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V49 ch7 business_markets_kristine_bacsal_flores
1. Chapter 7 ANALYZING BUSINESS MARKETS Kristine Bacsal-Flores Marketing Management MBAH Top 10 Concepts
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10. Concept 3 Participants play any of 7 roles Approvers Buyers Gatekeepers Initiators Influencers Deciders Users Buying Center
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12. Concept 4 Various factors influence buying centers
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16. Problem Recognition Post Purchase Purchase Info Search/ Eval Need Recognition Concept 6 8 stages in the buying process Product Specification Proposal Solicitation Supplier Selection Order Routine Specification Performance Review
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22. Concept 9 Opportunism is a form of cheating relative to a contract. Buyer Supplier Monitor C H E A T
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29. Chapter 7 ANALYZING BUSINESS MARKETS Kristine Bacsal-Flores Marketing Management MBAH Top 10 Concepts
Hinweis der Redaktion
Derived – derived from demand for consumer goods Inelastic- not much affected by price changes eg oil for airlines Fluctuating – more volatile
Once customer is acquired – suppliers mmust seek ways to add value to their market offer to facilitate rebuys. Orica- Australian explosives co. – used by quarries – research/ feedback from customers – improve performance and get desired outcome
Buying center – decision making unit of buying organization Users- those who will use products/ service Initiators- may also be users Influencers – technicalpersonnel are impt Buyers – authorized to select supplier and arrange purchase terms – high level managesr Approvers – authorize proposals of deciders or buyers Gatekeepers – have power to prevent sellers/ infor from reaching members of buying center – purchasing agents, receptionists, tel operators
OR admin – Personal - selection of suppliers based on previous experience, research/ industry knowledge Organizational – ISO-certified only policy
Symantec executives partnered with executives of key customer organizations to understand business concerns and develop products that fit their needs
VALUE-ADDED SERVICE HP determined need to sell self as advisor offering solutions to unique problems – advisory role when selling complex products like comp networks –to not only meet but EXCEED a buyer’s needs
Extranet – set up accounts with dell or office depot and employees can make purchases Buying alliances- transora, covisint – companies join forces to obtain lower prices for raw materials Buying sites – where companies posts requests for proposals, negotiates terms and places orders
Bayan trade – knowledge process outsourcing provider
Basic – simple, routine exchanges with mod hi coop and info exchange Bare bones – as above, less coop and info exchange Contractual – low levels of trust, coop – formal contract Customer supply – competition is dominant form of governance Cooperative – coupled operationally but no legal structural commitment/ adaptation approaches Collaborative – much trust and commitment – true partnership Mutually adaptive – much relationship but not necessarily strong trust/ coop Customer is king – close coop relationship but seller adapts to customers needs
robotic systems – tooling and machinery; office and manufacturing in same facility; linked telecom ESTABLISH STRONG RELATIOSHIPS AND ADD VALUE SOME BUYERS WANT ONLY TRANSACTIONAL RELATIONSHIPS
Blatant self interst or deliberate misrepresentation; may shirk/cheat/not deliver expected value Opportuisms – firms must devote resources to control and monitoring that otherwise could be allocated to more productive3 purposes 96 Ford taurus - lear committed to a contract it knew it couldn’t fulfill – missed deadlines, failed to meet weight & price objectives, furnished parts that didn’t work
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