This demonstrates that organisational buying decisions that are more
complex than general consumer buyer behaviour. Frameworks have been
developed to give a more comprehensive view of the complex factors
involved. These also act as a foundation for developing meaningful seg-
mentation criteria in organisational markets. The Webster–Wind and the
Sheth frameworks both try to develop logical models of this process.■ The Webster–Wind framework
This framework identifies four categories of variables that have an influ-
ence on organisational buying decisions (see Figure 4.18).1 Environmental: Any aspect of the external environment that may affect
the organisation buying behaviour is embraced under this heading.
This includes political, economic, cultural, legal, technological and
physical environments. Competitors marketing actions are also
deemed to be in the external environment.
2 Organisational: There are several organisational factors that affect
behaviour. The company’s goals and objectives set parameters on
activity. The organisation’s structure and resources act as constraints
on its culture in terms of the type of policies and procedures that are
followed, these all affect buying behaviour.
3 Interpersonal: The relationship between the individuals in the buying
centre are an important determinate of how decisions are reached.
How coalitions are formed and where loyalties lie within an organisa-
tion will be dependent on these relationships.
4 Individual: Attitude to risk, creativity, competitiveness, style of prob-
lem solving and locus of control will all be unique in each individual.
The individuals’ personal goals, past experience and training will
inform their way of operating. Each individual will influence the
DMU’s decisions to a greater or lesser extent.Each of these categories has two sub-categories of task and non-task-related
variables. Task-related variables are directly related to the buying decision
being undertaken; non-task variables are not directly concerned with the
buying decision but nevertheless affect the decisions made (see Figure 4.19).■ The Sheth framework
The Webster–Wind framework identifies and helps to assess key variables
that influence organisation’s purchasing decisions, but does not concen-
trate on the process to any great degree. Sheth (1973) developed a model
that has some elements in common with the Webster–Wind framework
but also has more of an emphasis on the psychology of the decision-making
process.76 Strategic Marketing: Planning and Control