The Webster and Wind Model of organizational buying behavior is quite a comprehensive model. It considers four sets of variables which affect the buying-decision making process in a firm. These are environmental, organizational, buying center, and individual.
The organizational buying behavior process is well documented with many models depicting the various phases, the members involved, and the decisions made in each phase. The basic five phase model can be extended to eight; purchase initiation; evaluations criteria formation; information search; supplier definition for RFQ; evaluation of quotations; negotiations; suppliers choice; and choice implementation
The EFQM Excellence Model, a non-prescriptive framework based on nine criteria, can be used to assess an organisation’s process towards excellence. Organisations can use the model and the process of self-assessment to improve performance. It is flexible and can be applied to organisations of any size, in the public and private sector.
The DSMC/ATI Performance Improvement Model is primarily a model for creating an improvement project. It has seven steps and begins with establishing a cultural environment and results in implementing a continuous cycle of improvement projects aimed at improving organizational performance.
Porter's diamond model suggests that there are inherent reasons why some nations, and industries within nations, are more competitive than others on a global scale. The argument is that the national home base of an organization provides organizations with specific factors, which will potentially create competitive advantages on a global scale.
Gap model of Service Quality identifies the different sources of gaps or differences between the service quality that a customer expect to receive from a service provider and the customer perception of of the service actually received. The gap model identifies 5 different types of gaps. The first four gaps are called company gaps, and the last or fifth gap is called customer gap - that is, the gap as perceived by customer. The customer gap is the resultant effect of the four company gaps.
The People Capability Maturity Model guides organizations in improving their processes for managing and developing their workforce. PCMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence.
The communication process consists of a message being sent and received. The message may be verbal or non-verbal. Effective communication involves a message being sent and received. Added to this however, is the element of feedback to ensure that the message sent was received exactly as intended.
A marketing information system (MIS) is a set of procedures and methods designed to generate, analyze, disseminate, and store anticipated marketing decision information on a regular, continuous basis. An information system can be used operationally, managerially, and strategically for several aspects of marketing. A marketing information system can be used operationally, managerially, and strategically for several aspects of marketing.
A strategy that integrates an organization's marketing goals into a cohesive whole. Ideally drawn from market research, it focuses on the ideal product mix to achieve maximum profit potential. The marketing strategy is set out in a marketing plan.