Big Vendor vs. Little Vendor: Managing the Enterprise Resource Planning (ERP) Project to Overcome the Laggard Sales Barrier

Francisco Cua and Steve Reames
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Francisco Cua: FCC Consultants, Inc., Quezon City, Philippines
Steve Reames: College of Business Administration, A’Sharqiyah University, Seeb, Oman

International Journal of Information Technology Project Management (IJITPM), 2013, vol. 4, issue 2, 50-74

Abstract: The majority of international organizations, especially technologist “fast or first movers” who invest in a new enterprise resource planning systems (ERP) project are considered Laggards or “late arrivers” by a major software vendor. The majority of the Laggards segment does not purchase ERP software from a vendor without an established track record. Obviously, small or less prestigious vendors have difficulty fulfilling their bottom line without tapping the Laggards market. This paper is a critical and non-empirical review to better understand this complex phenomenon. A case study was conducted within a large public sector university in Australasia during a major ERP-managed project utilizing the Diffusion of Innovations theory integrating it with the concepts of internationalization. The findings confirm that small software vendors have a great challenge to overcome. But the Diffusion of Innovation could be one of many social analysis building blocks for promoting the “Little Vendor” over the “Big Vendor.”

Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:igg:jitpm0:v:4:y:2013:i:2:p:50-74

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