E Q U I P O 11

BUSSINES AND
ORGANIZATIONAL
CUSTUMERS AND THEIR
BUYING BEHAVIOR
 6.1
UNDERSTANDING BUSINESS AND
ORGANIZATIONAL CUSTOMERS FOR
MARKETING STRATEGY PLANNING

• Buyers purchasing for resale or production.

• Types include producers, intermediaries, government units, nonprofit
organizations.
• Marketing strategy often focuses on meeting organizational customer
needs.
• Different marketing approaches may be required for final consumers
and organizations.
 6.2
ORGANIZATIONAL CUSTOMERS ARE
DIFFERENT

Consumer behavior is the study of how individuals, groups, and

organizations select, purchase, use, and dispose of goods, services,
ideas, or experiences to satisfy their needs and wants.
The organizational market
Businesses and organizations purchase goods and services for use in
their own operations or for resale to other businesses.
 In marketing, B2B refers to "business-to-business," which
describes marketing activities directed at other companies or
organizations rather than individual consumers. In the B2B
marketing context, companies sell products, services or solutions
to other companies to meet their operational needs.
 Business marketers often invest more resources in satisfying each customer
because of the significant value each customer can bring to the company, as
well as the importance of building strong relationships and differentiating in a
competitive market.
In business marketing (B2B), marketers often invest more resources in
satisfying each customer due to several reasons:
Value of each client
long term relationships
Customer lifetime value
Competitive differentiation
.
 Factors that influence purchasing behavior
• Personal factors: This is when the consumer's interests and opinions are
influenced by demographics (age, gender, culture, etc.).
• Psychological factors: An individual's response to a marketing message will
depend on his or her perceptions and attitudes.
• Social factors: When elements such as family, friends, educational level, social
networks, income influence consumer behavior.
• Economic factors: These factors play an important role in purchasing behavior,
as they make the consumer feel safe and willing to make the transaction
regardless of their financial responsibilities.
 6.3Amodel of business and
organizational buying
Business and organizational buying generally follows the three-step
approach shown in Exhibit 6–4. Depending on the nature of the purchase,
how each step plays out can vary—and the third step is not always part of
the process. The next few sections of this chapter will examine these three
steps more closely. Let’s begin by looking at how organizations define the
problem by narrowing down from problem recognition to specifying a
particular solution
 They use a
3 step approach
Utilizan enfoque de 3 pasos
 STEP 1: DEFINING THE
PROBLEM
Organizations make purchases to satisfy needs. Generally speaking,
most organizations make purchases for the same basic reason: they buy
goods and services that will help them meet the demand for the goods
and services that they in turn supply to their markets. In other words,
their basic need is to satisfy their owncustomers and clients. A
producer buys because it wants to earn a profit by making and selling
goods or services. A wholesaler or retailer buys products it can
profitably resell to its customers. A town government wants to meet
legal and social
obligations to its citizens.
 From recognizing
problems to describing
needs
At their earliest stages, problems may not be
well understood. A manufacturer might be
seeking a way to speed up production. A
dentist might wonder if there is a better way
to bill her customers. A clothing retailer may
be looking for spring fashions to appeal to its
target market. A school district may be
seeking a way to provide more students with
access to computers. Each of these
realizations can trigger the organization to
seek more details about the problem at hand.
Specifications
describe the product
In some situations, an organization will
formalize the problem with a detailed set of
purchase requirements. In this case,
organizational buyers may buy on the basis
of a set of purchasing specifications—a
written description of what the firm wants
to buy. When quality is highly standardized,
as is often the case with manufactured
items, the specification may simply consist
of a brand name or part number.
 6.4
The Decision-Making
Process
After the buying organization reconoces the problem, describes the need, and
specifies the product, the next step involves the decision-making process how a
firm decides whether to buy, what to buy, and what criteria to consider when
evaluating suppliers. Buyers then gather information, solicit proposals from
suppliers, and finally choose a supplier. The decision-making process can vary
depending on the nature of the purchase—so we start by looking at different buying
processes.
Younger buyers gather information
differently
Millennials are increasingly responsible
for organizational buying—and they bring
new attitudes and approaches. It’s no
surprise that Millennials are more likely
to jump online when researching a
potential supplier.
Relationships can involve many
from both sides
As the Allied–Betz Laboratories collaboration shows, some
buyer–seller relationships can involve multiple buying
influence—more than just a purchasing agent and a
salesperson. To develop effective solutions, those closest to
the problems should be directly involved. This may mean
bringing people together from accounting, finance,
production, information systems, and/or other functional áreas
of both the buyer and seller firms
 Buyers want sites
with useful content

Having useful content on a website not only moves it higher on the

buyer’s search results, but it also gives buyers a reason to fully explore
the seller’s website. Instead of trying to sell the customer, a supplier
needs to educate buyers about their needs and present the advantages
and disadvantages of the seller’s products.
 EVALUATING AND
SELECTING SUPPLIERS
• Considering all of the factors relevant to a
purchase decision can be verycomplex. A supplier
or product that is best in one way may not be best
in others. To try to deal with these situations,
many firms use vendor analysis a formal rating of
suppliers on all relevant areas of performance.
 6.5
STEP 3: MANAGING BUYER–SELLER
RELATIONSHIPS IN BUSINESS MARKETS

Benefits of close relationships:

• Reduction of suppliers, expecting more value from those remaining.
• Genuine relationships with mutual trust and long-term vision.
• Sharing tasks at lower total cost.
• Example: Betz Laboratories and AlliedSignal. Results: cost savings and reduced
environmental impact. Betz's sales doubled by becoming Allied's sole supplier of
water chemicals.
Not All Relationships Make Sense

• Long-term commitments can limit

flexibility.
• Competition may benefit customers
by letting suppliers compete.
• Building relationships takes time and
effort.
• Relationships Are Multi-
Faceted
• Buyer-seller dynamics
involve various dimensions.
• Key dimensions:
cooperation, information
sharing, operational
linkages, legal bonds, and
specific adaptations.
• Close relationships often
require involvement from
multiple areas within both
firms.
• Cooperation Treats Problems
Collaboratively
• Buyers and sellers
collaborate to achieve
mutual goals.
• Example: National
Semiconductor and Siltec's
partnership in recycling
saved costs and benefited
both parties.
• Shared Information
Enhances Decision-Making
• Open sharing of information
can improve decisions and
planning.
• However, trust is crucial to
prevent misuse of sensitive
information.
• Operational Linkages
Improve Efficiency
• Direct ties in internal
operations enhance
coordination and efficiency.
• Just-in-time delivery
systems are a common
example.
• Contracts Define
Responsibilities
• Contracts may range from
simple transactions to
detailed agreements.
• Negotiated contract buying
allows for adjustments based
on changing circumstances.
• Specific Adaptations Cater
to Relationship Needs
• Customizations tailored to
the partner's needs or
capabilities.
• Outsourcing and specialized
investments are common
examples.
• Powerful Customers May • Buyers Diversify Suppliers • Performance Monitoring
Influence Dynamics to Mitigate Risks Drives Improvement

• Large customers may dictate • Dependence on a single • Organizations monitor

terms due to their market supplier poses risks. supplier performance
power. regularly.
• Buyers often seek multiple
• Suppliers often adjust prices sources to ensure continuity. • Feedback fosters dialogue
or services to accommodate and continuous improvement
powerful customers. between buyers and
suppliers.
 6.6 ManufacturersAre
Important Customer
THERE ARE NOT MANY BIG ONES

One of the most striking facts about manufacturers is how few there
are compared to final consumers. This is true in every country. In the
United States, for example, there are about 250,000 factories. The
majority of these are quite small—less than 2 percent have more than
500 employees and about three-quarters have fewer than 20
employees.
BUSINESS DATA
OFTEN CLASSIFY
INDUSTRIES
The products an industrial customer needs to buy depend on the
business it is in. Because of this, sales of a product are often
concentrated among customers in similar businesses. This fact
helps business marketing managers to segment their markets. For
example, apparel manufacturers are the main customers for
zippers. Marketing managers must focus their marketing mixes
on prospective customers who exhibit characteristics similar to
their current customers
 6.7
Producers of Services—Smaller and More
Spread Out
Small service customers like to shop online briefly

Buying by committee is a process in which multiple people within an

organization participate in making purchasing decisions. Although it can be an
effective process for evaluating different perspectives and ensuring an informed
decision, it can be perceived as impersonal due to the lack of a direct connection
between the supplier and the buyer.
 COMFOR VARIETY
ACCESSIBILI T OF
TY options

SMALL SERVICE CUSTOMERS LIKE TO

SHOP ONLINE BRIEFLY

EASE OF
pay
PERSONALIZATI
ON
VIDEO
¡MUCHAS
GRACIAS!