Peter M. Banting

Dissolution of a relationship: The salesforce perception

Abstract Relationship marketing has been defined as a marriage between a seller and a buyer. Unfortunately, as in many marriages, it may end up in divorce. This article aims at identifying the factors for a divorce in a marketing relationship as perceived by the salesforce. Empirical results derived from the commercial (business-to-business) banking arena clearly reveal that the dissolution of a relationship mainly depends on the sellers organization and policies, and not on the competition. Such observations empirically demonstrate the asymmetrical nature of a relationship.

How reverse marketing changes buyer—seller roles

Abstract This article describes a new concept called reverse marketing, which is changing the conventional buyer—seller relationship and has important implications for the traditional role of the industrial marketer.

The role of industrial trade shows

The Editorial Board are always interested to discover what topics teachers of marketing pursue in the universities and are presently wondering what coincidence led to the submission of two papers on industrial trade shows from two sources as far apart as Manchester and Ontario. In our last issue we published the former article and in this issue we publish the Canadian study of the same subject by Professor Peter Banting. It would be invidious for the Board to compare two such, well researched, papers but we would dearly love somebody in the business of promoting, and honourably profiting from, such exhibitions to comment on both in our Letters and Opinions columns. Meanwhile we leave readers with Banting’s suggestion that industrial marketers should be able to better their promotional impact and returns from such industrial trade shows.

Industrial supplier-buyer negotiations

Abstract The research surveyed 302 Midwestern purchasing agents in order to determine if industrial buyer-seller negotiations should be classified as largely competitive or collaborative. The characteristers of purchasing agents more closely linked to high overall performance, openness and honesty, as opposed to success at exploitation of the seller, support the collaborative viewpoint. The study results support sales management practices which stress the development of the salesforces ability to formulate integrative, or win-win bargaining solutions. Price concession performance by buyers was shown not to be a major purchasing management objective.

The impact of JIT on industrial marketers

Abstract The research objective was to uncover the marketing management implications for industrial suppliers of the adoption of JIT production systems by their customers. One important finding was that prices to the suppliers did not increase despite the fact that buyers received improved service and product quality. Suppliers were, however, compensated by buyers for supplying JIT with a decreased number of competing suppliers and sales in additional product areas. A major implication in the findings for industrial marketing managers is a decreased emphasis on recruiting new buyers in favor of more intensive servicing of present customers.

Similarities in Industrial Procurement Across Four Countries

Abstract This article reports on a cross-sectional, longitudinal, and comparative study of industrial buyer behavior. The study points to clear similarities in industrial purchasing between buyers in two industries in four countries. It also shows similarities in results using the same instrument taken in studies several years apart and points to generalizations about the involvement of different departments in the purchase of a variety of product types in different international markets.

The industrial buying process in capitalist and socialist countries

Abstract This article reports on the results of a two-nation study of the industrial buying process. Its focus is on the involvement of various departments at different stages of the buying process in two economies, one capitalist and the other socialist. Three major categories of purchases are included: materials, components, and equipment. Similarities as well as some differences in purchasing patterns between the two nations were found.

Buyer reactions to product stockouts in business to business markets

Abstract This article reports the results of an investigation of the perceived consequences for business to business market buyer firms of being stocked out by their supplier and their repurchase loyalty on the next purchase occasion. The study drew data from both personal interviews and a mail survey of professional buyers. Buyers reported lost sales and production disruptions as resulting from the stockouts. Approximately one-quarter of the buyers sought an alternate supplier or product brand in the face of a stockout but the majority returned on the next purchase occasion. Buyers displayed more loyalty to product brands than to suppliers.

Comparisons of Alternative Perceptions of Sales Performance

Abstract This article reports on the results of a study of 111 industrial market triads each consisting of a salesperson, a sales manager, and a buyer. Data was gathered on a host of sales performance variables considered important to industrial market managers and researchers. It was found that there are discrepancies between the assessments of salesperson performance made by the three classes of respondents and that there was often disagreement in a triad as to what constituted good sales performance. Buyers did not evaluate male and female salespeople differently regardless of the gender of the buyer.

The purchasing agent: Friend or foe to the salesperson?

This research investigates the links between the negotiation performance, personal characteristics, and aptitudes, for a sample of 460 purchasing agents. Negotiation performance, in the adversarial sense, and buyer empathy were not found to be important. Buyers who were motivated, satisfied and certain of management expectations performed best. These findings confirm earlier results by the same researchers.