Developing Competences Designed to Create Customer Value
This paper focuses on how small, specialized suppliers can gain competitive advantage by acting as a potential for their scale intensive producing customers in achieving competitive advantage. Of special interest is how a shared under-standing of ‘value’ for the customer is obtained, transferred and implemented in the specialized supplier’s production of process equipment. The study draws on theory on networks and specialized suppliers as well as interviews with key in-formants in three specialized supplier companies for the aluminum industry. An important finding is that the constellation of the specialized supplier’s network changes as the project moves from planning to production. With these changes, the role of specialized suppliers in the value creation process also changes. It seems to be an important competence for small, specialized supplier to be able to draw on and manage this network in their value creation process.
|Date of creation:||Mar 2006|
|Date of revision:|
|Contact details of provider:|| Postal: Niels Bohrs Vej 9, 6700 Esbjerg|
Phone: (+45) 6550 1000
Fax: (+45) 6550 1091
Web page: http://www.sam.sdu.dk/ime
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Pavitt, Keith, 1984. "Sectoral patterns of technical change: Towards a taxonomy and a theory," Research Policy, Elsevier, vol. 13(6), pages 343-373, December.
When requesting a correction, please mention this item's handle: RePEc:sdk:wpaper:68. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Ulla H. Oehlenschläger)
If references are entirely missing, you can add them using this form.