When buyers face a new task buying situation, they usually go through all the necessary stages, presenting an opportunity for growth and learning. This sequence begins when someone within the company recognizes a problem or need that can be resolved by acquiring a specific product or service. Problem recognition can be triggered by internal or external factors. Internally, the company might introduce a new product requiring new production equipment and materials. Alternatively, a machine might malfunction, necessitating new parts. In each of these scenarios, there's a chance to learn and grow.

Once a need is identified, the buyer creates a general need description detailing the characteristics and quantity of the necessary item. This process is simple for standard items but can become more complicated for complex items, requiring the buyer to work with engineers, users, and consultants to define the item. The team may rank the importance of reliability, durability, price, and other desired features. At this stage, an attentive business marketer can aid the buyers in articulating their needs and offer insights into the value of various product characteristics.

Next, the buying organization creates the technical specifications for the item, often involving a value analysis engineering team. This team employs value analysis, a method focused on reducing costs by examining components to determine if they can be redesigned, standardized, or manufactured more economically.

The buyer then undertakes a supplier search to identify the most suitable vendors. This involves compiling a shortlist of qualified suppliers by examining trade directories, conducting online searches, or seeking recommendations from other companies.

During the proposal solicitation stage of the business buying process, the buyer requests qualified suppliers to submit their proposals. In response, some suppliers may direct the buyer to their websites or promotional materials, while others may send a salesperson to engage with the potential client directly.

The buying center members then assess the proposals and select one or more suppliers. In the supplier selection phase, the buying center usually compiles a list of preferred supplier attributes and ranks them by importance. These attributes might encompass product and service quality, reputation, timely delivery, ethical conduct, communication effectiveness, and competitive pricing.

The buyer then drafts an order-routine specification, which includes the finalized order with the selected supplier or suppliers. This document outlines technical specifications, required quantity, expected delivery timelines, return policies, and warranties. For maintenance, repair, and operating items, buyers might opt for blanket contracts instead of regular purchase orders.

In this stage, the buyer evaluates the supplier's performance. The buyer may contact users to rate their satisfaction. Based on this review, the buyer may continue, adjust, or terminate the arrangement. It is the seller's responsibility to track the same criteria the buyer uses to ensure they deliver the expected satisfaction level.