that143
can be seen as inherent in a long-term partnership strategy with any counterpart, with thelogic of economizing in the long run instead of optimizing each transaction.Technological dependenceThe Buyer has a great number of the Seller engines installed on their ships; this creates asituation of a certain degree of dependence. The Buyer is dependent on the Seller ś supportin maintaining and operating the fleet and developing fleet operations into greaterefficiency. However, having a big number of the Seller engines provides opportunities foreconomizing in different ways if the dependence is managed and exploited in an optimalmanner.The risk of missing out on something provided by othersA sacrifice involved in commitment to one counterpart is that one might miss out onsomething that is provided by others. This is one of the inherent characteristics ofcommitment and a part of the trade-off assessment. In the case of the Buyer it has to beemphasized though, that the Seller is by no means the only source for ship power supply forthe Buyer.7.1.2 Value perceived by the SellerThe nine interviews with people from the Seller organization revealed a number of issuesthat were perceived as benefits and sacrifices associated with the partnership with theBuyer. The benefits and sacrifices summarized in the figure below are discussed in thefollowing sections.144
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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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argumentation alters the traditiona
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industries. Innovation is the sourc
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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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ecent book discuss how creating val
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not simply mutual dependence betwee
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interdependence is associated with
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“ organizational arrangements tha
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There is no simple or universal def
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The question of win-win in partners
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The following chapter, number five,
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The world cruise industry is domina
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Figure 5.2: The actors and the setu
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Page 102 and 103: :: ]:: ]In normal cases the Seller
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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
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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
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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
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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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