The purchasing office typically handles purchasing contracts and is staffed to
draw up, complete, and file the related registrations and legal documents.
Gatekeepers: This purchase decision actually involved two different gatekeepers
within the customer organization: the executive assistant to the chief operating
officer and an assistant purchasing officer. The positioning of these gatekeepers
facilitated the salesperson’s exchange of information and ability to keep in contact
with the various members of the buying team. The COO’s executive assistant
moved easily among the various executives influencing the decision and was able
to make appointments with the right people at the right times. However, the
assistant purchasing officer was directly involved with the coordination of each
member and bringing their various inputs into one summary document for the
CEO. The salesperson’s positive dealings and good relationships with each of the
gatekeepers played a significant role in Executive Jet getting the sale.
A classic and all-too-common mistake among salespeople is to make repetitive calls
on a purchasing manager over a period of several months only to discover that a buying
team actually exists and that the ultimate decision will be made by someone other
than the purchasing manager. Salespeople must gather information to discover who
is in the buying team, their individual roles, and which members are the most influential.
This information might be collected from account history files, people inside
the salesperson’s organization who are familiar with the account sources within the
client organization, and even other salespeople. A salesperson should work with all
members of the buying team and be careful to properly address their varied needs
and objectives. Nevertheless, circumstances sometimes prevent a salesperson from
working with all members of the team, and it is important that they reach those
that are most influential.
CURRENT DEVELOPMENTS IN PURCHASING
Today’s business organizations are undergoing profound change in response to everincreasing
competition and rapid changes in the business environment. The worldwide
spread of technology has resulted in intense and increasingly global competition
that is highly dynamic in nature. Accelerating rates of change have fragmented what
were once mass markets into more micro and niche markets composed of more
knowledgeable and demanding customers with ever-increasing expectations. In
response, traditional purchasing practices are also rapidly changing.
Increasing Use of Information Technology
Buyers and sellers alike are increasingly using technology to enhance the effectiveness
and efficiency of the purchasing process. Business-to-business e-commerce is growing
at a rate exceeding 33 percent a year. Although EDI over private networks has
been in use for some time, nearly all the current growth has been in Internetbased
transactions.
Information technology electronically links buyers and sellers for direct and immediate
communication and transmission of information and data. Transactional
exchanges such as straight rebuy decisions can now be automated with Internetand
World Wide Web-enabled programs tracking sales at the point of purchase
and capturing the data for real-time inventory control and order placing. By cutting
order and shipping times, overall cycle times are reduced, mistakes minimized, and
working capital invested in inventories is made available for more productive applications.
Further, the automation of these routine transactions allows buyers and salespeople
to devote more time to new tasks, complex sales, and post-sale service and
relationship-building activities. In addition to facilitating exchange transactions,
applications integrating the Internet are also being used to distribute product and
company information along with training courses and materials. Several companies
have begun publishing their product catalogs online as a replacement for the
The purchasing office typically handles purchasing contracts and is staffed to
draw up, complete, and file the related registrations and legal documents.
Gatekeepers: This purchase decision actually involved two different gatekeepers
within the customer organization: the executive assistant to the chief operating
officer and an assistant purchasing officer. The positioning of these gatekeepers
facilitated the salesperson’s exchange of information and ability to keep in contact
with the various members of the buying team. The COO’s executive assistant
moved easily among the various executives influencing the decision and was able
to make appointments with the right people at the right times. However, the
assistant purchasing officer was directly involved with the coordination of each
member and bringing their various inputs into one summary document for the
CEO. The salesperson’s positive dealings and good relationships with each of the
gatekeepers played a significant role in Executive Jet getting the sale.
A classic and all-too-common mistake among salespeople is to make repetitive calls
on a purchasing manager over a period of several months only to discover that a buying
team actually exists and that the ultimate decision will be made by someone other
than the purchasing manager. Salespeople must gather information to discover who
is in the buying team, their individual roles, and which members are the most influential.
This information might be collected from account history files, people inside
the salesperson’s organization who are familiar with the account sources within the
client organization, and even other salespeople. A salesperson should work with all
members of the buying team and be careful to properly address their varied needs
and objectives. Nevertheless, circumstances sometimes prevent a salesperson from
working with all members of the team, and it is important that they reach those
that are most influential.
CURRENT DEVELOPMENTS IN PURCHASING
Today’s business organizations are undergoing profound change in response to everincreasing
competition and rapid changes in the business environment. The worldwide
spread of technology has resulted in intense and increasingly global competition
that is highly dynamic in nature. Accelerating rates of change have fragmented what
were once mass markets into more micro and niche markets composed of more
knowledgeable and demanding customers with ever-increasing expectations. In
response, traditional purchasing practices are also rapidly changing.
Increasing Use of Information Technology
Buyers and sellers alike are increasingly using technology to enhance the effectiveness
and efficiency of the purchasing process. Business-to-business e-commerce is growing
at a rate exceeding 33 percent a year. Although EDI over private networks has
been in use for some time, nearly all the current growth has been in Internetbased
transactions.
Information technology electronically links buyers and sellers for direct and immediate
communication and transmission of information and data. Transactional
exchanges such as straight rebuy decisions can now be automated with Internetand
World Wide Web-enabled programs tracking sales at the point of purchase
and capturing the data for real-time inventory control and order placing. By cutting
order and shipping times, overall cycle times are reduced, mistakes minimized, and
working capital invested in inventories is made available for more productive applications.
Further, the automation of these routine transactions allows buyers and salespeople
to devote more time to new tasks, complex sales, and post-sale service and
relationship-building activities. In addition to facilitating exchange transactions,
applications integrating the Internet are also being used to distribute product and
company information along with training courses and materials. Several companies
have begun publishing their product catalogs online as a replacement for the
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