4MD3 Ch 2 Org Behvr PDF

Chapter 2: Organizational Buying Behavior 1  Chapter Topics Inside and outside forces influence organizational buying. In this chapter you’ll learn about: 1.The organizational buying process 2 ...

Chapter 2: Organizational Buying Behavior 1  Chapter Topics Inside and outside forces influence organizational buying. In this chapter you’ll learn about: 1.The organizational buying process 2  Chapter Topics Inside and outside forces influence organizational buying. In this chapter you’ll learn about: 2. The four main factors that impact organizational buying decisions 3  Chapter Topics Inside and outside forces influence organizational buying. In this chapter you’ll learn about: 3. A model of organizational buying behavior 4  Chapter Topics Inside and outside forces influence organizational buying. In this chapter you’ll learn about: 4. How knowledge of organizational buying enables marketers to make more informed decisions on product design, pricing and promotion 5  Understanding the Dynamics of Organizational Buying Market-driven firms sense market trends and work closely with their customers and vendors. This is crucial to: Identify profitable market segments 6  Understanding the Dynamics of Organizational Buying Market-driven firms sense market trends and work closely with their customers and vendors. This is crucial to: Locate buying influences within segments 7  Understanding the Dynamics of Organizational Buying Market-driven firms sense market trends and work closely with their customers and vendors. This is crucial to: Reach organizational buyers efficiently and effectively with an offer 8  Buying as a process Buying is a process, not an event There are various points in the process that are referred to as “Critical Decision Points” and “Evolving Information Requirements” It starts with “Problem Recognition” 9 Organizational buying process 2. General 1. Problem 3. Product Description Recognition Specifications of Need Organizational 5. Acquisition 4. Supplier Buying and Analysis Search Process of Proposals 6. Supplier 7. Selection 8. Performance Selection of Review Order Routine 10  1.Problem recognition Before anything is bought, most buyers need to be made aware of a problem. 11  1.Problem recognition Internally: A machine breaks down Someone needs to order an MRO product Someone recognizes an opportunity that can be captured by acquiring the product 12  1.Problem recognition Externally: More often than not, it is the salesperson who precipitates the need for a new product Advertising also can influence purchasing Many organizations use the Push/Pull Strategy 13  2.General description of need Once a need is recognized, the purchasing department works with the buying group to define what is needed by asking: What is the extent of the problem? What alternatives can solve the problem? Where can the solution be purchased? 14  2.General description of need Each small decision ultimately helps define the product specifications. Sometimes the supplier is involved if the supplier influences the sale (i.e., the supplier makes the buyer aware of the need). 15  3.Product specifications Often the question boils down to: 1. Is it a new task buy? 2. Is it a straight rebuy? 3. Is it a modified rebuy? 16  3.Product specifications Buyers try to be objective and consider many ideas. Professional sellers try to influence this decision as early as possible in the buying process—if they can! 17  3.Product specifications This is important because it often determines how the contract is structured and the specific wording that it uses. 18  4.Supplier search Who will be the supplier? The creating influencer has a lot of say about the choice of supplier. If a salesperson creates the need, often the specs are written so that only the salesperson’s organization is able to fulfill the contract. In established businesses, often only preferred vendors are considered. 19 5.Acquisition and analysis of proposals This step occurs only when the buying organization lacks adequate information to make a decision. 20 5.Acquisition and analysis of proposals Proposals are presented in detail often by a team engineers, users and purchasing agents. Successful proposals determine the supplier. 21 5.Acquisition and analysis of proposals Many times, this step is perfunctory. The buyer may have already determined the preferred vendor, but legally it may be necessary to seek other vendor proposals to attain government contracts. 22  6. Supplier Selection At this point, negotiation includes not only monies, but also: 1.Quantities 2.Delivery times 3.Level of service 23  6. Supplier Selection At this point, negotiation includes not only monies, but also: 4. Warranties 5. Payment schedules 6. And a host of final details that determine selection 24  7. Selection of Order Routine Once the supplier is selected, the order routines are established 25  8. Performance Review After receipt of the product or service, a performance review asks: 1. Did the supplier meet delivery time? 26  8. Performance Review After receipt of the product or service, a performance review asks: 2. Did the product meet the specs? 3. Does the contract have to be modified? 4. Did the vendor live up to expectations? 27  Buying Process Stages in the buying process are not as sequential as suggested by the model. Sometimes steps are skipped. For example, on straight rebuys, buyers choose to purchase almost immediately. However, the model represents important aspects of how companies buy and evaluate business purchases. 28 Organizational buying process 2. General 1. Problem 3. Product Description Recognition Specifications of Need Organizational 5. Acquisition 4. Supplier Buying and Analysis Search Process of Proposals 6. Supplier 7. Selection 8. Performance Selection of Review Order Routine 29  Buying Process There are also other events that influence the buying process, most notably: 1. Economic conditions 2. Competition 3. Basic shifts in the organizational objectives 4. The buying situation 30 Three Buying Situations 1. New task 2. Straight rebuy 3. Modified rebuy 31  Three Buying Situations 1. New Task New task – a perceived problem or need that is totally different from previous experiences. To solve it, buyers need a significant amount of information. 32  Three Buying Situations 1. New Task Buyers & Influentials operate in a stage of decision- making known as “extensive problem solving” because they lack: Well-defined criteria A strong predisposition toward a particular solution 33  1. New Task There are 2 approaches to New Task purchasing: 1. Judgmental Situations 2. Strategic Decisions http://www.magnamobility.com 34  New Task - Judgmental Situations ⚫ This is the greatest amount of uncertainty because there is little information or experience to support a decision. ⚫ To overcome this, decision-makers conduct outside research to analyze key aspects of the buying decision. 35  New Task - Judgmental Situations An example of key questions might include: – What kind and model of production equipment should we purchase? – Who are the available suppliers? – Will they provide the services we need? 36  New Task - Strategic Decisions This level of New Task purchasing is the most important because it concerns long-range planning, larger investments and increased risk if they are wrong. 37  New Task - Strategic Decisions An example of strategic questioning might include: – Should we develop a new product line which demands us to buy new machinery, retool what we have, and maybe even hire a different type of employee? – What should we do? 38  Marketing Consideration for New Task Buys Marketers can gain an edge if they: 1. Initiate problem recognition 2. Get involved very early in the decision-making process 39  Marketing Consideration for New Task Buys Marketers can gain an edge if they: 3. Get involved early in the procurement process 4. Understand the buying organization's behavior patterns 40  New Task Marketer’s Edge If a marketer is already established with an account, often he or she can leverage that situation into further business. 41  New Task Marketer’s Edge This is why present suppliers continue to develop further business with their customers—they understand their prospects’ buying philosophy, developing situations and contacts. They can also create need since the prospect trusts them. 42 Three Buying Situations – A Review 1. New task 2. Straight rebuy 3. Modified rebuy 43  Three Buying Situations 2. Straight Rebuy Straight rebuy – a problem or need that is recurring or a continuing requirement. – Buyers have experience in the area – Require little or no new information – Buyers operate in routine problem-solving stage 44  Buying Decision Approaches Casual purchases: Involve no information search or analysis. Routine low priority: Decisions are more important and involve a moderate amount of analysis. 45  Straight Rebuy Routine problem-solving situations requiring routine solutions. This is the repeat business situation that every major supplier desires. MOR: Maintenance, Operation and Repair items fall into this category as do various services such as travel. 46  Straight Rebuy Many companies review this area of business every now and then, but the edge usually goes to the supplying company. Relationships become very important. 47 Marketing Challenges to Straight Rebuy Purchasing departments handle this situation in most cases; the determinant is who is “IN” and who is “OUT”? “IN” seller needs to constantly reinforce their services, meet buying expectations, continue developing relationships and be responsive to changing needs. “OUT” sellers have a much more difficult task. 48  Buying Companies Risk to Change Vendors – Straight Rebuys The buying company is usually reluctant to change because “OUT” sellers are unknown, they are a big risk, and change is expensive. The old adage is: “If it ain’t broke, don’t fix it.” 49  Out Sellers in Straight Rebuy To get in, OUT sellers need to convince the buying organization that: 1. Their current supplier is not doing their job. 2. They are experiencing problems that they were not aware of earlier. 3. Their purchasing requirements have changed. 4. They should consider other alternatives. 50  Three Buying Situations 3. Modified Rebuy Modified rebuy—Decision makers feel there is a benefits to reevaluating alternatives. Internal Forces:  Search for quality improvement  Cost reductions 51  Modified Rebuy Buyers feel they can make significant advances if they review their buying situations on a regular basis. Often, changes in styles, materials or even alternative solutions facilitate this review. 52  Modified Rebuy Another reason for Modified Rebuy is dissatisfaction with present supplier. New supplier was able to find the present supplier’s weaknesses and offered buyers new alternatives to “fix” their problem(s). 53  Modified Rebuy: Limited Problem Solving When a company has to replace a broken part, they may bypass the manufacturer and go to a supplier of comparable upgrades. Example: Your IBM printer breaks so you consider an HP printer instead. 54  Buying Decision Approaches Simple Modified Rebuy: Involves narrow choices and minimal research. The major area of consideration is supplier relationship. Complex Modified Rebuy: Involves larger items, more research, extensive specification development, a competitive bidding process and long-term relationship development with new supplier(s). 55  IN verses OUT Suppliers IN suppliers need to understand developments within the buying organization so they can be a part of the modified rebuy situation. They generally have an edge unless they are “out of touch” with the buyer. https://www.adsoftheworld.com/media/film/general_electric_our_power_is_our_p eople 56  IN verses OUT Suppliers OUT suppliers need to create the need and influence the buying organization to consider other alternatives. This demands superior salespersonship. Selling company needs to offer performance guarantees, warranties and often additional services and training. 57  Vested Interest Developing a vested interest on the part of both the buyer and seller is important to perpetuating the business. Questions: 1. Did the selling organization put in enough effort to show serious involvement? 2. Is the buying organization trapped in a buying decision, making it difficult to get out? 58  Business Strategy Considerations The business marketer must always try to understand the sale from the buyer’s perspective and do everything to make it easier for the buyer to buy. http://www.magnamobility.com 59  Business Strategy Considerations Marketers needs to understand: 1. Who are the decision makers? 2. What are their problem(s)? 3. What are their purchasing patterns? 4. What is the importance of their purchase? 5. What is the timing of the purchase? 60  Forces Influencing Organizational Buying Behavior Economic outlook: domestic & global Environmental Pace of technological A projected change in change Forces Global trade relations business conditions can alter buying plans drastically. Goals, objectives and Organizational strategies Forces Organizational position Organizational of purchasing Buying Behavior Roles, relative Group influence and patterns Forces of interaction of buying decision participants Job function, past Individual experience, and buying Forces motives of individual decision participants 61  Environmental Forces – Economic Influences Changes in the environment such as business conditions, technological advances or new legislation can affect buying plans. Since much of business is driven by derived demand, business marketers must be sensitive to changes in the consumer market. Also, the economy can determine a company’s ability or willingness to buy. If the economy is bad, companies often put off purchasing until they see a change. 62  Economic Influences  Not all companies are affected equally. For example, high interest rates may affect housing starts but may not affect food products, medical or transportation services.  Finally, there is an affect from foreign competitors such as China and India. Both have strong labor saving costs as a competitive advantage. 63  Technological Influences Technology is changing so quickly that yesterday’s technological advancement is today’s electronic commodity. Example: Computers However, all companies need to stay alert to these changes. For example, Blockbuster is feeling the pinch of Netflix, Internet and satellite movies-on-demand. Technological change—especially from the Internet—is drastically changing the way companies do business. 64  Technological Change The Internet has leveled the playing field, allowing competitors the opportunity to compete in the world’s most technological advanced countries. It affects not only entire companies (the printing industry is struggling due to digital printing and electronic communication), but also individual careers (an “A” programmer in India can be purchased for $2-4/hour). 65  Organizational Forces & Growing Influence of Purchasing As manufacturing has become less important, purchasing and procurement have become more important. Companies are outsourcing many activities such as manufacturing, marketing, accounting, etc., yet procurement remains a strong influence resulting in a shift to more professional procurement positions. 66  Strategic Priorities in Purchasing As the purchasing profession grows, so do its goals and priorities. Purchasers are more ambitious, resulting in a more competitive environment. An effective marketing strategy develops stronger and deeper relationships with purchasers. This is the impetus for Relationship Marketing. 67  Strategic Priorities in Purchasing Aligning Purchasing Shift from administrative role with Strategy, to value-creating function that serves internal stakeholders Not Just Buyers and provides competitive edge in market. Exploring New Focus on suppliers’ Value Frontiers: capabilities, emphasizing business outcomes, total It’s Not Just About ownership costs, and Price potential for long-term value creation. Source: Adapted from Marc Bourde, Charlie Hawker, and Theo Theocharides, “Taking Center Stage: The 2005 Chief Procurement Officer Survey,” (Somers NY: IBM Global Services, May 2005), pp. 1-14. Accessed at http://www.ibm.com/bcs on July 1, 2005. 68  Strategic Priorities in Purchasing  Putting Suppliers  Develop fewer and deeper Inside: The Best Value relationships with strategic suppliers and involve them in Chain Wins decision- making processes, ranging from new product development to cost-reduction initiatives. Pursuing Low-Cost Sources: Overcome hurdles imposed A World Worth Exploring by geographical differences and seek out cost-effective suppliers around globe. 69  Marketing Strategic Considerations As Purchasers develop their strategic roles, Marketers respond by developing strategic alliances to become a part of their business. Buyers and Sellers know that “the best value supply chain wins” the customer…and the profits. The result is closer relationships with carefully chosen suppliers who can align their activities with customer needs. Example: At this time in history, Walmart is one of the best at accomplishing this activity! 70 Why Procurement Managers consider TCO? Total Cost of Ownership TCO considers the full range of costs associated with the purchase and use of a product or service over its complete life cycle. http://www.magnamobility.com 71  TCO 1. Acquisition costs: selling price and transportation costs & administrative costs of evaluating suppliers, expediting orders, and correcting errors in shipments or delivery. 2. Possession costs: include financing, storage, inspection, taxes, insurance, and other internal handling costs. 3. Usage costs: are those associated with ongoing use of the purchased product such as installation, employee training, user labor, and field repair, as well as product replacement and disposal costs. 72  Value-based Selling Tools Astute business marketers can pursue value- based strategies that provide customers with a lower cost-in-use solution. Value-based strategies seek to move the selling proposition from one that centers on current prices and individual transactions to a longer-term relationship built on value and lower total cost-in-use. 73  Segmenting the buy Various categories of purchases are segmented on the basis of procurement complexity and the nature of the effect on corporate performance Use a segmentation approach to isolate those purchase categories that have the greatest effect on corporate revenues 74  E-Procurement Purchasing managers use the Internet to find new suppliers, communicate with current suppliers, or place an order. E-procurement cut purchasing cycle time in half, reduced material costs by 14 percent and purchasing administrative costs by 60 percent, and enhanced the ability of procurement units to identify new suppliers on a global scale. 75  Reverse Auctions Involves one buyer who invites bids from several prequalified suppliers who face off in a dynamic, real-time, competitive bidding process. Reverse auctions are best suited for commodity- type items such as purchasing materials, diesel fuel, metal parts, chemicals, and many raw materials 76  A Strategic Approach to Reverse Auctions “Preempt the auction: convince the buyer not to go forward with the auction because you have a unique value proposition and are not inclined to participate. Manage the process: influence bid specifications and vendor qualification criteria. Walk away: simply refuse to participate 77  Centralized vs. Decentralized Purchasing Purchasing is moving away from a transaction-based support role to a more strategic, executive level role One result of this is to centralize purchasing Centralized purchasing operates differently than decentralized purchasing 78  Decentralized Purchasing Decentralized purchasing allows local branches to purchase what they need. This results in local control, and for many kinds of services this makes sense. Example: Stop and Shop buys products from local farmers. 79  Marketing Strategy Response The organization of the marketer’s selling strategy should parallel the organization of the purchasing function of key accounts. To avoid disjointed selling activities and internal conflict in the sales organization, and to serve the special needs of important customers, many business marketers have developed key account management programs. Develop strategic relationships with a limited number of customers in order to achieve long-term, sustained, significant, and measurable business value for both the customer and the provider 80 Industrial Sales: How to Assess Group Forces There are three questions that need to be addressed: 1. Who takes part in the buying process? 2. What is each member’s relative influence in decision? 3. What criteria is important to each member in evaluating the supplier? Answering these questions puts the salesperson in a better position to become the chosen supplier.  Roles in the Buying Center Initiator Influencers Gatekeepers Decider Purchaser Users 82  Buying Center Roles Initiator Initially perceives a problem and initiates the buying process to solve it. Affects the purchasing decision by providing technical Influencer information or other relevant (internal or external) information. Controls the information to be reviewed by members of Gatekeeper the buying group. (For example, buyer may screen advertising material and even salespeople.) Actually makes the buying decision, whether or not Decider they have formal authority to do so. Could be the owner, an engineer or even the buyer. Has formal authority to select and purchase products Buyer or services and the responsibility to implement and follow all procurement procedures. User Actually use the product in question. Can be inconsequential or major players in the process. 83 84  Buying Center Members Members of the buying center assume different roles throughout the procurement process. 1. Isolate the personal stakeholders Clues to help 2. Follow the information flow identify powerful buying center 3. Identify the experts members: 4. Trace the connections to the top 5. Understand purchasing’s role SOURCE: Adapted from John R. Ronchetto, Michael D. Hutt, and Peter H. Reingen, “Embedded Influence Patterns in Organizational Buying Systems,’ Journal of Marketing 53 (October 1989), pp. 51-62. 85  Isolating the Buying Situation Since buying is a process and not an event, one needs to understand who affects the potential sale and how they affect it. One method is to isolate the sale. That means to define the buying situation and to understand what stage it is in. Effective salespeople create a need, whereas less effective salespeople become involved later in the buying process. 86  Strategy to Isolate the Sale Depending upon the product, selling companies that have new-buy products must: – Create a need – Get involved in the early stages of the buying process 87  Strategy to Isolate the Sale For more established type products (MRO), the strategy should be to: – Get a foothold – Start small – Learn the company – Offer better deals – Be ready to offer more as buying/selling opportunities occur 88  Clues for Identifying Powerful Buying Center Members 1. Isolate personal stakeholders. Who has the most to gain and/or lose? 2. Follow the information flow. Influencers are usually the ones who actually facilitate the exchange. 3. Identify the experts. Experts ask the most questions, exhibit the most knowledge, and are often the most influential. 89  Clues for Identifying Powerful Buying Center Members 4. Trace the communication to the top. Who are the decision makers? 5. Make sure you understand purchasing’s role. Often purchasers are not decision makers, but they may be the bargainers. In repeat buying situations, they are usually dominant players because of their specialization. 90  Who Makes the Decision? Individuals make the decision, not organizations! Each member has a unique personality, experience and motive, and are subject to risk and rewards. Professional marketers understand this and make sure that they learn to recognize and match to it. 91  Evaluative Criteria Industrial product users value: 1. Prompt delivery 2. Efficient and effective service Engineering values: 1. Product quality 2. Standardization 3. Testing Purchasing values: 1. Price advantage and economy 2. Shipping and forwarding 92  Evaluative Differences Education: Engineers have a different educational background than purchasing agents. Also, various occupations have different dispositions. For example: 1. Engineers are usually cold, analytical and suspecting. 2. Salespeople are usually warm, open and optimistic. 93  Marketing Response By understanding the buying process and the various roles that link the buying group together, the marketer is in a better position to match with them by working with the right people and the appropriate sales process. 94  Selective Processes in Information Processing  Selective exposure.  Selective attention.  Selective perception.  Selective retention. 95  Selective Exposure Individuals accept communication messages consistent with their attitudes and beliefs. This is why buyers will choose to talk to some salespeople and not to others. 96  Selective Attention People filter out stimuli only to allow certain ones to cognition. For example, buyers will notice certain ads that can solve a perceived need. 97  Selective Perception People interpret stimuli in terms of their attitudes and beliefs. This explains why buyers may modify or change their disposition to a salesperson in order to make it more consistent with their predisposition towards the company. They like the company so they may like the salesperson. 98  Selective Retention People recall information that pertains to their own needs and dispositions. For example, a buyer may remember information about a certain brand because it elicits a reaction that is consistent with his/her criteria. http://www.magnamobility.com 99  Selective Process Each of those selective exposures elicits a reaction that influences the buyers’ actions. Since procurement activities often span a great deal of time, it is imperative for marketers to carefully design and target their marketing communications. Salespeople who understand and adjust to buyer psychological needs are usually more successful than those who are not cognizant or considerate of those needs. 100  Risk-Reduction Most people are adverse to risk, especially buyers. Great risk can mean great loss and buyers can get fired for that. There are two components to perceived risk. They are… 101 Perceived Risk Components 1. Uncertainty about decision outcomes. 2. Magnitude of consequences associated with making a wrong selection. 102  Confronting Risk The larger the purchase, the more influential the buying center becomes and can often include higher ranking members. There is an extensive outside search to see what others are doing in similar situations. Sellers who have a proven track record are favored. 103