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

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started paying attention to issues relating to inconsistency between rational argumentationand provable facts on one hand, and the actual feeling or atmosphere of the relationship onthe other. Sometimes there had been considerable problems with a delivery or a product, butstill the customer was quite satisfied. At other times there seemed to be no way for thesupplier to make the customer happy: no matter how well they performed technically, thecustomer would complain. It seemed as if people, irrespective of whether they acted onbehalf of a company in a specific role, often based their opinions much more on intuitionand feelings than on rational, logically reasoned facts.The working experience of carrying out the above-mentioned interviews awakened myinterest in relationships and, more specifically, in relationships between suppliers andcustomers on industrial markets. In such a context people act on behalf of a company, butstill put a lot of themselves into the formalized relationship. This usually happens becausethe relationships tend to be long term in nature. Actually it seems that the people involvedstart being more and more personally involved in their business relationships. Theirbusiness partners become their friends over the years, and their business life and personallife start to intertwine. Why it is of relevance for the study to mention this is that Ipersonally, with the experience I have, feel that people and personal relationships have agreat impact on business relationships. It is important that this is said because thisconviction has certainly guided my research process and the things I tend to pay attention towhen I act as a researcher. This also influences my choices of case for the study and thethings I choose to discuss in my interviews.The fact that business relationships seem to a great extent to rely on personalrelationships and that the smoothness of business interaction often depends on theindividuals involved is obviously a great risk for the company in question. As aconsequence of realizing this, I started to take interest in organizational issues – how themanagement of important customer relationships should be organized so that the abovementionedrisk would be minimized. The idea was that if there were standardizedprocedures and management models for the management of such customer relationships, thesuccess and continuation of them would be less dependent on single individuals and theirrelationships. At this point the BIG question seemed to be how companies should organisetheir customer relationship management so that it would be less dependent on individualsand less of a risk for the company. This is where I started the actual Ph.D study. Initially thefocus of interest was on organizational issues, but as I got familiar with the thoughts of theIMP school and received comments on my proposal, it gradually became evident that Ishould do something that would be in-depth and exploratory, as I have good access to acompany with a number of interesting relationships to study. Gradually the decision to35
conduct an exploratory study – to focus on the abstract phenomenon of “ value” and furtheron “ value co-creation through interaction” was clarified.Building of a conceptual understandingDuring the stage of building up the conceptual understanding of value and value cocreation,it became clear that “ value” has been studied quite extensively within marketing,but that the concept has been used quite narrowly. Most often “ value” has been directlyconnected with money. I became increasingly convinced that there is more to “ value” thanmoney, and that this is in fact what I have been seeing and observing during my talks withcustomers and suppliers. Thus the challenge was to design a study where I could revealsome of the more interesting aspects of value.Data gatheringThe data were gathered between September 2003 and May 2004. The aim of the interviewswas to discuss the relationship between the buyer and the seller, the interaction that hadbeen taking place previously and the status of the relationship at that time. Moreover theinterviews concentrated on discussing perceptions of value and how value is co-createdthrough interaction. In addition to the interviews I took part in meetings between the buyerand the seller, one quarterly meeting at the Seller’ s local US office and two PartnershipSeminars. During these meetings I took notes and made observations, both of which shouldbe regarded as important ingredients of the empirical data for the study.Each interview has given a different view and picture of the relationship.Nevertheless, each interview has contributed to a more holistic understanding of therelationship - each interview should be seen as a piece of the puzzle contributing a moreinformed construction of the phenomenon under study.^`_ a©b c>d efhgih_ jhk©l fl mhn¤d ohaWphqhc©lrv¤eq9u ld qhd lka3wl mb fha§iUd owUcUatle©mfa_ cUd qmf§l mhnjhsd oUaWc>d ef9la©f_ ocUd _ eUrUd eh_ a©f1l mUd a_ k©lahxcx¤ld o{ ahklc©lj9m¤jsd oa1e©mf©a_ cUd q9mf9l mhn{u ioa9mjta9mqq9mhfWp©e©l u fl mhnWeijs_ l m>s j_ tq9mUd cs _ jtypjhd od oaljs9d oUaWc>d ehf9la©fWioa9mjta9mqq9mfrj9mUra9iUd eq9uUe©mf©a_ c>d q9mf9l mUnjhsrhec>d j9t¤a_§qmfcheihiu la9_l a9mUd a_ l mna©q©rhoWmUax|l m>d a9_ khl axl ~§l mhqu>q9mUq§ughchlc>`€ mUd a_ ih_ ahd l mnmkq9u eaq9mf1l mUd a9_ q©rUd lj§ml mj9_ n©q9m©lcUqhd lj9mcax¤ld o¤qchu ln9oUd ugt¤j©f9ls la©f3wt¤j9_ aq d oax¤oUj9u afqhd q d_ b l mhf9eUcUd _ lq9u>peUga_ b cUa9u ua_ld ^3q9_ d lrhl iq9mUdj9pcUa_ khqd lj9m_ l }l m>s j9_ t¤a©frjmcUd _ erUd l j9mjhs§ld }l_ a9uqhd lj9mchol ic _z j©r©ehta9mUdq9mq9ugchlc zFigure 2.6: The data gathering process36
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 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
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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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ù õ ñ ù õ ó*ÿ¡ ÷£¢ ñ¤
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:: ]:: ]In normal cases the Seller
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the top 10 suppliers for the cruise
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6. THE DEVELOPMENT OF THE RELATIONS
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In 1997 when Mr BR9 got the positio
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The relationship between the compan
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” He (BR9) often talks about the
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With some years of experience with
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offering, the Buyer still sees the
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When the Seller realized that they
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we have a new development in the pr
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to serving the customers - the part
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” This is the most problematic ag
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• Optimize operations i.e. fuel o
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They also commented that the person
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6.7.5 Comments on internal issuesAt
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changes, and that the Seller would
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survey 14 that the Seller had condu
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uuuuuuu uuuuuuuuuuuuuuue¦f¨gh ijk
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Seller. At present there are three
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15 - a factor that should not be ne
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elationship and the people interact
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+ K !ñ ú ê ñ ê ö ë î ñ ï
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7.1 Perceived value as a prerequisi
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” 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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