The economic parts are such as cost and delivery; the behavior parts are such as trust and common history, communication, etc. The resources parts are such as product portfolio and innovation capabilities (Sharma and Joshi, 2008). The potential parts are to lead to a larger value network –bridging such as geographical presence and the position in the value network. In the part of creation and capture of intrinsic value, before a relationship establishment, the firms need to analyze the characteristics of their potential partners. It is a path to identify which set of relevant resources could be provided by a supplier alternatively. Such characteristics are recognized by the parties when the relationship is built up once.
The continuities of the relationship act as the source of interest among the customers. The intrinsic values are the set of benefits which belong to a firm coming from all the resources. The acceptance and reorganization value can lead to the choice and the maintenance of a certain supplier alternatively. It can also lead the selection and continuous progress of a particular buyer as a target of the supplier. There is a consistent characteristic of the intrinsic value. The intrinsic outcome considers all the analysis of benefits and sacrifices involved in the relationship between the buyers and suppliers. The outcome reflects the buyer’s willingness to pay and the opportunity cost of the supplier. The intrinsic outcome essentially goes in a one-way direction where the resources can generate benefits once the relationship goes ahead. Some relationships can spill over to other previously which is owned by a party. Such benefits may belong to the firm and develop a relationship with other business partners genuinely.