1. A Framework for Marketing Management
Chapter 6
Analyzing Business Markets
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Chapter Questions
What is the business market, and how does it differ from the consumer market?
What buying situations do organizational buyers face?
Who participates in the business-to-business buying process, and how are buying decisions made?
How can marketers build strong relationships with business customers?
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3. What Is Organizational Buying?
Organization buying—the decision-making process by which formal organizations establish the need for purchased products and services and identify, evaluate, and choose among alternative brands and suppliers.
Business market—organizations that acquire goods and services used in the production of other products or services that are sold, rented, or supplied to other customers.
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4. Characteristics of Business Markets
Fewer, larger buyers
Close supplier-customer relationship
Professional purchasing
Multiple buying influences
Derived demand
Inelastic demand
Fluctuating demand
Geographically concentrated buyers
Direct purchasing
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5. Institutional and Organizational Markets
Institutional market—schools, hospitals, nursing homes, prisons, and other institutions that provide goods and services to people in their care.
Government market—typically requires suppliers to submit bids, and they normally award the contracts to the lowest bidder.
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Buying Situations
Straight re-buy—purchasing department reorders supplies on a routing basis, choosing from suppliers on an approved list.
Modified re-buy—buyer wants to modify product specifications, prices, delivery requirements, or other terms.
New task—purchaser buys a product or service for the first time.
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New Task Buying Stages
Awareness
Interest
Evaluation
Trial
Adoption
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8. Systems Buying and Selling
Many business buyers prefer to buy a total solution to their problems from one seller.
Systems buying—prime contractor provides a turnkey solution.
Systems contracting—a single supplier provides the buyer with all required MRO supplies (maintenance, repair, and operating supplies).
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The Buying Center
Initiators
Users
Influencers
Deciders
Approvers
Buyers
Gatekeepers
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10. Stages in the Buying Process (Buyphases)
Problem recognition
General need description
Product specification
Supplier search
Proposal solicitations
Supplier selection
Order-routine specifications
Performance review
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Problem Recognition
Someone recognizes a problem or need that can be met by acquiring a good or service.
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12. General Need Description and Product Specification
Buyer determines the needed item’s general characteristics and required quantity.
Product value analysis (PVA)—a cost-reduction approach in which components are studied to determine if they can be redesigned, standardized, or made by cheaper production methods.
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Supplier Search
Buyer now tries to identify the most appropriate suppliers.
Purchasing Web sites:
Vertical hubs—centered on industries.
Functional hubs—centered on functions.
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14. Proposal Solicitation
Buyer invites qualified suppliers to submit proposals.
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Supplier Selection
Buying center specifies desired supplier attributes and indicates their relative importance.
Suppliers are rated in these attributes.
Potential suppliers must:
Develop a compelling value proposition.
Overcome price pressures.
Buying centers must decide how many suppliers to use.
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16. Order-Routine Specification
Buyer negotiates the final order, listing the technical specifications, the quantity needed, the delivery schedule, and so on.
Blanket contracts establish a long-term relationship.
Also called stockless purchase plans because the seller holds the stock.
Vendor-managed inventory—suppliers are privy to the customer’s inventory levels and are responsible for replenishing it automatically through continuous replenishment programs.
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Performance Review
Buyer periodically reviews the performance of the chosen supplier(s) using one of three methods:
Contact the end users and ask for their evaluations.
Rate the supplier on several criteria using a weighted score method.
Aggregate the cost of poor supplier performance to come up with adjusted costs of purchase, including price.
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18. Building Business Relationships
Corporate credibility and trust
Expertise
Trustworthiness
Likeability
Risks
Specific investments—helps firms grow profits and achieve their positioning, but entail risk.
Opportunism—some form of cheating or undersupply relative to an implicit or explicit contract.
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