Bài giảng Marketing công nghiệp: Chapter 3 - Ph.D. Đinh Tiến Minh

1/2/2017<br /> <br /> Chapter 3<br /> <br /> Organizational Buying &<br /> Buying Behavior<br /> www.dinhtienminh.net<br /> <br /> DINH Tien Minh (Ph.D.)<br /> University of Economics HCMC<br /> <br /> Objectives<br /> <br /> Understand organizational buying objectives.<br /> Gain knowledge organisational buying process<br /> including the types of buying situation.<br /> <br /> Identify the members of decision making unit.<br /> Understand some of models of organizational<br /> buying behavior.<br /> <br /> 2<br /> <br /> Outline<br /> 3.1 Purchasing Objectives<br /> 3.2 Organisational Buying Process<br /> 3.3 Types of Purchase or Buying Situations<br /> 3.4 The Buying Center<br /> 3.5 Models of Organisational Buying Behavior<br /> 3.6 Questions and Homework<br /> <br /> 3<br /> <br /> 1<br /> <br /> 1/2/2017<br /> <br /> 3.1. Purchasing Objectives<br /> <br /> Buying the right item in the right quantity, at<br /> the right price, for delivery at the right time<br /> and place.<br /> What’s right for each dimension?<br /> <br /> <br /> <br /> <br /> <br /> <br /> Delivery/ Availability<br /> Product quality<br /> Lowest price<br /> Services<br /> Supplier relationship<br /> <br /> 4<br /> <br /> 3.1. Purchasing Objectives (cont’)<br /> <br /> The Firm and Personal objectives.<br /> <br /> © 2002 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin<br /> 5<br /> <br /> 3.2. Organisational Buying Process<br /> More complex than the consumer decision process<br /> and takes place within formal organization’s budget,<br /> cost, and profit considerations.<br /> <br /> Source: Krishna K Havaldar (2010), Business Marketing, McGraw Hill, 3rd edition.<br /> 6 6<br /> <br /> 2<br /> <br /> 1/2/2017<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Stage 1: Anticipate a problem/need and a<br /> general solution<br />  Need to provide employees with a good cup of coffee<br /> to enhance productivity.<br /> <br /> Stage 2: Determine the characteristics and<br /> quantity of a needed good or service<br />  Offering a coffee system that brews one cup of coffee<br /> at a time according to each employee’s preference.<br /> <br /> 7 7<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Stage 3: Describe characteristics and the<br /> quantity of a needed good or service<br />  Firms<br /> need<br /> a<br /> simple<br /> system<br /> for<br /> brewing a good cup of coffee; quantity<br /> requirements are easily correlated to the<br /> number of coffee drinkers.<br /> <br /> Stage 4: Search for and qualify potential<br /> sources<br />  Choice of supplier.<br /> <br /> 8 8<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Stage 5: Acquire and Analyze proposals<br />  May involve competitive bidding, especially if the<br /> buyer is the government or a public agency.<br /> <br /> Stage 6: Evaluate proposals and Select<br /> suppliers<br />  Buyers choose proposal best suited to their needs.<br />  Final choice may involve trade-offs between feature<br /> such as price, reliability, quality, and order accuracy.<br /> <br /> 9 9<br /> <br /> 3<br /> <br /> 1/2/2017<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Method: A Supplier Evaluation System<br /> Attribute<br /> (or Factor)<br /> Quality<br /> Delivery<br /> Price<br /> Service<br /> Flexibility<br /> Total<br /> <br /> Weight<br /> (Important)<br /> 30<br /> 25<br /> 15<br /> 20<br /> 10<br /> 100<br /> <br /> Supplier<br /> Performance*<br /> 0.8<br /> 0.4<br /> 0.6<br /> 0.6<br /> 0.2<br /> <br /> Supplier Rating<br /> (or Score)<br /> 30 x 0.8 = 24<br /> 25 x 0.4 = 10<br /> 15 x 0.6 = 09<br /> 20 x 0.6 = 12<br /> 10 x 0.2 = 02<br /> 57<br /> <br /> * The information on the existing supplier’s performance is obtained from departments.<br /> Krishna K Havaldar (2010), Business Marketing, McGraw Hill, 3rd edition, p42.<br /> 1010<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Method 2: Use the concept of Balanced Scorecard<br /> (BSC) to evaluate Suppliers’ performance<br /> Translate a company’s mission and strategy into a<br /> set of performance measurements, in which the<br /> Internal-business-process is relevant for evaluating<br /> supplier performance.<br /> Find additional measurements (timely delivery)<br /> that create superior value beside the traditional<br /> factors (price, quality).<br /> <br /> 1111<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> The Balanced Scorecard (BSC) Framework<br /> Financial<br /> To success financially,<br /> Company should focus on<br /> financial objectives that will<br /> satisfy shareholders.<br /> <br /> Customer<br /> Which customer value<br /> company should focus on,<br /> to achieve its mission<br /> <br /> Mission<br /> &<br /> Strategy<br /> <br /> Internal-BusinessProcess<br /> To satisfy shareholders<br /> and customers, what<br /> business process company<br /> must excel at?<br /> <br /> Learning and Growth<br /> How can company improve<br /> and change to achieve its<br /> mission<br /> Robert S. Kaplan & David P. Norton, The Balanced Scorecard, Harvard Business School Press, 1996.<br /> 1212<br /> <br /> 4<br /> <br /> 1/2/2017<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Internal-Business-Process<br /> Innovation<br /> Processes<br /> Identify<br /> Customer<br /> needs and<br /> Market<br /> <br /> Design,<br /> Develop<br /> Product/<br /> Service<br /> <br /> Operations<br /> Processes<br /> Make/<br /> Buy<br /> Product/<br /> Service<br /> <br /> Market<br /> Product/<br /> Service<br /> <br /> Satisfy<br /> Customer<br /> Needs<br /> <br /> Krishna K Havaldar (2010), Business Marketing, McGraw Hill, 3rd edition, p43.<br /> <br /> 1313<br /> <br /> 3.2. Organisational Buying Process (cont’)<br /> <br /> Stage 7: Select an order routine<br />  Buyer and Vendor work out best way to process<br /> future purchases.<br /> <br /> Stage 8: Obtain feedback and Evaluate<br /> performance<br />  Buyers measure vendors’ performance.<br />  Larger firms are more likely to use formal evaluation<br /> procedures.<br />  Some firms rely on outside organizations to gather<br /> quality feedback and summarize results.<br /> 1414<br /> <br /> 3.3. Types of Purchase or Buying Situations<br /> <br /> Source: Krishna K Havaldar (2010), Business Marketing, McGraw Hill, 3rd edition.<br /> 1818<br /> <br /> 5<br /> <br />