"Large organizations are quite capable of turning buying and shopping into intense organizational schizophrenia. Large companies and government departments centralize their purchasing, supposedly to achieve economies of scale. This is normally done in aid of making sure that the really important decisions are made by professionals.
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Central buying does not permit local shopping and without shopping there is no learning. We call the resulting problems "tender traps." A good example is software purchasing by central government departments. Rather than going shopping, to learn what is achievable, and then redesigning their requests for tender, government departments set out "requirements specifications" just about as soon as they can. Most requirements specifications might as well read: "We know what we want and don't need to learn what might be available because we're so important and too busy to shop." Bureaucrats hand these requirements specifications to people who know next to nothing about how the software will be used nor much about software in general; they are purchasing experts. These experts do know how to drive suppliers to meet the specification exactly So, even if the requirements specification is accurate, suppliers wind up creating something at great expense, and late, and using older technology to meet a requirement that might easily have been met with off-the-shelf software had a little flexibility been involved. Buying can evolve, but only through shopping.
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Buyer - User - Shopper - Chooser is a phrase we started to use in the firm we both worked at in the late 1980s. (Moi ici: Recordar aquilo a que chamamos ecossistema da procura)
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In Figure 2.2 there are two axes, the degree of choice and the degree of control. In theory, a buyer has a great deal of control over the purchasing process and can spread the procurement net widely or narrowly. A shopper, on the other hand, might make on-the-spot decisions but is probably not controlling the procurement process and is likely only looking at choices within the constraints of the options presented to them. A chooser is often a professional procurement person (sometimes an external consultant) who might ensure that the appropriate range of choices is presented, but might have little control over decision making beyond that. On the other hand, a user is the person or people who might have a great deal of control over the procurement process, perhaps substantial input into writing
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Of course, in many cases one individual fulfills more than one of those four roles. If one person occupies several of the roles, you might well have identified your key decision maker. (Moi ici: Aquele a que chamo o pivô do ecossistema da procura) However, when the roles are well spread between several individuals, it can be very difficult to work out who the key decision maker is. Only occasionally does the decision really get made collectively by a selection panel; more frequently than you might realize there is a key decision maker who ultimately makes the decision. If you are speaking that person's language you are more likely to win, so it is extremely helpful for the seller at least to try to identify who that person is and what will motivate them to select you. (Moi ici: Este ponto é para o Paulo Peres, recordar Macdivitt) It is therefore important when selling to form your BUSCK assessment as early in the procurement process as possible. (Moi ici: Começar por desenhar o ecossistema da procura)
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the Buyer—User—Shopper—Chooser model is most distinct when decisions are most complicated; that is, in the system box. For instance when you need a medical procedure, the buyer might be your physician; you are the user. The hospital and the doctors, and your insurance firm, are choosers and shoppers for all sorts of tests, treatments, and items. Once you think about procurement this way, you realize that for many decisions these four roles are done by four different people or organizations. When you buy a house on mortgage, to some degree the bank is a buyer with you, your family is the user, the estate agent might be the shopper, and your partner might be the chooser. You can form your own view on who the key decision maker is in that situation. In contrast, for commodities the Buyer—User—Shopper—Chooser model might collapse into a single person."
Trechos retirados de "The Price of Fish"
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