澳洲靠谱代写：组织购买行为
B2B市场营销管理的一个重要部分是组织购买行为(OBB)，尤其是在购买过程管理的上下文中。一个常见的观点是，采购过程与能够影响决策的外部因素有关。这些外部因素可能包括这些参与者的需求性质，如私营部门或其他政策相关规则，如政府政策(Lonsdale和Cox, 1998)。有时，来自压力集团和其他公共部门参与者的影响也会影响采购过程。然而，还有一些更困难和无形的因素对采购过程有更大的影响。这与内在的影响有关，而内在的影响起着截然相反的作用。从供应商的动机角度来看，通过采购承包供应管理的过程更为清晰。在此，必须指出的是，买方可能提供开放式合同或提供的信息被证明是不对称的。供应商受到超理性和有界理性的双重影响。除了这些因素，供应商机会主义也发挥了作用。采购经理需要在供应商管理过程中认识到这些因素。
有限理性对管理者来说是不可能的，因为他们受限于处理、存储和接收或检索信息的能力(Williamson, 1985)。有时，管理人员缺乏了解情况的复杂性和预测问题的能力，这将需要更新采购条款。当一个超理性模型就位时，人们假定经理们拥有他们所需的所有商业信息。当购买发生在一个复杂的水平时，有限理性就会发挥作用。一个组织的供给市场行为有多种驱动因素。这种行为可以被概念化为一个计算模型——包括“成本效益”行为。这些包括组织文化、民族文化、团队活力，以及对未来业务或偶然更新的预期。行为也会受到社会关系持续时间的影响，这可能与物流管理委员会提供的机会主义有关(物流管理委员会，2000)。保持机会主义行为在法律层面上的必要性也是一个主要的行为影响。采购过程受到商业需求的影响或压力。
澳洲靠谱代写：组织购买行为
An important segment in marketing management in B2B markets is Organizational Buying Behaviour (OBB), especially in the context of purchase process management. A common viewpoint relates purchase process to external factors that have the power to influence decisions. These external factors could include demanding nature of such players, like the private sector or other policy-related rules, such as government policies (Lonsdale and Cox, 1998). Sometimes influences from pressure groups and other public sector players also affect purchasing process. However, there are harder and intangible factors which have greater influence over the purchasing process. This relates to the internal influences which work at diametrically opposite purposes. The process of contracting supply management through procurement is clearer when it is viewed in terms of motivation for the supplier. Here, it has to be noted that a buyer may offer an open-ended contract or information provided proves to be asymmetrical. Suppliers are influenced by hyper-rationality as well as bounded-rationality. Apart from these factors, supplier opportunism also comes into play. Purchase managers need to recognize these factors during the supplier management process.
Bounded rationality cannot be possible for managers since they are limited by capacity to process, store and receive or retrieve information (Williamson, 1985). Sometimes, managers lack the ability to read the complexity of a situation and anticipate problems, which will require updates in the purchase terms. When a hyper-rationality model is in place, it is assumed that managers have all of the commercial information that they need. Bounded rationality comes into play when purchases happen at a complex level.There are various drivers in the supply market behaviour of an organization. This behaviour can be conceptualized as a calculative model – involving ‘cost-benefit’ behaviour. These include organizational culture, national culture, team dynamics, and anticipating future business or contingent renewal. Behaviour can also be influenced by duration of social relation, which can be related to the opportunism provided Council of Logistics Management (Council of Logistics Management, 2000). The need to keep the act of opportunism on a legal level is also a major behavioural influence. Purchaser processes are influenced or pressurized by commercial needs.