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

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The following chapter, number five, is the first of the two chapters that describe theempirical case of the study. Chapter 5 contains a description of the studied industry, thecompanies involved and the specific carachteristics of the focal dyad in the marine industry.87
5. A DESCRIPTION OF A BUYER-SELLER DYAD IN THEMARINE INDUSTRYThe following chapter is a description of a buyer-seller dyad in the marine industry. Theseller is a diesel engine supplier for ships and power plants world-wide. The buyer is acruise ship owner and operator. In order to maintain the confidentiality of the companiesand the people involved in the study, the company names are replaced with “ the Buyer” and“ the Seller” throughout the text, when referring to people the reference is buyerrepresentative 1, 2, 3 (BR1, BR2), and seller representative (SR1, SR2…) consequently.The numbering of the respondents follows the order of the interviews (see Appendix 1) sothat BR1 is the respondent to buyer interview 1 and so forth. When a person is not arespondent his/her name has been replaced with NN.The chapter starts with a description of the context where the two parties are operatingi.e. the world ship building industry, the cruise industry, and the marine diesel industry,followed by a detailed description of the focal dyad, a description of the interface betweenthe companies.5.1 The contextThe shipbuilding industry is said to be a conservative industry, a business with an annualgrowth of only 2-3 % globally. The main players on the market are shipping companies thatoperate ships and shipyards that build ships. The business is volatile, characterized bybusiness cycles, waves of building specific ship types (e.g., tankers, cruise ships, containerships). The waves depend on general world economic cycles, on speculation within thedifferent industry sectors, and on transport demand. Due to the volatility of the market it isvital for suppliers in the industry to be able to predict the current wave, in order to have theright products and the right kinds of engineering in place at any given time. For thecompanies that are not able to catch the wave, growth figures will be likely to remain below3 %, even on the negative side, while a company that is successful in predicting a wave islikely to reach higher growth figures than the general industry growth.There has been a container ship wave going on during the last years that is stillcontinuing (2003-04). This has to do with the great amount of production of goods in Chinaand other parts of Asia that are transported to other parts of the world. One prediction forthis wave is ships for transporting gas due to the increasing focus on environmental issues inenergy production. After the gas ship wave there might be a cruise ship wave in turn; this alldepends on the general world economy. Currently there is a disadvantage for building cruiseships in Europe due to the strong euro and weak dollar.88
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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
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
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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
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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 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
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Page 138 and 139: Seller. At present there are three
Page 140 and 141: 15 - a factor that should not be ne
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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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