Welcome to the InfoSci Platform
Reference Hub1
Big Vendor vs. Little Vendor: Managing the Enterprise Resource Planning (ERP) Project to Overcome the Laggard Sales Barrier

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

Francisco Cua, Steve Reames
Copyright: © 2013 |Volume: 4 |Issue: 2 |Pages: 25
ISSN: 1938-0232|EISSN: 1938-0240|EISBN13: 9781466632301|DOI: 10.4018/jitpm.2013040104
Cite Article Cite Article

MLA

Cua, Francisco, and Steve Reames. "Big Vendor vs. Little Vendor: Managing the Enterprise Resource Planning (ERP) Project to Overcome the Laggard Sales Barrier." IJITPM vol.4, no.2 2013: pp.50-74. http://doi.org/10.4018/jitpm.2013040104

APA

Cua, F. & Reames, S. (2013). Big Vendor vs. Little Vendor: Managing the Enterprise Resource Planning (ERP) Project to Overcome the Laggard Sales Barrier. International Journal of Information Technology Project Management (IJITPM), 4(2), 50-74. http://doi.org/10.4018/jitpm.2013040104

Chicago

Cua, Francisco, and Steve Reames. "Big Vendor vs. Little Vendor: Managing the Enterprise Resource Planning (ERP) Project to Overcome the Laggard Sales Barrier," International Journal of Information Technology Project Management (IJITPM) 4, no.2: 50-74. http://doi.org/10.4018/jitpm.2013040104

Export Reference

Mendeley
Favorite Full-Issue Download

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.”

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.