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Factors for maintaining successful business partnerships A case study of the construction equipment industry Authors: Albin Atzmüller, International Sales & Marketing Michael Sundblad, International Sales & Marketing Sylvia Kamande International Sales & Marketing Tutor: Prof. Engelbert Weiss Subject: Sales & Marketing Level and semester: Bachelor's Thesis, Spring 2011

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Page 1: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

Factors for maintaining successful business partnerships A case study of the construction equipment industry

Authors: Albin Atzmüller, International Sales & Marketing Michael Sundblad, International Sales & Marketing Sylvia Kamande International Sales & Marketing

Tutor: Prof. Engelbert Weiss

Subject: Sales & Marketing

Level and semester: Bachelor's Thesis, Spring 2011

Page 2: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Page 3: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Abstract

As organisations try to emerge from the recent economic downturn, they attempt to enter different markets to decrease their dependency on their core market. Due to high costs in R&D and the risk of failure, organisations try to sell the core components of their products to business partners who can incorporate these components into their own offering. Using a qualitative research method, we studied the case of TACHI as a player in the construction equipment industry. The purpose of the research was to find factors for maintaining successful business partnerships within this industry and also the role of co-branding in these business partnerships. After analysing the results of our study and reflecting on the theoretical framework, we concluded that operational compatibility, and commitment and trust were considered as the key factors that were most important in making business partnerships work successfully. Interestingly, players in the construction equipment industry do not consider co-branding as a strategy for entering new markets. However, we discovered a new phenomenon, which is informal branding, and we recommend this as a topic for future research. !

Key words: business partnership, industrial branding, co-branding,

ingredient branding, informal branding, construction equipment

industry, and component sales.

!

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Page 7: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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The recent economic downturn of 2008 and 2009 dawned a new era of conducting

business. Customers cancelled orders and the demand for industrial machines

decreased rapidly. As a result, manufacturing organisations struggled to sell their

finished products to release tied-up capital ("'+%>/00G!F=JN9G!LIMM). Drastic measures

such as cutting costs in all possible areas were taken. Emphasis was laid on

maximising sales on the entire product portfolio as opposed to focussing on just core

products. Other areas like reducing research and development (R&D) costs as well as

dropping non-profitable product lines and ploughing the cash from selling them into

profitable products were left out. It became clear that manufacturers were highly

dependent on dealers and distributors, and as a result capital was tied-up in stock of

finished products.

As a result of the economic downturn manufacturers across the globe are proactively

re-strategising their business goals to stay competitive (Meyer, 2009). They

incorporate the latest technologies and focus on consumers’ demand for total-value

(Meyer, 2009). In the construction equipment industry alliances and other forms of

business partnerships have become a norm to help organisations capture larger market

shares as well as stay ahead in technology. Manufacturers are changing their

operations by looking outside their organisation for strategic business partnerships,

such as becoming suppliers of components to other manufacturers (Gibbs &

Humphries, 2011). This enables suppliers to penetrate newer markets, receive

contribution to cover R&D costs, and increase the turnover of their product lines.

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reducing risk, shortening product development time, and enabling organisations to

focus on their core products. To make business partnerships work effectively, several

factors need to be in place (QA.!/%! #05G! LII^_. When using components from other

manufacturers, there is also the question if these components should be branded and

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high

External

low

Internal

Potential volume to sell

?

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yes yes yes

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Page 74: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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ROI

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Page 75: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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yes yes yes yes yes yes yes yes yes

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Page 76: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Page 77: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Page 79: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Page 80: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Page 81: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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Company Country Position Question 1

1 Movax Finnland Marketing construction

2 Jean Lutz France DEA soil testing, soil treatment

3 VF Venieri Italy construction

4 Ripamonti Italy drilling machines

5 Bauer Germany Manager Sales construction

6 Sandvik Sweden Projects & systems manager construction, recycling, tunnel, quarying

7 MAIT Italy Area manager civil construction equipment

8 Comacchio Italy Sales drilling

9 Soilmec Italy Marketing director construction, drilling machines for foundations

10 Beretta Alfredo s.r.l. Italy drilling

11 Fraste Italy commercial department drilling

12 OMD Depalo Italy export, marketing aftermarket spareparts for hydraulic hammers

13 Massenza fu giuseppe Italy sales geological studies, water wells

14 IMT Italy Sales & export piling

15 Geax Italy Sales manager drilling, piling

16 TesCar Italy sales drilling

17 Core group / everdigm Italy / Korea

reseller earth moving, crushing, drilling

18 Caterpillar hydraulics marketing consultant earth moving

19 Komatsu Italia Italy / Int. customer database & statistic specialist

earth moving, road construction

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Page 82: Bachelors'thesis - Factors for maintaining successful ...425172/FULLTEXT01.pdf · Factors for maintaining successful business partnerships A case study of the construction equipment

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1 Vibrators, to install profiles & tubes in the ground

10 - 20 Mio. !, customer has excavator himself

Finnish manufacturers association

25% of total machine cost is the equipment, rest is excavator

2 testing equipment, software; no drills, equipment is mounted on other drills, therefore sold to drill manufacturers

60 employees equipment, hardware, software

3 manufacture whole product we are a good drop in the market wheel loaders, small excavators

4 reselling, manufacture small drills 100 own machines per year small drills

5 bauer spezialtiefbau: construction; bauer machinen: manufacturer of drilling rigs, etc.; bauer resources: gas, oil industry

stock market Verband deutscher Maschinenbauer

do as much as possible self or within the group

6 drilling rings, crushers, quary 1000 drilling rigs, 500 big ones VDM (germany)

7 foundation equipment 200 mio ! whole machine

8 small & medium sized best year 250, now 150; 150 machines running in sweden currently

whole machien

9 piling, foundation best: 700 machines; 350 Mio ! mechanical manufacturers

upper part, frame

10 small drilling machines ADC

11 water wells 15 - 16 Mio. ! Italian waterwells association

12 copy spare parts from original 30 employees, 5 Mio ! conf industrial

13 everything around drill, spare parts roughly 10 of the big machines

14 huge machines 200 in 2008, 70-75 2010, 100-120 2011

drilling rigs

15 drilling rigs 20 / year drilling rig

16 drilling, pile foundation, cranes, soil investigation, Small & medium machines

2006: 80, best year drills

17 300 employees in korea factory reseller in italy

18 building machinery 40 Bil. $ NYSE

19 building whole machine 1000 machines in italy, best: 4000

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Question 5 Question 5 a Question 5 b

1 hydraulics

2 own R&D

3 engine, tire, hydraulics; try to have multiple suppliers on small parts to have price war (min. 2-3)

4 engine, ,,,

5 do everything within the group, privacy

engines, hydraulics

6 CAT engines, buy engine based on geography (scandinavia: volvo, germany: deutz)

7 buy cat engine

8 one unique place, have control engine: deutz, john deere

9 30y ago everything inhouse engine, hydraulics, CAT cabin, crawler, will be more in the future

10 make design, produce deutz/perkins engines; 1/2 of machine bought

11 European & italian suppliers 35% bought; engine, hydraulics

12 parts are outsourced to be produced, max 50% finished in order to keep key competence

13 drill tube is bought mud pump self made atlas compressor, iveco truck, engines bought; truck according to customer wants

14 arm, rig base: cat, hitachi since 3 years, from now on own base

15 base hitachi

16 see little competition in small & medium machine market

hitachi base for big, bobcat base for small

17 sell just drill complete, rest of equipment without machine

18 want to have everything own branded

19 tires, buckets, hydraulics

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Question 6 Question 7

1 no exclusivity, non-binding, working relationship, win-win, r&d and technical support

2 outside systems to be included (GPS, ...) technical information in time to be able to adapt to that

3 try to differentiate, produce just design & frame, buy rest quality, price, reliability, life-time

4 relationship, deliver on time (due to order on short notice)

5 small components on time delivery, precision, quality, service, price, have win-win, recommend each other

6 some, not specified international partners, global network, good channels, quality, environmental friendly, shared R&D

7

8 no want quality, european components

9 will be just the brain in the long run; difficulty now with upper part of machine: technical reasons, they build cranes too

quality management, frequent quality checks, no r&d shared

10 quality, West European, suppliers, buy from local dealers because of low volume)

11 trust, quality

12 experience, reliability, exclusivity

13 might be interesting for AH; main future market: africa, south america quality, flexibility, warehouse to have short delivery times, well known, trust, technical knowledge, able to create a better offer to the specific customer

14 inhouse machine in the future, due to annual yearly forecast of demand spontanious, cat wants yearly plan

15 yes, flexible delivery time

16 base machine fit, technology, reliability

17 availability, short delivery (esp. with curshers, 2 weeks)

18 NOTHING quality, flexibility, strong reliable partner, sell OEM solutions in the department within the group

19

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Question 8 Question 9 Question 9 a

1 open for possibilities understanding, discussing yes, definitely

2 no contract, work together with agents no influence, it’s fine that way - small player, just extra equipment

yes, especially to enter new markets

3 long term relations, but no contract signing have influence, try to have 2-3 suppliers on small parts to have price war

4 yes, if it helps not much, payment is a big problem in italy - it takes time to get money from customers

5 depends, but open matter of volume, future value important

6 long we are a big company

7

8 long, costs of changing

9 continuity control in the partnership

10 monthly orders, no formal contracts

11 small, not possible with big suppliers partly, yes

12 not yet, go that way in the future to get new markets seem to have lots of influence key partnership important, only way to sell more

13 flexiblity offer together, work together be there for customers

14 independence, identity lost

15 plan how many to buy/year; can easily change supplier

none, small & comfortable yes, increase partner’s portfolio

16 if price/quantity fits, yes; not exclusive not much as small customer

17 yearly contracts, have exclusivity with everdigm

18 top influence

19 5y contracts between komatsu and komatsu italia discussion possible get that from HQ

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Question 10 Question 11 Question 12

1 presence in target country, support, knowledgeable

yes, definitely

2 new markets, time saving, ROI is important reputation, presence in market, reliability yes, already done; good to use pull as well

3 not possible alone out in the market quality, price, reliability, life-time no

4 makes growth possible finance options yes, if it helps, done before

5 regulations (china, brazil, ...), geography, be near to customer, globalisation

contract, credibility, fit, make investments, financial health

not doing that; just if it enhances the value to sell more

6 globalisation, bigger market, shared R&D good distribution network, quality yes, happily

7

8 quality, not price is imporrtant no

9 strong brand, quality, able to have more or less production capacity (difficult to fire people in italy)

quality no, own brand strong enough; fit is important

10

11 no

12 grow, start to be known more; new markets

quality, exclusivity yes, be known, advertise for each other

13 brand, presence, support, offer what customer wants

communication, strong logistics do co-brand, like it

14 quality, makes sales easier spontanity, availability when order comes in not branded to keep identity; cat helped to ensure quality, but they have quality themselves too

15 no must to produce self, well known, easy to sell, they provide service worldwide, strong brand

quality yes, happy with that

16 price, continuity, same quality for customer

do it, partly, customer gets confused

17 test 3 months (crushers) no, just everdigm

18 stable source, capture bigger markets more cooperation with R&D no co-branding

19 get into more markets no

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Question 1 Question 1 a

Esbjörn long-term, win-win, top management commitment, structured relationship, strategic fit; max 30% of value bought from 1 supplier

Tony trust, personal relationships (brings trust), good understanding of the partner’s business, open book policy, competent, quality product

operational compatibility 1, trust 1, strategic fit 3, ability to communicate 2, interdependence 2, commitment 1

Arne buyer’s business model and concept trust 1, strategic fit 5, operational compatibility 4, commitment 1, interdependence 3, ability to communicate 2

Malcolm highly relevant: specification, price competitiveness strategic fit 2; operational compatibility 2, commitment & trust 2, ability to communicate 2, interdependence is part of strategic fit

Jonas brand will be obvious, image should not be diluted; win-win-win, should be complement to regular operations, both add value to the partner

commitment & trust: 1, strategic fit 3, long-term (partnerships last even longer than strategies), operational compatibility 5

Fredrik TACHI should be commited to their partnerships and be consistent with the business activity. Throughout good times and bad.

Strategic fit 1, commitment 2, communicate 4, trust 4, operational compatibility 3, interdependence 5.

Christopher,

purchasing

good communication, technology, understand the other’s language (technical, understanding each other

Commitment, trust, operational compatibility, interdependence, strategic fit

Gunnar, MD product fit, cooperation on technical level, price level - high technical & quality,

Magnus,

Technician

product, reliability, knowledge & knowhow operational compatibility 1, strategic fit 3, ability to communicate 5, interdependence 2, commitment & trust 4

Roger, MD not possible for small companies due to finace; avoid expensive development, get product with higher quality

trust & commitment

Mari, sales trust, call and say how things are at the moment (delays, etc), ability to communicate

trust 1, ability to communicate 2, commitment & interdependence 3, strategic fit 4, operational compatibility 5

Sven-Erik,

purchasing

commitment, trust, communication trust, commitment, ability to communicate 1, rest low

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Question 2 Question 3 Question 3 a

Esbjörn 3y+; long-term; reason: big volume & revenue; investing in interfaces and adaption

little flexibility possible, willing to adapt, maybe 50/50 possible; terms & conditions are given and strict

yes, would even require it if they are unhappy; offer sales tools and material

Tony long term (3-5y), means more commitment from both parties

strive for 50/50 - partner is specialist, seller needs to rely on the market, field & product of partner

yes, help promote, maybe in a different channel

Arne long term, first agreements; short term: orders

depends on contract, not too much as it creates business risks

just info on how to sell product benefits

Malcolm long term (2-3y), customer might look for flexibility --> long term relationship

customers are experts in their markets, so input just if seller could add value

not in OEM, not really

Jonas long term agreements, contracts sometimes for each machine

want to have lot of control, big influence on end result as customer base is very related to existing

support with own channel, increase global footprint, aftermarket is important

Fredrik Start with short-term (one order to one year) and than long-term (3 and up). Do not go LT to quick.

The influence should be high and the partnership must be profitable.

No, TACHI can help with network connection globally, but not help with sales support.

Christopher,

purchasing

long term some control, aftermarket and spare parts are vital

yes, technical information, help how to sell the technology

Gunnar, MD long term (because of sharing info), contract, confidential

high, mutual, 50/50, yes, network, help to sell the technical aspect of ingredient

Magnus,

Technician

short term (1-2 y), currently nothing 50/50, yes, network

Roger, MD long term, 3-5y; nothing at the moment, but will come soon

just buy standard product, little to no influence on how it looks like, but easy to adapt to that, just warranty has to be minded, so that it is not lost

yes, network abroad, use already the same dealers in sweden

Mari, sales short term (1-2 y), no idea of current would love more, but TACHI is big --> difficult to get more

yes, discussion

Sven-Erik,

purchasing

long term, but not too long - and rather no limits on how many units need to be bought, currently for individual projects

compatibility & quality are important, small player with standardised product - no influence

yes, use network

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Question 4 Question 5

Esbjörn allows for investments in people, machines, technology; makes planning and developing possible; income stream makes investments feasible; no need to fight for every order; win-win will enhance the brand value; increase support in product development

framework agreement, business plan, forecasted volume, keeping promises & fulfilling targets, top management should frequently meet (yearly) and be committed to the partnership and agree on common plans

Tony reduction of cost, free up resources quality, delivery, cost (QDC);

Arne business development in any way; increase turnover on product line, proper business concept, planned usage of part, is part suitable for the application

Malcolm market & segment extension, incremental revenue, new segments & business opportunities the seller would not get into themselves; risk reduction due to knowledge & expertise of partner

reasonableness in requests, understanding each other, give and take; time to build up trust, mutual respect

Jonas increase competitiveness, keep competitors out, focus on core competencies and abilities, be able to offer wider product range to the same customer base with short time to market, develop markets by using external resources

legal constraints (due diligence), feel comfortable, healthy business, considered as premium provider in their market

Fredrik Increase sales volumes. Not just transactional elling but long term relationship.

Leverage, ability to pay bills. And that they can cover the aftermarket.

Christopher,

purchasing

More profitable and shorter way to go in bushiness A contract or similar and a good feeling

Gunnar, MD stronger product, unique, advantages of partner, confidental contract, competitive, exclusivity, conflict of interest

Magnus, Technician Swedish, good to do business with own culture delivery times

Roger, MD not possible alone as a small company, Brand value, brand awareness, aftermarket sales support is good

the good brand is already good sign of trust, good to have a contract

Mari, sales bigger markets, knowledge of partner keep promises, provide information on changes

Sven-Erik, purchasing get continuously developed component, good quality, brand name product development, good communication, lead-time

)

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Question 6

Esbjörn yes, if: benefit is seen, good product --> spin-off; not competing with other products and relationships; No: ethically questionable (military), political issues, distribution or what is allowed according existing agreements; would like to see “powered by TACHI” more often

Tony first priority: own branded: promotes own brand, ; depends on industry, drilling does not need branding, partner’s brand might be more beneficial; whichever supports the market best

Arne matter of product liability, lawyers sue the biggest company who is incorporated in the machine; business risk

Malcolm depending on customer and application (how buyer transfers the brand; would the brand benefit, what is the risk for the brand); TACHI inside would be good

Jonas powered by TACHI: for DALIA, when it helps in advertising; co-branding in general: Not in TACHI, sensitive due to brand-ownership; maybe using some local brands, owned by TACHI

Fredrik yes, powerd by TACHI

Christopher, purchasing no comment

Gunnar, MD yes, depending on market, be a stronger team together,

Magnus, Technician no, TACHI doesn’t want to

Roger, MD no, this supports the own products and avoids confusing the customer. design makes it anyway easy to recognise

Mari, sales no, but everybody knows anyway by design

Sven-Erik, purchasing no, well off alone

)

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!""#$%&'(=(* ;-0$1>5-4#%(#4"&-&?08(%0,0((

+4"5-,0$,(>0?,5-1(>5-(40&$,0&$&$@(7A1&$#11("0-,$#-16&"1(

S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10

strategic fit Win-Win Win-win, service

environmental friendly

buy locally

Operational

compatibility

life-time, quality, price

deliver on time quality, price, time

quality quality quality management

quality

Ability to

communicate

working relationship

technical information in time

relationship

Inter-

dependence

R&D, technical support

recommend each other

shared R&D, network

no shared R&D

Commitment

& trust

non-binding, no exclusivity

reliability European component

European supplier

) S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

strategic fit well known, create better offer together

fit

Operational

compatibility

quality experience quality, times, flexibility, knowledge

spontaneous, no yearly plan

delivery time technology availability, time flexibility, quality

Ability to

communicate

Inter-

dependence

Commitment &

trust

trust reliability, exclusivity

trust reliability reliable

)

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V 1 V 2 V 3 V 4 V 5 V 6

strategic fit win-win, long-term, strategic fit

business model and concept

win-win-win, add value to partner, brand image, dilution

Operational

compatibility

quality, competent price competitiveness, specification

complement to regular operations

consistent with business activity

Ability to

communicate

structured relationship openness, personal relationship, understand partner’s business

Inter-dependence max. 30% from 1 supplier

Commitment & trust top management commitment

committed

) S 1 S 2 S 3 G 1 G 2 G 3

strategic fit

Operational

compatibility

technology cooperation, high quality - high price, product fit

knowledge & know-how higher quality

Ability to

communicate

good communication, understanding each other's language

call when delays, communicate

communication

Inter-dependence not possible alone, avoid R&D

Commitment & trust reliability commitment, trust

!@-##4#$,(,&4#(

S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10

open open for possibilities yes, if it helps depends, but open continuity

none no contract, use with agents long term relation, no contract

short-term

long-term long long, costs of changing

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S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

open not exclusive, price fit

none monthly orders, no formal contracts

flexibility

short-term 1y forecast switch supplier yearly contracts, exclusivity

long-term yes, market entry

V 1 V 2 V 3 V 4 V 5 V 6 S 1 S 2 S 3 G 1 G 2 G 3

open

none

short-term (2-3y) flexibility

short term (1-2 y)

short term (1-2 y)

long-term 3y+; volume & revenue; investing in interfaces & adaption

3-5y, commitment from both parties

long term, first short term agreement

long term Start with short-term (1y) and than 3+

long term long term: contract, confidential

3-5y long term, rather no limits and forecasts

(

+$>8A#$?#(

S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10

High influence, 2-3 suppliers volume big company control

Low no influence not much

50 / 50 understanding, discussing

S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

High seem to have high top influence

Low small, not possible independence, identity lost none not much

50 / 50 offer together, work together

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V 1 V 2 V 3 V 4 V 5 V 6 S 1 S 2 S 3 G 1 G 2 G 3

High lot of control, big influence

high influence, profitable

Low not too much

input just if it adds value

no influence

difficult to get

no influence

50 / 50 50/50, strict terms & conditions

50/50 some control, distribution

mutual, 50/50

50/50

3#88&$@(1A""5-,(

S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10 S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

Yes yes yes yes only way to sell more

be there for customers

yes

No

network

technical

information

selling

strategies

discussions

pressured

support

V 1 V 2 V 3 V 4 V 5 V 6 S 1 S 2 S 3 G 1 G 2 G 3

Yes yes yes just product info support yes yes yes yes yes yes

No not in OEM No

network different channel

channel network network network network network

technical

information

material technical info

technical aspect

selling

strategies

sales tools promote how to sell product how to sell product

discussions discussion

pressured

support

require even if they are unhappy

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!%.0$,0@#1(5>(1,-0,#@&?("0-,$#-16&"1(

S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10

Market penetration new markets not possible makes growth possible globalisation, regulations

bigger market, globalisation

ROI ROI

Value chain be near to customer additional production capacity

shared R&D time saving shared R&D

brand quality quality, strong brand

culture

S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

Market penetration new market bigger market

ROI

Value chain provide service worldwide

shared R&D offer what customers want

brand market awareness brand, presence, support quality, makes sales easier

well known strong brand quality, continuity, price stable source

culture

V 1 V 2 V 3 V 4 V 5 V 6

Market penetration market extension, new business opportunities, risk reduction

wider product range

ROI reduction of cost, free up resources

incremental revenue increase sales

Value chain planning & developing

shared R&D support in R&D business development competitiveness, create barriers, time to market

brand win-win will enhance brand value

long-term relationship

culture

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S 1 S 2 S 3 G 1 G 2 G 3

Market penetration shorter way to go in business not possible alone bigger markets

ROI more profitable

Value chain stronger product aftermarket sales support

shared R&D unique, advantages of partner

knowledge of partner

continuously developed components

brand brand value, awareness good quality, brand name

culture do business with own culture

!11A-0$?#1(>5-(,-A1,(

S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10

Commitment &

stability

support, knowledgeable

reliability life-time, reliability, price

finance options financial health, contract, fit, make investments

brand reputation quality quality quality

delivery

distribution presence presence distribution network

S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

Commitment & stability exclusivity communication test equipment cooperation with R&D

brand quality quality

delivery availabilityspontaneity

distribution strong logistics

V 1 V 2 V 3 V 4 V 5 V 6

Commitment &

stability

agreement, business plan, frequent meetings, keep promises & fulfill targets, common plans, forecasts

cost business concept, usage of part

understanding each other, mutual respect

feel comfortable, legal constraints, healthy business

pay bills, leverage

brand premium provider

delivery delivery reasonableness in requests (ordering)

distribution cover aftermarket

S 1 S 2 S 3 G 1 G 2 G 3

Commitment & stability good feeling, contract exclusivity, conflict of interest, contract contract keep promises communication, product development

brand brand

delivery delivery times lead time

distribution

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S 1 S 2 S 3 S 4 S 5 S 6 S 7 S 8 S 9 S 10

Yes yes yes yes just if it enhances value yes

No no no no

stronger together

confusing for customer own brand strong enough

better to support own products

design is enough

powered by

sensitive due to brand ownership

business / brand risk

S 11 S 12 S 13 S 14 S 15 S 16 S 17 S 18 S 19

Yes yes do co-brand yes yes

No no not no no co-branding

stronger together advertise for each other

confusing for customer keep identity confusing customers

better to support own products

design is enough

powered by

sensitive due to brand ownership

business / brand risk

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V 1 V 2 V 3 V 4 V 5 V 6 S 1 S 2 S 3 G 1 G 2 G 3

Yes yes depends on market

depending yes yes

No product liability

no no no no no

stronger

together

benefit, not competing products

be stronger together

confusing for

customer

confusing customer

better to support

own products

supports own product if not done

design is enough design makes it easy to recognize

everybody knows design

powered by powered by TACHI inside

powered by powered by

sensitive due to

brand ownership

not allowed due to existing agreements

sensitive due to brand ownership

business / brand

risk

business risk, product liability

risk for brand

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