The organizational buyer's personality, perceived role set, motivation, cognition,

and learning are the basic psychological processes which affect his response to the
buying situation and marketing stimuli provided by potential vendors.

Cultural, organizational, and social factors are important influences on the individual
and are reflected in his previous experiences, awareness of, attitudes and
preference toward particular vendors and products and his particular buying
decision models.

The organizational buyer can, therefore, be viewed as a constrained decision maker.

Webster Jr., F, & Wind, Y 1972, 'A General Model for Understanding Organizational
Buying Behavior', Journal Of Marketing, 36, 2, pp. 12-19

The marketplace reality is characterized by aggressive selling strategies and

salespeople, a retail environment that encourages spontaneous shopping, well-
crafted promotional campaigns that portray the act of shopping as a source of
happiness, and advanced technology that facilitates fast and easy shopping.

the results of this study showed that low self-esteem, fantasy, and envy are
individual characteristics that drive impulsive and compulsive buying.

Marketers should make conscious efforts to stop associating products with

unrealistic images, situations, or idealistic consumer aspirations that are unlikely to
be attained. Finally, marketers should consider avoiding messages that encourage
individuals to constantly compare what they have with what others possess,
generating a constant state of envy and dissatisfaction. By doing so, marketers
might help increase consumers sense of appreciation and likeability toward the firm
or the brand.

Shoham, A, Gavish, Y, & Segev, S 2015, 'A Cross-Cultural Analysis of Impulsive and
Compulsive Buying Behaviors among Israeli and U.S. Consumers: The Influence of
Personal Traits and Cultural Values', Journal Of International Consumer Marketing,
27, 3, pp. 187-206

Consuming expectations. Peoples expectation about the value of what theyre

consuming profoundly affects their experience. We know that people have favorite
beverage brands, for instance, but in blind taste tests they frequently cant tell one
from another: The value that marketers attach to the brand, rather than the drinks
flavor, is often what truly adds to the taste experience.

Recent brain-imaging studies show that when people believe theyre drinking
expensive wine, their reward circuitry is more active than when they think theyre
drinking cheap wine even when the wines are identical. Similarly, when people
believe theyre taking cheap painkillers, they experience less relief than when they
take the same but higher-priced pills.

Ariely, D, & Norton, M 2009, 'How Concepts Affect Consumption', Harvard Business
Review, 87, 6, pp. 14-16

THE CHALLENGE

Many servicesincluding cancer care, airline travel, car and computer repair, and
home buying, selling, and renovationcan trigger strong feelings. But the
companies that provide them often fall short in anticipating and mitigating their
customers anxieties and fears.

THE SOLUTION

Identify emotional triggers during the customers experience. Develop tactics for
responding quickly when intense emotions arise. Enhance customers control over
the service. Hire and rigorously train people who can respectfully communicate with
customers and strengthen their confidence.

THE PAYOFF

By designing services to defuse customers intense negative feelings and influence

their expectations and perceptions of quality and value, companies can enhance
satisfaction and loyalty. It is a powerful way to differentiate offerings one that
competitors cant easily replicate.

Berry, L, Davis, S, Wilmet, J, & Broden, F 2015, 'WHEN THE CUSTOMER IS

STRESSED', Harvard Business Review, 93, 10, pp. 86-8

Dannon is easing up on the notion of a zero-sum game (growing by stealing market

share from others) and focusing instead on building the category. The companys
marketing efforts have shifted as well, from one-way campaigns that dismiss
consumer complaints about, say, aspartame or sugar in yogurt marketed to children
to social media campaigns that engage consumer feedback. Its early days, but
Valle sees his vision as achievable, as long as employees adhere to the companys
purpose and work together to bring it to life.

Ready, D, & Truelove, E 2011, 'The Power of Collective Ambition', Harvard Business
Review, 89, 12, pp. 94-102
New research shows that rather than systematically narrowing their choices,
consumers add and subtract brands from a group under consideration during an
extended evaluation phase. After purchase, they often enter into an open-ended
relationship with the brand, sharing their experience with it online.

Edelman, DC 2010, 'Branding in The Digital Age', Harvard Business Review, 88, 12,
pp. 62-69

The powerful are often invisible, at least to vendor representatives. Unfortunately,

power does not correlate perfectly with organizational rank.

Bonoma, TV 2006, 'MAJOR SALES. WHO REALLY DOES THE BUYING?', Harvard
Business Review, 84, 7/8, pp. 172-181