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Wk. 3.1
Market Analysis
Kotler Market Analysis
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Top Business MarketingChallenges
Expand understanding of custoer needs
Copete glo!ally as China and "ndiareshape arkets
Master analytical tools and ipro#e$uantitati#e skills
%einstate inno#ation as an engine of
gro&th Create ne& organisational odels and
linkages
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Characteristics of BusinessMarkets
'e&er( larger!uyers
Close supplier)
custoerrelationships
*rofessional
purchasing Many !uying
in+uences
Multiple sales calls
,eri#ed deand
"nelastic deand
'luctuatingdeand
-eographically
concentrated!uyers
,irect purchasing
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Business as a Custoer
Business organisations do not onlysell they also !uy #ast $uantities ofra& aterials( anufacturedcoponents( plant and e$uipent(supplies( and !usiness ser#ices.
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What is /rganisationalBuying0
Organisational buyingrefersto the decision)aking process
!y &hich foral organisationsesta!lish the need for purchasedproducts and ser#ices( and identify(e#aluate( and choose aong
alternati#e !rands and suppliers.
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Buying ituations
traight re!uy
Modi2ed re!uy
e& task
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ystes Buying andelling
Buyers prefer to !uy a total solutionto a pro!le fro one seller.
*rie contractors
econd)tier contractors
Turn-keysolutions
ellers ha#e adopted the practice ofselling a total solution to a pro!le.
ystes contracting
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The Buying Centre
"nitiators
4sers
"n+uencers ,eciders
Appro#ers
Buyers
-atekeepers
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The *urchasing5*rocureent*rocess
More strategically orientedpurchasing departents.
A ission to seek the !est #alue frofe&er and !etter suppliers.
trategic supply departentsresponsi!le for glo!al sourcing andpartnering.
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tages in the Buying*rocess6 Buy phases
*ro!le recognition
-eneral need description
*roduct speci2cation
upplier search
*roposal solicitation
upplier selection /rder)routine speci2cation
*erforance re#ie&
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upplier earch6A Mo#e to Electronic
Marketplaces Catalogue sites 7ertical arkets
*ure play auction sites pot arkets
*ri#ate exchanges
Barter arkets Buying alliances
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upplier earch6E)*rocureent
We!sites organised using #erticalhu!s
We!sites organised usingfunctional hu!s
,irect extranet links to a8or
suppliers Buying alliances
Copany !uying sites
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upplier election6 9andling*rice)/riented Custoers
:iit $uantity purchased
Allo& no refunds
Make no ad8ustents *ro#ide no ser#ices
%isk and gain sharing
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,e#eloping CopellingCustoer 7alue *ropositions "nternal
engineeringassessent
'ield #alue)in)useassessent
'ocus)group #alueassessent
,irect sur#ey$uestions
Con8oint analysis
Bencharks
Copositional
approach
"portance ratings
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/rder)%outinepeci2cation
tockless purchase plans
7endor)anaged in#entory
Continuous replenishent
M i B i
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Managing Business)to)Business Custoer
%elationships Bene2ts of #ertical coordination
Corporate credi!ility and trust Expertise
Trust&orthiness
:ika!ility
%isks and opportunis
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Trust ,iensions
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'actors A;ectingBuyer)upplier %elationships
A#aila!ility of alternati#es
"portance of supply
Coplexity of supply
upply arket dynais
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Categories of Buyer)eller%elationships
Basic !uying andselling
Bare !ones
Contractualtransaction
Custoer supply
Cooperati#esystes
Colla!orati#e
Mutuallyadapti#e
Custoer is king
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What is /pportunis0
Opportunismis soe for ofcheating or undersupply relati#e toan iplicit or explicit contract.
/pportunis linked to reputation.
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"nstitutional and-o#ernent Markets
Institutional market< schools( hospitals(prisons( etc.
Must pro#ide goods and ser#ices to people in
their care eed iniu $uality standard at lo& price
Governmentis a a8or !uyer of goodsand ser#ices
Tender process
:o&est !idder =exceptions on $uality>
eed to follo& detailed guidelines