Y BUSTOS MARGARITA LEONOR POR MEDIDA AUTOSATISFACTIVA”

Reference has been made on a number of occasions to organisational buyers, as if such people are the only representatives of an organisation to be involved with the purchase decision process. This is not the case, as very often a large number of people are involved in a purchase decision. This group is referred to as either the decision making unit (DMU) or the buying centre.

DMUs vary in size and composition in accordance with the nature of each individ-ual task. Webster and Wind (1972) identified a number of roles within the buying centre (see Figure 5.1).

Initiators request the purchase of an item and propel the purchase decision process.

They may be other members of the DMU or others in the organisation.

Users may not only initiate the purchase process but are sometimes involved in the specification process. They will use the product once it has been acquired and subsequently evaluate its performance. Their role is continuous, although it may vary from the peripheral to highly involved.

Organisational buying behaviour 115

Influencers very often help set the technical specifications for the proposed purchase and assist the evaluation of alternative offerings by potential suppliers. These may be consultants hired to complete a particular project. This is quite common in high-technology purchases where the customer has little relevant expertise.

Deciders are those who make purchasing decisions and they are the most difficult to identify. This is because they may not have formal authority to make a purchase decision yet are sufficiently influential internally that their decision carries most weight. In repeat buying activities the buyer may well also be the decider. However, it is normal practice to require that expenditure decisions involving sums over a certain financial limit be authorised by other, often senior, managers.

Buyers (purchasing managers) select suppliers and manage the process whereby the required products are procured. As suggested previously, buyers may not decide which product is to be purchased but they influence the framework within which the decision is made.

Gatekeepers have the potential to control the type and flow of information to the organisation and the members of the DMU. These gatekeepers may be assistants, technical personnel, secretaries or telephone switchboard operators.

The size and form of the buying centre is not static. It can vary according to the complexity of the product being considered and the degree of risk each decision is perceived to carry for the organisation. Different roles are required and adopted as the nature of the buying task changes with each new purchase situation (Bonoma, 1982).

All of these roles might be subsumed within one individual for certain decisions. It is vital for seller organisations to identify members of the buying centre and to target and refine their messages to meet the needs of each member of the centre.

Figure 5.1 Membership of the decision making unit Source: after Webster and Wind (1972).

Decision making unit

Initiators

Gatekeepers

Users Deciders

Decision

makers Influencers

Ronchetto et al. (1989) provide some insight into how influential members of a DMU might be recognised. Their research suggests that there are several criteria that indicate those members who have above average influence. In addition to those members who occupy particularly significant hierarchical positions, they cite people who:

n work close to the organisational boundary;

n are near the centre in terms of work flow;

n play an active and positive role in communication across customer departments;

n are linked directly to senior managers.

It can be instructive to visit purchasing sections of organisational websites and try to determine both the emotional character and likely membership of a DMU. Readers are invited to consider the examples in Snapshot 5.2.

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USING TECHNOLOGY TO REACH GATEKEEPERS

In order to get face-to-face appointments with 1,000 of its prospects, the advertising department of a large trade publisher targeted administrative assistants through a com-bination of old and new technology. Each senior executive’s office was called to request the name of the administrative assistant. The assistants received flowers, including cards saying the publisher valued their opinions and thanking them in advance for spending time determining whether advertising in the trade publication would meet the needs of their firms.

Follow-up phone calls found that the assistants were delighted with the flowers, were happy to accept calls and typically said ‘I’ll do what I can, send me something.’ Most assistants agreed to accept an email outlining the offer and provided a specific time to call back. A summary of the key benefits, customised to the needs of the prospective firm, was prepared just for the administrative assistant.

These processes enabled the salespeople to have a two-way communication with the administrative assistant and this resulted in an appointment rate with executives that was twice the normal success rate.

Enrolling CEOs in a conference

In a different campaign targeted at similar gatekeepers, telemarketers explained the benefits of attending a particular conference. When the assistant suggested that the salesperson send them details the response was to offer to send an electronic file (pdf) of the brochure, via email, immediately. Asking for the assistant to agree to this effec-tively initiated two-way communication and the email attachment grabbed immediate attention.

These success stories have their roots in the recognition that the administrative assistants are an integral part of the campaign, and they were treated respectfully. Materials were planned and prepared in advance and through the use of simple email, a relationship based on the trust of the gatekeeper was developed.

Source: Gedney and Belbey (2002).

S N A P S H O T 5 . 1

EXAMPLES OF STATEMENTS ON PURCHASING DEPARTMENT WEBSITES

An American university

We are a team of professionals working to enhance the purchasing experience. We seek a partnership with all those in need of goods and services. We strive to provide a responsive and responsible service toward the collective support of the University – its educational, research and public service missions.

Further to our role is the consistent application of technology, policy, state and federal regulations, maintaining positive internal and external customer relationships, and devel-oping skilled expertise. We do so with the highest legal and ethical standards accompanied with courtesy, professionalism, diplomacy, effective communication, vigi-lance, efficiency, teamwork and humor.

We deploy our resources toward safeguarding University assets and to insure appro-priate stewardship of University funds. Our actions shall support and advance the University’s objectives and protect it from unnecessary costs and legal and political challenges.

Source: ANON

A British food packaging company

Aluminium rolling is a global industry so we source our supplies around the world. Our buying strategy demands material produced to exacting press performance standards and only mills equipped with up-to-date process controls are qualified as suppliers.

Of course we invite potential new suppliers with the appropriate technology to contact our purchasing department.

Source: www.nichollfoodpackaging.co.uk/html/cosupp.htm (Accessed 21 October 2003.) Used with permission.

An Australian health service provider

The ability to understand the ever-changing environment in which we work is a critical factor in the degree of success we have in achieving the aims and objectives of our Units, Hospitals, Area and State. In assisting our customers to achieve these objectives, the Area Purchasing Department is committed to providing a cost effective, timely and user friendly service.

An important objective for the Purchasing Department is to reduce, or contain, the ever-increasing cost of goods, services and equipment in the most effective manner.

Source: ANON. (All websites accessed 21 October 2003.) Refer to the discussion questions at the end of this chapter.

S N A P S H O T 5 . 2 Openmirrors.com

Membership of the DMU is far from fixed, and this sheer fluidity poses problems for sell-ing organisations simply because it is not always possible to identify key members or shifts in policy or requirements. As Spekman and Gronhaug (1986) point out, the DMU is a ‘vague construct that can reach across a number of different functional roles with any number of individuals participating or exerting influence at any one time’. It is worth noting therefore, that within this context the behaviour of DMU members is also largely determined by the interpersonal relationships of the members of the centre.