the behavior of organizational buyers is influenced by environmental , organizational, group, and individual factors. each of these spheres of influence has been discussed in an organizational buy context , withe particular attention to how the industrial marketer should interpret these forces and, more important , factor them directly into marketing strategy planning. a model of the organizational buying process is presented in Figure 3.4 , which serves to reinforce and integrate the key areas discussed so far in this chapterthis framework forcuses on the relationship between an organization's buying center and the three major stages in the individual purchase decision process1. the screening of alternatives that do not meet organizational requirements2. the formation of desision participants' preferences 3 . the formation of organizational preferencesobserve that individual members of the buying center use various evaluative criteria and are exposed to various sources of information which influence the industrial brands included in the buyer's evoked set of alternatives - the alternative brands a buyer calls to mind when a need arises and that represent only a few of the many brands available environmental constraints and organizational requirements influence the procurement process by limiting the number of product alternatives that satisfy organizational needs. for example, capital equipment alternatives that exceed a particular cost ( initial or operating ) may be eliminated from futher consideration. The remaining brands become the feasible set of alternatives for the organization , from which individual preferences are defined. The interaction structure of the members of the buying center , who have differing criteria and responsibilities , leads to the formation of organizational preferences and iltimately to organizational choiceunderstanding the organization buying process enables the marketer to play an active rather than a passive role in stimulating market response. the marketer who identifies organization screening requirenments abd the salient evaluative criteria of individual buying center members can make more informed product design , pricing , and promotional decisions knowledge of the process that organizational buyer follow in making purchasing decisions í fundamental to responsive marketing strategy . as knowledge of the process that organizational buyer follow in making purchasing decisions í fundamental to responsive marketing strategy . as a buying organization moves from the problem-recognition phase , in which a procurenment need is definied, to later phases , in which suppliers are screened and ultimately chosen , the marketer can play an active role. In fact , the astute marketer often triggers initial awarencess of the problem and helps the organization effectively solve that problem. Incremental decisions made throughout the buying process narrow the field of acceptable suppliers and dramatically influence the ultimate outcome
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