Midterm review: Key Concepts | Môn B2B Marketing - Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

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Part I: Fundamentals of Business-to-Business Marketing
Business-to-Business Markets and Marketing
Marketing Practice Differences
• B2B marketing focuses on personal selling, relationship management, and systembased
sales rather than product-driven marketing.
• B2C marketing relies on mass advertising, strong branding, and deep market
segmentation to appeal to individual consumers Market Structure Differences
- B2B marketing serves business customers, requiring complex customer relationships
and long-term purchasing decisions
- B2C marketing targets individual consumers, with personal needs and faster purchase decisions Buying Behavior Differences
- B2B transactions involve multiple decision-makers, long buying cycles, and large
transaction values, requiring formal contracts and long-term supplier relationships.
- B2C purchases are faster, simpler, and more emotional, with limited interaction between buyers and sellers.
Summary of B2B vs. B2C Differences:
B2B: More complex, relationship-driven, long buying cycles, high-value transactions, fewer buyers.
B2C: Simple, emotional-driven, short buying cycles, lower transaction values, large consumer base
Installations are major investment items such as heavy engineering equipment.
• Accessory equipment consists of smaller items of equipment such as hand tools.
• Maintenance, repair and operating (MRO) supplies are individually minor items oexpenditure
that are essential to the running of the organization. These would include such things as office
supplies (for example, stationery), lubricants (chất bôi trơn) and abrasives(chất mài mòn)
• Raw materials are unprocessed basic materials such as crude oil, coal and metal ores.
• Manufactured materials and parts include raw materials that have been processed (such as
finished steel and prepared timber) and component parts (such as computer optical drives and
automobile windscreens) that are ready to be incorporated directly into the finished product.
• Business services are often subdivided into maintenance and repair services andbusiness advisory services.
OEMs are manufacturing businesses that buy component parts from other firms to incorporate
into a finished product that is then sold under their own brand name to other businesses or to
consumers. Car manufacturers (such as VW/Audi, Ford and Toyota) and computer
manufacturers (such as Dell, HewlettPackard and Lenovo) are classic OEM businesses 2. Buyer Behaviour
Purchasing Orientation: a company acquires resources and capabilities from external supply markets.
2.1: Fundamentals of Buyer Behaviour:
- Decision-Making Process: Steps in the B2B buying journey, including problem
recognition, supplier search, evaluation, and feedback. lOMoAR cPSD| 59085392
6 steps for the Decision-Making process
1. Problem Recognition: t mở phòng tập nhảy, mà cái loa rè qúa nên mng không nghe
được rõ nhạc,t muốn mua loa để nhảy
2. Specification Development: yêu cầu loa như thế nào? Nghe được tất cả âm lượng, to
cỡ nhiêu hz, bự cỡ nào (phải cụ thể số lượng, chất lượng mình cần)
3. Supplier Search: tìm supplier: LG hay Marshall hay Beatbox
4. Proposal Evaluation and Selection: supplier cung cấp thông tin về giá, hợp đồng mua,
và một số dịch vụ khác
5. Order Processing and Contracting: company đàm phán về thanh tonas, bảo quản, chính
sách lỡ làm không đúng hợp đồng thì sao.
6. Performance Evaluation and relationship Management: oke ruì thì đặt hàng rồi xem
quá trình xem liệu mình có nên tiếp tục với họ không NOTE: -
B2B purchases require extensive research and evaluation, unlike B2C where
consumers make quick decisions. -
Long-term supplier relationships matter for future purchases.
Buying Teams (DMU - Decision-Making Unit) => Including Six roles (Initiators, Deciders,
Buyers, Influencers, Users, Gatekeepers) impact the buying process -
B2B multiple departments influence the decision. -
B2B marketers must engage with different stakeholders to close a sale.
Buying Situations: New Task, Modified Re-buy, Straight Re-buy . Buying Situation Definition Example New Task Buying A first-time
purchase A university installs solar panels for
(get info as much as requiring extensive research the first time to cut electricity costs possible) Modified
Re-buy A repeat purchase with some A hotel chain switches its linen
(xảy ra khi có vấn đề) changes (supplier, product supplier to improve quality T specs)
không thích dùng iphone nữa vì
nó hao pin, chuyển qua dùng samsung thì okie hơn Straight Re-buy
Routine purchase with no A café reorders coffee beans from its modifications regular supplier
Kiểu như ngày nào t cũng uống nước
ngọt nên cứ thế mà mua coke hoặc
sprite là xong, kiểu không phải nghĩ nhiều -
New tasks involve long decision-making cycles, while straight re-buys are routine and faster. -
B2B sellers must understand the buying situation to approach customers effectively. Factors Affecting Purchasing:
✔ Organizational Factors – Company policies, budgets, supply chain strategies.
✔ Group Factors – Team dynamics, decision-making structures.
✔ Individual Factors – Risk tolerance, personal relationships with suppliers. lOMoAR cPSD| 59085392
Example: A construction company buying cement for a major project
- Organizational: The company prioritizes cost-efficiency and supplier reliability.
- Group: The project manager, procurement team, and finance team work together to approve the purchase.
- Individual: The procurement officer prefers a supplier he has worked with before, even
if other options are available.
*B2B purchases are not just about price—relationships, policies, and team decision-making also play a role. Summary
B2B buying is structured, with multiple decision-makers.
Understanding DMU roles helps B2B sellers engage the right stakeholders.
Buying situations determine the complexity of the decision.
Companies consider internal policies, team opinions, and personal preferences when making purchases.
2.2 Framework for Buyer Behaviour:
- Buygrid Framework: Explains how different buying situations influence the decision process . 2.3.Practical Implications
- Risk and Relationship Management: B2B buyers focus on risk reduction and supplier relationships .
- Digital Transformation in Procurement: AI, automation, and analytics are shaping modern B2B buying .
- Sustainability Considerations: Companies increasingly prioritize green procurement
3. Inter-firm Relationships and Networks:
1. Active Buyer Participation in B2B Markets
● Unlike traditional marketing models, B2B buyers actively engage in initiating and influencing transactions.
● The passive buyer model is ineffective in business markets.
2. Value Creation Through Strong Buyer-Seller Relationships
● B2B value is co-created through mutual understanding and collaboration.
● A deep buyer-seller relationship leads to sustainable business success.3. Key Concepts of
B2B Relationships & Influencing Factors
● Trust, commitment, and shared goals shape business relationships.
● Factors like past interactions, economic benefits, and industry standards impact relationshipdynamics.
4. Continuous Relationship Management
● Maintaining B2B relationships requires ongoing engagement, communication, and adaptation.
● Businesses must resolve conflicts, nurture partnerships, and track performance.
5. Strategic Importance of Business Networks
● B2B firms operate within interconnected networks, not in isolation.
● Network thinking is essential for long-term strategic growth and competitive advantage.
Matching the uncertains and abilities of both parties: lOMoAR cPSD| 59085392
1. Customers face uncertainties:
- Need Uncertainty: difficult in knowing exactly what or how to buy.
- Market uncertainty: different choices of buyer perceives and the difficulty in choosing
between suppliers. -> come from many substitutes
- Transaction uncertainty: exposure that the buyer is faced up with once the transaction is signed Inter-firm relationships
1. Relationship with supplier/subcontractors
- Subcontracting means 1 firm outsources some of its operations to another firm
- Sub-contractor is considered a supplier of the principal firm
- Outsource is when another company manages the non-core business
2. Relationship between subcontractors and principal firm - Capital production networks
- Relational Production Networks - Modular Production Networks
Microsoft & Dell (Strategic Partnership in Technology)
- Microsoft supplies Windows OS to Dell, while Dell integrates it into their laptops and computers.
- Both companies benefit: Microsoft expands its OS market share, and Dell enhances product appeal.
Starbucks & Coffee Bean Farmers (Sustainable Sourcing)
- Starbucks collaborates with thousands of coffee farmers worldwide through ethical sourcing programs.
- This ensures high-quality coffee, fair trade practices, and sustainability.
Toyota & Just-in-Time Suppliers (Efficient Production Network)
- Toyota’s Just-in-Time (JIT) system depends on a network of parts suppliers delivering
materials exactly when needed.
- This reduces inventory costs and maximizes production
Procter & Gamble (P&G) & Walmart (Retail Partnership)
- Walmart sells P&G’s household products (e.g., Tide, Pampers, Gillette).
- P&G benefits from mass distribution, while Walmart ensures a steady supply of trusted brands.
Coca-Cola & McDonald's (Exclusive Supply Agreement)
- Coca-Cola is the exclusive soft drink supplier for McDonald’s worldwide. McDonald's
benefits from consistent beverage quality, while Coca-Cola secures a global distribution channel
3.2: Introduction to Inter-Firm Relationships & Networks in B2B:
- Definition: Inter-firm relationships refer to long-term business partnerships beyond simple transactions.
- Importance: Essential for value creation, cost reduction, innovation, and supply chain efficiency.
- Types: Supplier-buyer relationships, strategic alliances, joint ventures, and distribution partnerships. lOMoAR cPSD| 59085392
Vietnam Case Study: Vinamilk & Dairy Farmers
Example: Vinamilk collaborates with over 6,000 dairy farms, offering training and financial support.
Outcome: Ensures consistent milk quality, stable supply, and sustainable farming.
3.3: The Role of Relationships in Value Creation:
- Value is co-created when firms collaborate rather than compete.
- Long-term partnerships lead to lower costs, better innovation, and stronger supply chain networks.
- Trust & commitment drive mutual growth and efficiency.
Vietnam Case Study: Viettel & Small Tech Suppliers Example: Viettel partners with local
startups to co-develop 5G, AI, and cybersecurity solutions. Outcome: Enhances Viettel’s
technological leadership while helping local firms scale up
3.4: Types of B2B Relationships in Vietnam & Globally
- Supplier Relationships: Ensuring raw material quality and cost efficiency.
- Strategic Alliances: Joint product development, R&D, and technology-sharing.
- Network Relationships: Industry clusters, trade associations, and B2B trade platforms.
Vietnam Case Study: Hoa Phat Steel & Construction Industry
Hoa Phat works with construction companies to develop high-strength steel for Vietnam’s infrastructure projects.
Outcome: Ensures a steady demand while reducing costs for builders.
3.5: Challenges in Managing Inter-Firm Relationships
- Mismatched Expectations: Partners may have conflicting priorities.
- Supply Chain Disruptions: Risks include COVID-19, geopolitical issues, and raw material shortages.
- Power Imbalances: Larger firms may dominate smaller suppliers, leading to dependency risks.
Vietnam Case Study: Tân Hiệp Phát & Local Suppliers Example: Tân Hiệp Phát (Vietnam’s
top beverage brand) relied on local suppliers but faced supply chain disruptions during
COVID-19. Outcome: Introduced diversified sourcing strategies to mitigate risks.
3.6: Digital Transformation & B2B Networks
- E-commerce & B2B Platforms: Online procurement systems improve efficiency.
- AI & Big Data: Enhances supplier selection, predictive analytics, and automation
- Blockchain & Smart Contracts: Secures transparent and tamper-proof transactions. Vietnam Case Study:
Tiki & B2B E-commerce Example: Tiki launched TikiPRO, allowing businesses to purchase
wholesale directly from manufacturers.
Outcome: Lower procurement costs, streamlined logistics, and faster supply chain management.
3.7: Building Strong Inter-Firm Networks
- Trade Associations & Business Networks: VCCI (Vietnam Chamber of Commerce)
supports business collaborations. lOMoAR cPSD| 59085392
- Government Support: "Make in Vietnam" policy encourages local sourcing &
partnerships. - Cross-Sector Collaborations: Firms in different industries co-develop new products & solutions.
Vietnam Case Study: Vingroup & Bosch Partnership
Example: VinFast (Vingroup) collaborates with Bosch for automotive technology & smart home solutions.
Outcome: VinFast leverages global expertise, while Bosch expands its market share in Vietnam.
Global Case Study: Microsoft & SAP Partnership
Example: Microsoft & SAP integrate cloud solutions for businesses worldwide. Outcome:
Provides seamless enterprise software integration.
3.8: Key Learnings & Future Trends
Trust & Collaboration: Essential for B2B success.
Digitalization & Sustainability: Shaping the future of business networks.
Vietnam’s Growing B2B Market: Strong FDI & regional partnerships.
Focus on Eco-Friendly Solutions: Sustainability is a key differentiator in B2B.
Vietnam Case Study: EVN (Electricity of Vietnam) & Renewable Energy Providers Example:
EVN partners with solar & wind energy firms to expand renewable energy solutions.
Outcome: Supports Vietnam’s 2050 net-zero target while reducing energy dependence.
Global Case Study: IKEA & Sustainable Suppliers
Example: IKEA partners with sustainable wood and textile suppliers to meet green business standards.
Outcome: Reduces carbon footprint while ensuring ethical sourcing
Conclusion & Key Takeaways:
- Inter-firm relationships are critical for B2B success.
- Vietnamese & global firms leverage partnerships for competitive advantage.
- Digital transformation & sustainability are reshaping B2B networks
3.8:Description of the IMP Interaction Model for B2B Marketing
The IMP (Industrial Marketing and Purchasing) Interaction Model describes how organizations
and individuals interact within a business network over time, influenced by various factors
such as environment, atmosphere, and relationship processes.
Key Components of the Model (Breakdown & Explanation)
1. Two Main Entities: Organizations & Individuals
• Organization Level: Includes company structure, technology, and strategy.
• Individual Level: Involves experience, aims, and behavior of decision-makers.
• Example: A supplier’s sales manager (individual) negotiates contract terms based on
the company's supply chain capabilities (organization).
2. Interaction Process (Short-Term vs. Long-Term)
The model emphasizes both immediate transactions and long-term relationships:
Short-Term Exchange Episodes:
○ Product/Service Exchange – Delivering a specific good/service to the customer. lOMoAR cPSD| 59085392
○ Financial Exchange – Payment terms, pricing discussions.
○ Informational Exchange – Sharing technical specs, market insights.
○ Social Exchange – Relationship-building activities (networking, meetings). ○
Example: A Vietnamese logistics company (Gemadept) providing a one-time
service to a new manufacturing client.
Long-Term Relationship Development:
○ Institutionalization – Formalizing the relationship via contracts, partnerships.
○ Adaptations – Adjustments based on market changes, customer needs.
○ Example: Vingroup’s long-term partnership with Bosch for smart manufacturing solutions.
3. External Factors Impacting Interaction
Environment (Market Factors Influencing Relationships)
○ Market Structure – Industry concentration (few buyers/sellers vs. fragmented
markets). ○ Dynamism – Rapid technological or market changes. ○
Internationalization – Global trade affecting B2B relationships.
○ Position in Marketing Channel – Role in the supply chain (manufacturer, distributor).
○ Social System – Cultural, regulatory, and industry norms.
○ Example: The Vietnamese textile industry faces pressure from international buyers
like Zara & H&M, demanding sustainable production.
Atmosphere (Interpersonal & Business Relationship Factors) ○
Power/Dependence – One party (buyer/seller) may dominate.
○ Cooperation vs. Conflict – Collaboration level between businesses.
○ Closeness vs. Distance – Trust levels in a partnership.
○ Expectations – Future business opportunities.
○ Example: Apple’s supplier Foxconn relies heavily on Apple’s contracts, making them
dependent on Apple’s purchasing decisions.
Summary of How the Model Helps B2B Understanding 1.
B2B relationships are dynamic, evolving from short-term exchanges into long- termpartnerships. 2.
External factors (market structure, power dynamics, globalization) shape inter- firm relationships. 3.
Successful B2B companies focus on trust, collaboration, and continuous
adaptation to maintain relationships.
4. Responsibility B2B Strategy:
4.1 STRATEGY: MEANING AND PROCESS IN B2B MARKETING:
1. Strategy as a Plan (Intended plan)
○ A roadmap guiding the organization toward its future goals.
○ Example: Vingroup's expansion into technology and electric vehicles (VinFast) 2. Strategy as a Pattern
○ Consistency in actions over time, shaping the company’s realized strategy.
○ Example: Viettel’s continuous global expansion into telecommunications 3. Strategy as a Position
○ Establishing a unique market position that differentiates the business.
○ Example: Café Trung Nguyên’s premium branding in Vietnam’s coffee industry. lOMoAR cPSD| 59085392 4. Strategy as a Perspective
○ An inward view of the company’s core values and philosophy.
○ Example: Flokk’s sustainability-driven product design approach. 5. Strategy as a Ploy
○ Tactical moves to outmaneuver competitors in the market.
○ Example: Shopee’s aggressive discount strategies to dominate Vietnam’s ecommerce.
Business vs. Corporate Strategy
• Business Unit Strategy (Competitive Strategy): How a company competes in its market.
Example: VinFast competing with international EV brands like Tesla.
• Corporate Strategy: Managing multiple businesses & resource allocation.
• a. Example: Masan Group’s diversified strategy across food, retail, and financial services
.4.2: The Rational Planning Approach in B2B Strategy – Có vẻ dùng để giải thích case -
Definition: A structured, logical
process for strategic planning and decision-making.
- Objective: Helps businesses analyze their competitive environment and select the best strategic options.
- Importance: Provides a clear roadmap but requires adaptability to market changes.
6-Step Process of Rational Planning
1. External Audit – Analyze market trends, competition, and macroeconomic factors.
(Sử dụng 5 Forces được không)?
2. Internal Audit – Assess company strengths and weaknesses vs. competitors.
3. SWOT Analysis – Identify key opportunities and threats.
4. Strategic Alternatives – Develop different strategy options.
5. Evaluation & Selection – Choose the most effective strategy to meet objectives.
6. Implementation & Control – Execute the plan, monitor progress, and adjust if needed.
Case Study: VinFast’s Market Entry Strategy
● External Audit: Studied global EV market trends and consumer demand.
● Internal Audit: Assessed its manufacturing capability and brand strength.
● SWOT Analysis: Identified opportunities in Vietnam’s growing demand for electric vehicles.
● Strategic Alternative: Differentiation strategy focusing on advanced technology and global expansion.
● Evaluation & Selection: Decided to enter U.S. and European markets with a premium EV brand.
● Implementation: Invested in R&D, built factories, and launched aggressive marketing campaigns.
Key Takeaway The Rational Planning Approach provides a structured way to make
strategic decisions but must be flexible to adapt to market shifts.
4.3: The Rational Planning Approach in B2B Strategy
- Definition: RBV sees firms as unique due to their internal resources,
which are key to competitive advantage. lOMoAR cPSD| 59085392 - Types of Resources:
○ Physical Capital: Technology, equipment, raw materials.
○ Human Capital: Skills, experience, leadership.
○ Organizational Capital: Structure, systems, networks.
- Sustained Competitive Advantage (Jay Barney, 1991): A firm gains an edge when it
possesses valuable, rare, inimitable, and non-substitutable (VRIN) resources.
VRIN Framework for Competitive Advantage
1. Valuable: Helps the firm exploit opportunities or neutralize threats.
2. Rare: Not widely available among competitors.
3. Inimitable: Difficult to copy due to history, social complexity, or ambiguous causes.
4. Non-Substitutable: No alternative resources can provide the same benefits
Case Study: Viettel’s Global Expansion Strategy
● Valuable: Owns a strong telecommunications infrastructure and R&D capabilities.● Rare:
One of the few Vietnamese firms successfully expanding into global telecom markets.
● Inimitable: Developed military-based management efficiency and localized customer solutions.
● Non-Substitutable: Combines cost leadership with innovation in emerging markets. Key
Takeaway Firms must develop unique internal resources to sustain long-term competitive
advantage, instead of relying solely on external market conditions.
4.4: The Relationship Spectrum in B2B Marketing:
- B2B Relationships Are Contingent: There is no single "right way" to build customer
relationships. Strategies should adapt based on market conditions and customer needs.
- The Relationship Spectrum (George Day, 2000): A framework to determine the depth
of customer relationships. It ranges from Transactional to Collaborative Exchanges,
with Value-Adding Exchange in between. Types of B2B Relationships 1. Transactional Exchange:
One-time purchase with no long-term engagement.
Ex: A business buying office supplies from a vendor based on price alone. 2. Value-Adding Exchange:
Some customer retention efforts but no deep relationship-building.
Example: A logistics provider offering tracking services to ensure reliability but no customized solutions. 3. Collaborative Exchange:
Close relationships with shared goals, joint problem-solving, and trust-building. Example:
IBM working closely with banks to develop customized AI-driven risk management systems. 4.5: Chapter Summary:
1. CSR & Sustainability in B2B ○ Companies integrate Corporate Social Responsibility
(CSR) and sustainability into their strategies.
○ Example: Unilever's Sustainable Living Plan, ensuring responsible sourcing of raw materials. lOMoAR cPSD| 59085392
2. Ethical Foundations of Business Strategy ○ Ethical business behavior improves
longterm financial performance.
○ Four Ethical Perspectives:
■ Managerial Egoism – Focus on company benefits (e.g., profit maximization).
■ Utilitarianism – Weighs costs/benefits for all stakeholders.
■ Deontological Approach – Adheres to professional codes of conduct.
■ Virtue Ethics – Encourages integrity and sound judgment
○ Example: Vingroup's Ethical Standards in Real Estate Development (Vietnam)
3. Corporate & Business Unit Strategy
○ Corporate Strategy: Managing multiple business units.
○ Business Unit Strategy: Competing within a specific industry.
○ Example: Samsung’s Diversification into Electronics, Biotech, and Automotive
4. Three Approaches to B2B Marketing Strategy
○ Rational Planning: Structured, long-term strategy formulation.
○ Resource-Based View: Competitive advantage from unique internal resources.
○ Relationships & Networks: Success driven by strong inter-firm relationships.
○ Example: Apple & Foxconn's Strategic Supplier Partnership
5. The Role of Customer Value in Strategy
○ Long-term shareholder value is driven by customer value creation.
○ Customer value = What is received vs. What is given up.
○ Example: IBM’s AI-driven Solutions for Banking Efficiency Case Study: VinFast’s
B2B Strategy in Electric Vehicles (Vietnam)
● CSR: Uses eco-friendly production methods.
● Ethical Strategy: Fair labor practices and supplier transparency.● Customer Value: High-
tech, innovative, and affordable EVs.
6. Business – Market Segmentation:
6.1: Understand Market Segmentation:
- Meaning: Grouping customers with similar needs/behaviors.
- Purpose: Efficient targeting, customized offerings. I
- Importance: Effective resource allocation, enhanced customer satisfaction.
- Example (Vietnam): Vinamilk segments markets into nutrition-based consumer groups (children, adults, elderly).
6.2: Segmentation Principles and Process:
- Macro-Segmentation: Broad criteria (industry, firm size, location).
- Micro-Segmentation: Specific customer behaviors, decision-making, buyer personas.
- Case Study (Vietnam): Viettel segments corporate clients by industry and operational
scale (government, SMEs, large corporations
6.3: Firmographic and Operating Variables:
- Firmographics: Industry type, company size, geographic location.
- Operating Variables: Customer technology, brand usage, strategic type.
- Case Study (Vietnam): FPT differentiates technology services by enterprise size and
technological readiness (start-ups vs. large enterprises).
6.4: Purchasing Approaches and Situational Factors lOMoAR cPSD| 59085392
- Purchasing Approaches: Organizational structure, power dynamics, buying policies.
- Situational Factors: Urgency, order size, special circumstances.
- Example (Vietnam): Hoa Phat differentiates sales approach based on client
procurement methods and urgency (standard orders vs. urgent infrastructure projects).
6.5: Buyer Personal Characteristics (Buyer Persona) -
Buyer motivation, risk aversion, relationship styles.
- Building effective buyer personas for targeted marketing.
- Case Study (Vietnam): Tiki.vn uses buyer personas to tailor digital marketing,
segmenting customers by buying behaviors and preferences (value-seekers vs. premium customers).
6.6:Effective Segmentation: Criteria and Challenges
- Criteria: Measurable, accessible, substantial, actionable segments.
- Challenges: Customer heterogeneity, dynamic market structures.
- Vietnamese Case Example: Trung Nguyen Legend positions coffee products distinctly
for different segments (mass market vs. premium gift markets), continuously adapting
segmentation strategies based on market feedback.
Example Illustration: VinFast (Part of Vingroup)
● Firmographics: Vietnam’s leading electric vehicle manufacturer, primarily operating in
Hai Phong (Vietnam) and North Carolina (USA).
● Operating Variables: Focused on EV technology, energy storage battery development,
and AI integration in autonomous driving systems.
● Purchasing Approach: International strategic partnerships (e.g., CATL for batteries,
BMW and Bosch for technology collaboration). Prioritizes suppliers meeting international
environmental and technological standards.
● Situational Factors: Accelerated investment in US and European markets due to
supportive EV policies, requiring advanced equipment and technology to compete globally.
● Personal Characteristics: VinFast’s global executive leadership team (e.g., global
CEO)has significant international experience, emphasizing partnerships with highly
reputable companies to ensure product quality, technological leadership, brand protection, and risk mitigation.
20. D -21. C – 22B – 23C – 24. – 25B.- 26B lOMoAR cPSD| 59085392 lOMoAR cPSD| 59085392 1. Installation
2. New-task vì and long-term strategic commitment—characteristics of a New Task
buying situation. This means the buying process will involve multiple stakeholders and extensive information search.
3. Emphasize value-added services: offer training, technical support, and maintenance.
Provide evidence of product quality and compliance with international standards.
Highlight local responsiveness, faster service timelines, and potential cost advantages
vs. foreign competitors. Offer pilot programs or flexible financing to reduce buyer risk.
Include co-development opportunities for localized training content
4. Users: Medical equipment specialists, service teams – they evaluate usability and after-
sales needs. Buyers: Procurement officers – they handle commercial negotiations and lOMoAR cPSD| 59085392
contract execution. Influencers: Technical advisors or biomedical engineers – they set
specifications and technical requirements. Deciders: Senior management Modified rebuy
Users – Operations and product development teams: directly use the coffee beans and influence
performance standards. Influencers – Quality control, R&D, and marketing departments: shape
specifications and align sourcing with brand positioning. Gatekeepers