Marketing communication: principles and practice

particular needs so that communication efforts can be tailored in each case.
The marketing communication manager must be able to treat each member
of the DMU as an active problem-solver (perhaps more so than consumers,
because defined goals are involved).
The requirement for particular marketing communication effort depends
on the nature of the buying situation. In consumer purchase situations, we
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can think of limited, extended, and routine purchases. Here these are called
first-time buy (novel), rebuy, and modified rebuy situations (Table 3.5).
Influences on corporate buying behaviour come from the organization
itself, from stakeholders, and from the interpersonal relationships of the DMU
members. 
The cost of switching from one supplier to another can be considerable.
When the cost is considerable, the motivation to switch is low, but this leads
to relative inflexibility for the user. Cost of switching can work to the benefit
of the supplier, but in the long run can be a point of contention in a
buyer–seller relationship. Other major influences come from corporate
business strategy, culture and values, resources (cash flow, for example),
and purchasing policies and procedures.
A network of relationships develops between the various stakeholders of a
business enterprise (employees, customers, shareholders, regulators,
community, etc.). (Stakeholder relationships are examined in chapter five).
The climate of the exchange relationship and the communication style both
affect buying decisions. Cooperative and productive relationships are based
on trust and mutual support, with a long-term perspective. (The relational
approach to marketing is examined in chapter twelve). Short-term thinking
borne out in ‘arm’s-length’ behaviour may lack commitment and may be
driven more by self-interest, convenience, and instrumentality.
Each member of the DMU will have some view on the consequences of
their contribution to buying decisions. Participation and influence are greater
when members believe that blame or praise will stem from good and bad
decisions. A further communication problem in DMUs, as in other work
groups, is the relative power of each member to control resource deployment
and information inputs (i.e. data gathering and interpretation). 
The effective DMU is really another example of an appreciative system.
The group captures data from the environment about needs and options 
for satisfying them. The members interpret the data into meaning and 
make judgements about the situation, and then decide how to act. Like the
consumer buying process, a number of phases can be described that apply