An analysis of the industrial buying process by means of buying center communications

LaForge, Mary C.; Stone, Louis H.

doi:10.1108/eum0000000002722

Cited by 8 publications

(2 citation statements)

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“…Decision participants enter the decision process as their stake in the decision outcome increases; their expertise/opinion is deemed relevant; their formal role in the organisation mandates involvement; and as a number of nontask factors become operative (Spekman and Gronhaug, 1986). Buying centre size, vertical involvement, and lateral involvement were all found to vary between the firms (LaForge and Stone, 1989). It has also been suggested that the smaller the size of the firm, the higher the involvement of top management in the purchasing decision process (Daulatram, 1989).…”

Section: Structure Of the Buying Centrementioning

confidence: 99%

An examination of buying centres in Irish biotechnology companies and its marketing implications

Howard

Doyle²

2006

Journal of Business &Amp; Industrial Marketing

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Purpose -This research is a qualitative study which aims to investigate the intricacies of organisational buying behaviour in the context of the Irish biotechnology industry. Particularly the research seeks to focus on the phenomenon of buying centres as the core decision-making unit in an organisation and examines the functionality of such a process. The main aims of the research study is to examine key influencers, as well as to examine the decision process itself so as to fully comprehend modern organisational buyer behaviour and to discuss these issues from a practical viewpoint beneficial to both the marketing and purchasing functions. Design/methodology/approach -The research process was conducted through qualitative methods, which formed a combination of focus group and key respondent interviewing. A triangular approach of data was also used to obtain quality information and to achieve a platform upon which to base accurate conclusions. A small number of organisations from industry participated in this study, which was deemed sufficient as the purpose of the study was gaining insight as opposed to proving or disproving previous theories. Findings -It was discovered that users were key influencers in the decision process as were quality control personnel. In addition the business functions were found to be the decision makers in a highly dynamic buying centre process, which is constantly changing in terms of numbers, participation, and structure. Based on the finding of the research newer models of organisation buying behaviour were developed in addition to appropriate marketing strategies being put forward in order to better represent the realities of modern business-to-business marketing. This is where the real benefits of this research will be seen as marketing organisations become more efficient, buying organisations develop best practice procedures, and academics can build on this research base to further enhance marketing knowledge. Originality/value -The paper examines buying centres in Irish biotechnology companies and offers recommendations for future research.

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Section: Structure Of the Buying Centrementioning

confidence: 99%

An examination of buying centres in Irish biotechnology companies and its marketing implications

Howard

Doyle²

2006

Journal of Business &Amp; Industrial Marketing

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“…The higher the perceived risk, the more individuals are involved in the decision process and the more role conflicts occur (Garrido-Samaniego & Gutiérrez-Cillán, 2004). In addition, the relevance of existing communication and information networks is increasing (Järvi & Munnukka, 2009;Johnston & Bonoma, 1981b;LaForge & Stone, 1989). The findings of various empirical studies substantiate the efficiency of interrelationships (Backhaus & Voeth, 2009).…”

Section: Joint Modelmentioning

confidence: 95%

Clients´ Perceptions of Sales Force Expert Power

Fricke¹

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Expert power is based on the awareness that a person in a power relationship possesses valuable knowledge, information, or skills (Raven, 1992, 2008). It builds customer trust, long-term relationships, customer satisfaction, loyalty, and exit barriers. The buyer´s preferences for a product or solution are shaped by sales force expert power (Doney & Cannon, 1997; Clauss & Bouncken, 2018). With these preferences, the buyer participates in the decision-making process, where the mechanisms of organisational buying find application. However, what remains unclear is which attributes a buying centre specifically associates with sales force expert power, when and how the perception of sales force expert power alters in the buying process, also which factors are responsible for it are issues that have not yet been discussed in the context of group decision-making in buying centres, and finally to what extent does sales force expert power influences the decision frame of each member of the buying centre. To address these gaps, the aim of the study is to create an approach by which sales forces can consciously manage and enhance the clients´ perceptions of sales force expert power. For this purpose, Alpha Software customers from various industries were interviewed immediately after their purchase decision regarding the perception of sales force expert power and what influence this perception had on the buying centre’s decision. The findings of the study indicate an overload of sales force expert power can lead to mistrust and uncertainty. The perception of sales force expert power is important in all stages of the buying process. In early stages product knowledge is perceived more strongly while the perception of change knowledge in final stages predominates. Information exchange and recommendations lose their impact due to an unprofessional approach to change which minimises the perception of expert power significantly. Due to the intensity of change and how the change is perceived the perception of sales force expert power alters. Business customers, unlike consumers, expect a professional approach to change rather than benevolence. The interviewed clients perceive the software conversion project as a change project and expect the sales force to be approached and addressed accordingly. Change knowledge is cited as an important attribute for sales force expert power, which can advance the clients´ perceptions of sales force expert power.

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Marketing Implications of Business to Business Buying: A Model of the Information Flow of the Purchasing Decision Process

Quigley

Bingham

Patterson

2014

Proceedings of the 1992 Academy of Marketing Science (AMS) Annual Conference

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An analysis of the industrial buying process by means of buying center communications

Cited by 8 publications

References 0 publications

An examination of buying centres in Irish biotechnology companies and its marketing implications

An examination of buying centres in Irish biotechnology companies and its marketing implications

Clients´ Perceptions of Sales Force Expert Power

Marketing Implications of Business to Business Buying: A Model of the Information Flow of the Purchasing Decision Process

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