A buying center, also called a decision-making unit (DMU), [1] brings together "all those members of an organization who become involved in the buying process for a particular product or service". [2]
The concept of a DMU was developed in 1967 by Robinson, Farris and Wind (1967). [3] A DMU consists of all the people of an organization who are involved in the buying decision. [4] The decision to purchase involves those with purchasing and financial expertise and those with technical expertise, and (in some cases) an organization's top management. [5] McDonald, Rogers and Woodburn (2000) state that identifying and influencing all the people involved in the buying decision is a prerequisite in the process of sales. [4]
The concept of a buying center (as a focus of business-to-business marketing, and as a core factor in creating customer value and influence in organisational efficiency and effectiveness) formulates the understanding of purchasing decision-making in complex environments.
Some of the key factors influencing a buying center or DMU's activities include:
In some cases the buying center is an informal ad hoc group, but in other cases, it is a formally sanctioned group with a specific mandate. American research undertaken by McWilliams in 1992 found out that the mean size of a buying center mainly consisted of four people. [9] The range in this research was between three and five people. The type of purchase that has to be done and the stage of the buying process influence the size. More recent research found that the structure, including the size, of buying centers depends on the organizational structure, with centralization and formalization driving the development of large buying centers. [10]
When the DMU wants to purchase a certain product or service the following steps are taken inside the buying center:
In this process of making decisions different roles can be given to certain members of the center of the unit depending on the importance of the part of the organization.
Robinson et al.'s "Buygrid Framework" saw new task activities, dealing with a problem which has not arisen before, as more complex than the other buy classes, and closer to achieving a general solution applicable in future rebuy activities. [3] McQuiston in 1989 noted mixed empirical findings regarding the framework: "some studies have shown that participation and influence do vary according to the buygrid framework ... but other studies have shown that they do not". [11] Co-author Yoram Wind, looking back at the Buygrid Model 25 years after its publication, held that the model had provided "a very useful framework" whose "underlying dimensions [were] valid", but "its generalizability under a variety of market situations [was] not yet completely understood". [12]
This section needs to be updated. The reason given is: This section should cover buying center research (if any) undertaken since 1986, which may have addressed these issues.(September 2023) |
There are several conceptual and methodological issues concerning buying centers which in 1986 were thought to need additional research. [13] These issues can be divided into:
Distinguishing internal buying center processes from the influence of external environmental factors, also defining and delimiting the activities of a particular buying center. Webster and Wind (1972) list a number of environmental factors including physical, economic, legal and cultural aspects of the external environment, and identify physical, technological, economic and cultural aspects with "the [internal] organisational climate". [14] Johnston and Bonoma used interaction theory in a 1981 paper to help analyse the distinction between internal and external factors. [5]
Understanding how organizational structures may differ from or may shape the structure of the buying center, and examining how a particular buying strategy may serve to mediate the effects of environmental uncertainty on the structure of the buying center.
Power and conflict issues within the buying center.
One stream of research focuses on the number of decision phases and their timing and the other emphasizes the type of decision-making model (or choice routine) utilized.
The informal interactions that emerge during the buying process.
Andrews and Rogers noted in 2005 that very little academic discussion had taken place regarding buyer behaviour within small and medium-sized enterprises (SMEs). [15] Thompson and Panayiotopoulos suggest that some purchasing decisions in SMEs, especially in a rebuy context, are made by one person and therefore not really a "group" activity, although in a new-buy situation, "the influence of other people may be greater". [16]
In commerce, supply chain management (SCM) deals with a system of procurement, operations management, logistics and marketing channels, through which raw materials can be developed into finished products and delivered to their end customers. A more narrow definition of supply chain management is the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronising supply with demand and measuring performance globally". This can include the movement and storage of raw materials, work-in-process inventory, finished goods, and end to end order fulfilment from the point of origin to the point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain.
Marketing is the act of satisfying and retaining customers. It is one of the primary components of business management and commerce.
A supply chain is a complex logistics system that consists of facilities that convert raw materials into finished products and distribute them to end consumers or end customers. Meanwhile, supply chain management deals with the flow of goods in distribution channels within the supply chain in the most efficient manner.
Marketing research is the systematic gathering, recording, and analysis of qualitative and quantitative data about issues relating to marketing products and services. The goal is to identify and assess how changing elements of the marketing mix impacts customer behavior.
In sales, commerce, and economics, a customer is the recipient of a good, service, product, or an idea, obtained from a seller, vendor, or supplier via a financial transaction or an exchange for money or some other valuable consideration.
Distribution is the process of making a product or service available for the consumer or business user who needs it, and a distributor is a business involved in the distribution stage of the value chain. Distribution can be done directly by the producer or service provider or by using indirect channels with distributors or intermediaries. Distribution is one of the four elements of the marketing mix: the other three elements being product, pricing, and promotion.
Pricing is the process whereby a business sets the price at which it will sell its products and services and may be part of the business's marketing plan. In setting prices, the business will take into account the price at which it could acquire the goods, the manufacturing cost, the marketplace, competition, market condition, brand, and quality of the product.
In marketing, market segmentation or customer segmentation is the process of dividing a consumer or business market into meaningful sub-groups of current or potential customers known as segments. Its purpose is to identify profitable and growing segments that a company can target with distinct marketing strategies.
Porter's Five Forces Framework is a method of analysing the competitive environment of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels. The five-forces perspective is associated with its originator, Michael E. Porter of Harvard University. This framework was first published in Harvard Business Review in 1979.
Consumer behaviour is the study of individuals, groups, or organisations and all the activities associated with the purchase, use and disposal of goods and services. Consumer behaviour consists of how the consumer's emotions, attitudes, and preferences affect buying behaviour. Consumer behaviour emerged in the 1940–1950s as a distinct sub-discipline of marketing, but has become an interdisciplinary social science that blends elements from psychology, sociology, social anthropology, anthropology, ethnography, ethnology, marketing, and economics.
Procurement is the process of locating and agreeing to terms and purchasing goods, services, or other works from an external source, often with the use of a tendering or competitive bidding process. The term may also refer to a contractual obligation to "procure", i.e. to "ensure" that something is done. When a government agency buys goods or services through this practice, it is referred to as government procurement or public procurement.
As part of consumer behavior, the buying decision process is the decision-making process used by consumers regarding the market transactions before, during, and after the purchase of a good or service. It can be seen as a particular form of a cost–benefit analysis in the presence of multiple alternatives.
A purchasing cooperative is a type of cooperative arrangement, often among businesses, to agree to aggregate demand to get lower prices from selected suppliers. Retailers' cooperatives are a form of purchasing cooperative. Cooperatives are often used by government agencies to reduce costs of procurement. Purchasing Cooperatives are used frequently by governmental entities, since they are required to follow laws requiring competitive bidding above certain thresholds. In the United States, counties, municipalities, schools, colleges and universities in the majority of states can sign interlocal agreements or cooperative contracts that allow them to legally use contracts that were procured by another governmental entity. The National Association of State Procurement Officials (NASPO) reported increasing use of cooperative purchasing practices in its 2016 survey of state procurement.
Business marketing is a marketing practice of individuals or organizations. It allows them to sell products or services to other companies or organizations, who either resell them, use them in their products or services, or use them to support their work.
Industrial marketing or business-to-business marketing is the marketing of goods and services by one business to another. Industrial goods are those an industry uses to produce an end product from one or more raw material. The term industrial marketing has largely been replaced by the term business-to-business marketing (B2B).
Industrial market segmentation is a scheme for categorizing industrial and business customers to guide strategic and tactical decision-making. Government agencies and industry associations use standardized segmentation schemes for statistical surveys. Most businesses create their own segmentation scheme to meet their particular needs. Industrial market segmentation is important in sales and marketing.
Market environment and business environment are marketing terms that refer to factors and forces that affect a firm's ability to build and maintain successful customer relationships. The business environment has been defined as "the totality of physical and social factors that are taken directly into consideration in the decision-making behaviour of individuals in the organisation."
Customer experience, sometimes abbreviated to CX, is the totality of cognitive, affective, sensory, and behavioral customer responses during all stages of the consumption process including pre-purchase, consumption, and post-purchase stages.
Firmographics are sets of characteristics to segment prospect organizations.
Jerry (Yoram) Wind is The Lauder Professor and Professor of Marketing at The Wharton School of the University of Pennsylvania, and is the founding director of the Wharton "think tank”, The SEI Center for Advanced Studies in Management.
The buying center is sometimes referred to as the decision making unit (DMU) or buying group. The buying center or decision making unit is a useful tool which answers the question—Who are involved in buying decision in an industrial organization? It is defined as a body of all the individuals or groups participating in the buying decision process and who have interdependent objectives and share common risks.