organizational buyer

organizational buyer

a member of an organization whose job is to negotiate terms of supply contracts. See PURCHASING.
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Coverage includes markets and customers, pricing strategies, channels of distribution, relationship marketing, and sales forecasting, in addition to global marketing, services marketing, not-for-profit marketing, consumer and organizational buyer behavior, and e-marketing.
Several models of organizational buyer behavior have achieved widespread acceptance.
All of these citations are from the consumer literature, which emphasizes the need for research into organizational buyer satisfaction.
(1995), "The moderating effects of insupplier/outsupplier status on organizational buyer attitudes", Journal of the Academy of Marketing Science, Vol.
White and Cundiff (1978) assert the normative belief that the organizational buyer makes an assessment of product quality independent of price, and then selects a product of acceptable quality with the lowest price.
The Sheth (1973) model of organizational buyer behavior is a useful guide in generating research questions.
The purpose of this invited paper is to assess what has happened since the publication of the paper, "A model of industrial buyer behavior" (Sheth, 1973), and to suggest future academic research opportunities and challenges with respect to theory, methods and empirical observations in organizational buyer behavior (OBB).
The notion of a sequential process has been used as a central tenet or structure of much organizational buyer behavior and buying process research (Johnston and Spekman, 1982).
The Div500 is produced annually by DiversityBusiness, the nation's leading multicultural B2B Internet portal that links large organizational buyers to multicultural product and service businesses.
Recently, however the environment for global clothing trade has changed significantly, driven by the rise of organizational buyers and their global sourcing strategies, the phase-out of the Multi Fibre Agreement (MFA) at the end of 2004 and the global economic crisis in 2008-2009.
When stakeholder orientation is low, organizational buyers will be less inclined to incur costs associated with investigating CSR levels of foreign suppliers.
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