Framing Static and Dynamic Time-Periods through the Teleological Lens in the Implementation Process of Enterprise Resource Planning

ABSTRACT

Purpose

Enterprise Resource Planning (ERP) is a technological tool which improves and eases B to B communication and reinforces business relationships as well as business-to-business (B to B) marketing. Based on a teleological lens in B to B relationships between ERP sellers and ERP buyers, the research objective of this study is to frame static and dynamic time-frames in the ERP implementation process in B to B markets. The aim is to shed light on the consideration of time-periods (i.e. past, present and future) as either tatic or dynamic in the implementation process of complex service solutions, such as ERP, in a B to B marketing setting.

Design/methodology/approach

This study is conducted with respect to Spanish companies focusing on the first main pre-implementation, first main implementation and first main post-implementation process of ERP software solutions in B to B markets. This study embraces a multi-method design consisting of the four phases. It enables data triangulation through in-depth structured interviews in a follow-up study, so as to validate the results.

Findings

Reports static and dynamic time-periods through a teleological lens in the implementation process of ERP in B to B market of the Spanish healthcare industry. This study indicates that more than half of the ERP buyers were not entirely satisfied, after finalizing the ERP implementation process. Subsequently, less than half of them received only a software solution and the rest considered they had received merely a somewhat adapted software solution. Furthermore, only one out of ten confirmed that the software solution obtained was a fully adapted solution beyond the ERP buyers’ expectations and truly taking into account their needs. This study also reveals that there are still some ERP implementation processes indicating that the seller does not take into account the needs of the buyer at all. Altogether, the findings indicate that the B to B marketing process is often not satisfactory. It is widely known that the ERP is a standardized tool that requires adaptation of the ERP software solution to the buyer’ in B to B markets.

Research limitations/implications

The combination of static and dynamic considerations of time with formative, rationalist and transformative teleological lenses outline and distinguish between various strategies for handling the ERP pre-implementation process, the ERP implementation process and the ERP post-implementation process in B to B marketing. We contend that another core research implication in B to B marketing, taking into consideration static and dynamic time-periods through the teleological lens, addresses the need to match the ERP seller perspective with that of the ERP buyer. A mismatch may turn out unsatisfactorily for both the ERP seller and the ERP buyer. It is therefore crucial in the B to B marketing strategy that there be a balance between flexibility and adaptations of the ERP seller to the expectations and experiences of the ERP buyer in the ERP implementation processes in B to B markets.

Managerial implications

Offers opportunities for companies to apply B to B marketing strategies through visualizing in advance the cost and risk associated with an ERP implementation. Furthermore, this study enables the framing of other complex service implementation processes such as the ERP software solution. A core managerial implication of the results reported in this study to B to B marketing is the need to distinguish between static and dynamic, using the time-periods in the ERP implementation. The ERP seller needs to align its strategy of B to B marketing with its consequences from the ERP pre- and post-implementation processes. Another core managerial implication is that the static and formative use of time entails less costs initially. It enables the ERP seller to obtain benefits within a short time-frame. However, the ERP seller may have to face a dissatisfied ERP buyer at the end of the implementation process. Subsequently, the risk of the relationship disruption is high, so that this strategy of B to B marketing has a short-time orientation, based on targeting many ERP buyers and devoting less effort to each of them (by the ERP seller). In the case of the dynamic and rationalist use of time-periods, the ERP seller has chosen a strategy of B to B marketing with the ERP buyer that can turn out satisfactorily. However, the initial costs are higher than when the static consideration of time is used because the ERP seller needs more resources, expertise and skills to visualize the end of the implementation process taking into account the actual requirements.

Originality/value

Frames static and dynamic time-periods which influence the B to B marketing strategy used in the implementation process of ERP in the healthcare industry. The teleological lens applied in this study contributes to contextualizing as marketing B to B tool the ERP implementation process as being either past-based (formative), present-based (transformative) or future-based (rationalist).

KEYWORDS:

• Enterprise resource planning
• teleology
• implementation
• healthcare
• time
• B to B
• marketing Spain

Introduction

There is agreement in the service business literature, as well as among managers and practitioners, that information technology (IT) is a major trend in today´s service world and its progress (Rust and Huang 2014). Certainly, “ … technology is playing a significant role in advancing services … ” (Gummerus et al. 2019, 44). Particularly in the context of business-to-business (B to B) relationships (Seddon, Shanks, and Willcocks 2003). Contemporary B to B marketing is influenced by the application of digital technology and new business information systems, and related technologies that affect the company´s relationships and inter-organizational communication in the marketplace (Fill and Fill 2005).

There is a growing emphasis on the issue of IT applied to company´s marketing solutions (Mentzer 2004) since the information technology advances make: “ … communication and transactions in business markets more effective than ever before … ” (Salo and Wendelin 2013, 1). In B to B markets, there is an increase in companies applying (i.e. buyers) and providing (i.e. sellers) software applications (Jay and Schaper 2003; Pujari 2004).

One particular application of IT for B to B marketing solutions in B to B markets which entails managerial information systems (Newell et al. 2003), is the Enterprise Resource Planning (ERP) systems. An ERP is understood as a: “ … framework for organizing, defining, and standardizing the business processes necessary to effectively plan and control an organization so the organization can use its internal knowledge to seek external advantage’ … ’ (Blackstone and Cox 2005, 38).

We consider ERP as a tool and system to enhance management performance in general, and B to B marketing in particular. Since an ERP enables companies to gain competitive advantages in the marketplace (Acar et al. 2017; Papastathopouloua, Avlonitisb, and Panagopoulos 2007) there is an increased adoption and intensification of the use of these IT systems (Sharma 2002) in B to B service settings (Botta-Genoulaz and Millet 2006). The increase over time in the number of B to B relationships between ERP buyers and ERP vendors in B to B markets has culminated in greater interest in this topic, equally so in management and marketing research as in managerial practice (Mentzer 2004; Pujari 2004; Saura, Palos-Sanchez, and Blanco-González 2019).

It is widely recognized in B to B markets, that to obtain mutual benefits, companies need to establish a relational mind-set, implying that companies need to be connected with each other (Viio 2011). New technological tools and applications improve and ease B to B communication and reinforce B to B relationships (Davenport, Harris, and Cantrell 2004), as in the purchasing process of the buyer-seller, where its use becomes more “pervasive” (Carr and Smeltzer 2002).

Certainly, the increasing use of new technological applications, such as ERP, has become part of the usual business routines and activities, gaining wide acceptance (Seddon, Shanks, and Willcocks 2003). In effect, the new models of communication and information management offer companies new marketing opportunities for better decision making in B to B markets (Rodríguez, Molina-Castillo, and Svensson 2019a; Saura, Palos-Sanchez, and Blanco-González 2019) and, as a result, greater performance in the marketplace (Gardiner, Hanna, and LaTour 2002).

Thus, ERP appears to be a crucial technological application of marketing in today’s B to B markets and, has been particularly extensively implemented in the healthcare industry in the last few years (Chiarini, Vagnoni, and Chiarini 2018), given that this industry requires a continuous interaction of customers, workforce, facilities and equipment. An appropriate use of these systems as an integrative management and marketing tool for managers, might also help to provide better quality health services at lower cost (Botta-Genoulaz and Millet 2006).

Because the use of IT might be one of the most substantial changes in management and marketing, and given the great influence of its implementation process in B to B relationships in the marketplace (Ahearne et al. 2012), the purpose of this study deals with the implementation process of an ERP system in the healthcare industry of Spain.

In addition, success in such complex B to B service relationships with an ERP implementation process depends particularly on seller actions being undertaken at the right time in relation to buyer actions in complex service solutions (Rodriguez et al. 2018). Furthermore, the importance of the solution offered in B to B marketing and the dependence of the buyer on the seller (Davenport 2000) imply complex and long-lasting B to B relationships in which the latter must offer a satisfactory solution to the former for the relationship to be maintained over time (Kumar, Maheshwari, and Kumar 2002; Rodriguez and Svensson 2019). Thus, a better understanding of time will allow a better comprehension of the management and marketing processes and the performance of B to B relationships (Halinen, Medlin, and Törnroos 2012).

The study on building and sustaining B to B relationships has received a considerable amount of attention in the literature within the context of relationship marketing (Reid and Plank 2000; Walz 2009), but the research on complex B to B service relationships is not often explicitly concerned with time (Quintens and Matthyssens 2010). Ford and Håkansson (2006, 7) argue that: “ … time is the first and probably the most important issue … ” in studying B to B relationships, so that we consider time relevant in B to B marketing settings.

Despite Ford and Håkansson (2006) asserting that, time is the first primary source for analyzing B to B relationships and B to B markets, and probably the most important one, there is a gap regarding considering time in complex B to B service relationships as a static and dynamic part of advanced software solutions. To close this gap, in this study, we take time explicitly into consideration when studying B to B relationships between ERP vendors and healthcare companies (i.e. the buyers) implementing this system.

To do so, we consider the teleological approach (Stacey, Griffin, and Shaw 2000) and apply the teleological framework to the B to B services context, considering formative, rationalist and transformative actions (Padin et al. 2015) in the ERP implementation process. Also, in line with recent works such as Rodriguez et al. (2018) and Rodriguez and Svensson (2019), the teleological framework highlights the importance of time in actions and interactions that take place between sellers and buyers in complex B to B relationships and the sellers’ B to B marketing efforts. In particular, we consider past, present and future relationships between the ERP vendor and the ERP buyer through a teleological lens.

As a whole, ERP as an integrated solution, affects the entire organization (Chung et al. 2008) and changes management and marketing strategies, and company relationships in the marketplace (Avlonitis and Karayanni 2000). Notwithstanding this, since there is a need to integrate management and marketing functions into a single system, implementing information service offerings and applications in the marketplace implies both time and resource consumption (Lee, Siau, and Hong 2003), and not always fully satisfactorily for the user (Chang et al. 2008).

This study intends to enrich research in the field of B to B marketing by investigating the ERP system implementation process in the healthcare industry, considering time as a core issue. To do so, the study applies a qualitative approach to the implementation path of a complex ERP system in the healthcare industry, considering the views of both sellers and buyers. In order to do so the study contextualizes the consideration of time in ERP implementation processes in the B to B market, so that the frame of reference to time is useful for both sellers and buyers. Each party to a business relationship adapts its own positions in each interaction (Charon 2007) and both must be in accordance, so as to achieve fruitful interchange.

Consequently, based on a teleological lens in B to B relationships between ERP sellers and ERP buyers, the research objective of this study is to frame static and dynamic time-frames in the ERP implementation process in B to B markets. It is an advanced software solution with the capability to connect the needs of information across organizational functions, such as communication, management and marketing activities. The aim is to shed light on the consideration of time-periods (i.e. past, present and future) as either tatic or dynamic in the implementation process of complex service solutions, such as ERP, in a B to B marketing setting.

The remainder of the article is as follows: (i) frames the ERP as a crucial technological application in today’s B to B healthcare industries; (ii) outlines the relevance of ERP within B to B markets and relationships (iii) positions the research within time-oriented and teleological actions and complex B to B service relationships; (iv) describes the research methodology; (v) present the results and a discussion of results; (vi) provides research and managerial implications; and finally (vii) reports conclusions, limitations and suggestions for further research.

Theoretical framework

Background: ERP in the healthcare service business

As Eakman (2006, 21) indicates “ … an enterprise system is a computer-based information system that is built around a (logically) common database … .” As Jay and Schaper (2003) state, over the last few years, it has been an enormous development and growth of new business and marketing efforts offering this support systems´ software.

These services are offered by a wide range of specialized vendors in the market, such as SAP or Oracle, traditional leaders in this software market, as well as other recently developed open source cloud applications such as AWS. In any event, they allow companies to integrate and share valuable information from the various business functions, such as sales, marketing, customer service management or customer relationship management, so as to make it available and updated in real time (Shim et al. 2000), thus optimizing the management and marketing processes (Gardiner, Hanna, and LaTour 2002) and enabling managers to make better business and marketing decisions (Saura, Palos-Sanchez, and Blanco-González 2019).

During the last three decades, there has been an enormous advance in the use of IT systems within companies, becoming nowadays a part of day-to-day management and marketing procedures. The increase in the use of such technological softwares and applications can be attributed to the fact that they offer companies new management and marketing opportunities, so that they can modify and improve business processes (Chou, Bindu Tripuramallu, and Chou 2005), enhance the flow of market information and market communication (Avlonitis and Karayanni 2000; Lindh 2006), and provide companies with more effective decision-making in management and marketing (Davenport, Harris, and Cantrell 2004; Saura, Palos-Sanchez, and Blanco-González 2019). As a result, transactions in B to B markets become more effective (Salo and Wendelin 2013) producing greater competitiveness in the marketplace (Blackstone and Cox 2005) and performance for the company (Lin and Hsia 2011).

In the context of this scenario, Kalling (2003) indicates that a particular technological application that has changed management and marketing activities as well as B to B relationships, and thus helping companies to gain competitive advantages in the marketplace is the Enterprise Resource Planning (ERP). ERP is a package application software which emerged in the late 1990s, seeking to: “ … integrate the complete range of a business’s processes and functions in order to present a holistic view of the business from a single information and IT architecture … ” (Klaus, Rosemann, and Gabie 2000, 141).

ERP software offers an integrated IT solution in B to B service businesses that links functional management and marketing areas within companies, changing the way they do business (Chou, Bindu Tripuramallu, and Chou 2005). Although ERP was not initially intended for service companies, but for manufacturing ones (for a review, see Klaus, Rosemann, and Gabie 2000), the benefits of using this technology for business has led to its rapid implementation within the service area as well (Chiarini, Vagnoni, and Chiarini 2018; Gummerus et al. 2019).

In the particular case of healthcare companies considered in this study, Garefalakis et al. (2016, 139) argue that ERP systems: “ … improves their functionality, simplifies their business processes, assure the quality of care services and helps their management accounting and controlling … .” Chiarini, Vagnoni, and Chiarini (2018, 4) also state that implementing ERP in this industry “ … can surely bring benefits … .”

All in all, the increased adoption and intensification of the use of IT systems or ERP (Sharma 2002) designed for contemporary business (Kumar and Van Hillegersberg 2000) justifies research in the B to B marketing area, where there is still little theoretical work on this issue (Botta-Genoulaz and Millet 2006; Salo andSalo and Wendelin 2013). Specifically, the absence of technology is apparent in research on service business relationships (Bitner, Brown, and Meuter 2002, 140). Moreover, it is particularly well justified in the healthcare industry, where the adoption and implementation of such ERP is growing continually (Chiarini, Vagnoni, and Chiarini 2018).

ERP in B to B marketing

The major concerns in B to B marketing theory and research are related to the market orientation, buying process and buyer-seller relationships. In particular, developing and maintaining a good relationship between buyer and seller is key to business success (Viio 2011). In the B to B marketing context, the need for seller and buyer companies to be connected and exchange information is fundamental to strategic decisions and marketing success, implying that communication and technology need to evolve together in the appropriate balance (Fill and Fill 2005). In fact, there is general consensus that information is one of the main aspects of B to B marketing (Michaelidou et al., 2011; Saura, Palos-Sanchez, and Blanco-González 2019), as both user and vendor generally strive to create and maintain relationships in the long term (Jay and Schaper 2003).

Given that the demand for information has increased in the context of managerial decisions for management and marketing (Lee, Siau, and Hong 2003), technological tools are almost a requirement for organizational competitiveness in B to B markets. The integration of relationships and technology is a major trend in B to B marketing (Fill and Fill 2005). In this regard, Seddon, Shanks, and Willcocks (2003) indicate that the development of ERP systems is the most important issue regarding IT in managing complex B to B relationships.

The ERP software offers an integrated IT solution in B to B markets that links functional areas, such as management and marketing, within the company and changes the way they do business (Chou, Bindu Tripuramallu, and Chou 2005). ERP is a crucial technological application, according to Rodríguez, Molina-Castillo, and Svensson 2019a, that offers major opportunities for both users and vendors, and has received considerable attention in the business and academic worlds (Mentzer 2004).

In effect, the increasing use of new technological applications offers new management and marketing opportunities in B to B relationships. They also emerge as an effective management and marketing tool. The development of these new technological applications, such as ERP, provides new ways of value creation including better communication and closer inter-organizational understanding and relationships (Sharma, Krishnan, and Grewal 2001).

Given that information technology systems enable information to flow between organizations (Barrett and Konsynski 1982) and allow the communication to be interactive (Avlonitis and Karayanni 2000), they substantially improve communication in B to B markets (Davenport, Harris, and Cantrell 2004). They help in securing deals (Knockaert and Spithoven 2014) as well, as they enable organizations to become more agile and flexible in their decision making (Lee, Siau, and Hong 2003).

Thus, in order to strengthen relationships between buyer and sellers (Rodríguez, Molina-Castillo, and Svensson 2019a), companies need to integrate business intelligence tools, management and marketing communication systems, like ERP. As Zeng, Wen, and Yen (2003, 44) confirm that: “ … this integration can reduce cost, increase revenue, reduce lead-time and improve customer loyalty and retention … .”

Previous studies on ERP report the importance of information technology in treating information (Kalling 2003), in order to gain organizational competitiveness in B to B markets (Blackstone and Cox 2005; Campo, Rubio, and Yagüe 2010; Mandal and Gunasekaran 2003) as well as efficiency (Román, Rodríguez, and Karjaluoto, Pauliina Ulkuniemi 2015). Notably, Acar et al. (2017, 707) indicate that: “ … ERP satisfies competitive advantage through crucial information, which is produced, shared, and managed … .” In complex B to B markets such as those encountered nowadays, Rouhani et al. (2016) indicate that managers need information to evaluate the situation and make better decisions. Morabito, Pace, and Previtali (2005, 590) confirm that: “ … companies are motivated to adopt ERP systems in the hope of increasing productivity and efficiency … .”

In fact, the proliferation of new business intelligence tools is particularly relevant in B to B markets (Botta-Genoulaz and Millet 2006; Mulligan and Gordon 2002; Rodríguez, Molina-Castillo, and Svensson 2019a, Rodríguez, et al., 2019b). It has changed the nature of B to B relationships (Carr and Smeltzer 2002; Seddon, Shanks, and Willcocks 2003) generating new models of communication, marketing and management (Saura, Palos-Sanchez, and Blanco-González 2019) Accordingly, integrating and optimizing management and marketing processes as ERP does (Su and Yang, 2010), is an essential requirement in today’s companies, enabling them to retain their competitive position in the marketplace (Acar et al. 2017; Rodríguez, Molina-Castillo, and Svensson Rodríguez, et al., 2019b).

Also, as Parasuraman and Grewal (2000, 170) point out: “ … technology is likely to be a (if not the) major force in shaping buyer-seller interactions in the future … .” In this context, the role that ERP plays in B to B markets in the service area is particularly relevant, as shown by the increase of buying companies applying, and selling companies delivering, these software applications (Pujari 2004). In the specific case of the healthcare system, Poba-Nzaou et al. (2012)recognize that ERP systems are being adopted progressively more and more by healthcare organizations.

ERP in the healthcare sector information is particularly useful (Handayani, Rahman, and Hidayanto 2013; Hung et al. 2010; Mucheleka and Halonen 2015). ERP has become pivotal in this context of buyer–seller relationships in this industry. ERP vendors have recognized its great growth potential in the marketplace (Botta-Genoulaz and Millet 2006; Garefalakis et al. 2016). Thus, the inclusion and study of ERP in a buyer-seller interface in a service healthcare B to B environment, as we do in this study, seems highly relevant for B to B marketing.

ERP implementation process

As indicated above, ERP is a form of managerial information system acquired from vendors (i.e. the seller company), that supports most of a company´s information needs for their B to B marketing strategy, i.e. the buyer and user company (in our study, the hospital) (Davenport 2000; Eakman 2006; 2015). It is used to make complex business simpler (Zeithaml, Parasuraman, and Malhotra 2002). In essence, ERP appears crucial to many organizations globally (Koch 1996) and relevant in B to B marketing settings.

However, despite the unquestionable value of ERP for business (Kalling 2003; Rodríguez, Molina-Castillo, and Svensson 2019a), the ERP implementation process is commonly so complex and troublesome (Sun, Ni, and Lam 2015), that the implementation process fails, wasting significant time and resources for ERP buyers (Kumar, Maheshwari, and Kumar 2002; Rodríguez, Molina-Castillo, and Svensson 2019a). No advantages will come from the ERP software if there is no satisfactory ERP implementation process (Addo-Tenkorang and Helo, 2011; Chang et al. 2008).

Considering the importance of this issue in B to B marketing, research in the field has made an enormous effort to understand the reasons for success and failure in the implementation process. On this issue, past literature has mainly been factor-based and concentrated on the identification of factors affecting the organizational success of an ERP implementation (Fui-Hoon Nah, Lee-Shang Lau, and Kuang 2001; Mandal and Gunasekaran 2003; Ngai, Law, and Wat 2008; Stratman and Roth 2002), both technological as well as behavioral (Skok and Doringer 2001).

The meta-analysis of Meyers, Sivakumar, and Nakata (1999) identifies several success factors of implementation relevant to B to B marketing, including buyer and seller characteristics, the buyer–seller interface or environment issues. Somers and Nelson (2001), who consider a wide range of industries, offered a list of 22 critical success factors that companies should consider, all of which are relevant to B to B marketing and can be used as a guide throughout the different phases of the implementation process. This approach should improve the likelihood of success, including management support and involvement, planning, or vendor–customer partnerships, among others. Huang and Palvia (2001) also group the success factors affecting the implementation process into national-environmental and organizational-internal.

From a managerial point of view, Mandal and Gunasekaran (2003) emphasize the importance of strong leadership and clear implementations plans and strategies. Venugopal and Suryaprakasa Rao (2011), show the importance of top management in the implementation process. Chou and Chang (2008) indicate that benefits will emerge from good planning and management of the whole project.

When implementing an ERP solution, companies need to plan the entire process carefully (Kamhawi 2007; Zabjek, Kovacic, and Stemberger 2009), bearing in mind the different stages of this ongoing process (Markus et al. 2000) so as to adapt the tool when necessary to present and future management and marketing processes (Davenport, Harris, and Cantrell 2004). This conforms well to B to B marketing. Eakman, Thilenius, and Windahl 2014) consider that the implementation of an ERP system implies collaboration, mutual learning and adaptation, between the vendor/seller and the user/buyer in order to generate satisfaction and benefits for both.

That is, even recognizing the fact that ERP systems are, in most cases, a standard software (Rodríguez, Molina-Castillo, and Svensson 2019a), adopting and implementing the ERP is not a standard solution (Garefalakis et al. 2016). There is a need to consider the fact that, for an implementation to succeed in B to B marketing, changes in business procedures and customization of the ERP system are needed (Velcu 2010), throughout the different implementation phases (Garefalakis et al. 2016; Matende and Ogao 2013).

In this regard, and considering the healthcare industry, Garefalakis et al. (2016, 143) report four critical aspects for success: “ … the selection of the appropriate ERP system, the right preparation, the maintenance of project schedule and the proper staff training … .” Thus, user companies need to decide carefully which ERP software solution fits (Gargeya and Brady 2005) and best meets their companies´ expectations (Kamhawi 2007; Zabjek, Kovacic, and Stemberger 2009). At the same time, ERP sellers must adapt the B to B marketing strategy, so that it offers a satisfactory solution to the ERP buyer (Cambra‐Fierro and Polo‐Redondo 2008).

This mutual collaboration in B to B markets has to occur throughout the ongoing process of ERP implementation by the seller (Eakman, Thilenius, and Windahl 2014; Hagberg-Andersson 2006), in order to adjust the system to the specific characteristics of the buyer (Eakman, Thilenius, and Windahl 2014). In doing so, there will be a higher degree of partnership and the user should be satisfied, which will ultimately reduce the risk of failure within the implementation process (Iskandar, Kurokawa, and Leblanc 2001). As a result, longer and more satisfactory B to B relationships (vendor-user) will be developed and prove valuable in B to B marketing processes.

In all, information technology and ERP are now a part of healthcare companies’ regular activities. Extending beyond mutual collaboration (Saura, Palos-Sanchez, and Blanco-González 2019), implementing ERP in healthcare environments needs to consider the time element (Abukhader 2015). Thus, it seems relevant for B to B marketing research to understand how time affects this implementation process.

Contextualizing and defining ‘time’ in the ERP implementation process

The classical horizontal cognition divides time into sequential stages (e.g. past, present and future) as described by Halinen (1998), in order to simplify the concept of time, which so inclusive and pervasive in business interactions. What is more, the present is stated as a point of reference (Friedman 1960; Mead 1932). However, it is complex to separate something that is so dynamic and continuous. The easiest way to set a boundary between the past and present or the present and future is through important events that indicate a frontier (Medlin 2004).

When a B to B buyer is deciding whether to implement an ERP software solution or not, the ERP seller usually outlines and schedules the implementation process in a static manner, in sequential stages as shown in Figure 1: (i) ERP pre-implementation stage – refers to before the start of the implementation process. It encompasses all actions before the joint signature of the ERP offer by the seller to the ERP buyer, such as demonstrations and final offers from several ERP sellers. This stage is henceforth referred to as the past time-period; (ii) ERP implementation stage – refers to the start of the ERP implementation process after the joint signature by the seller and the buyer. It comprises the actions of the ERP implementation stage itself, such as data and analysis, development requirements, setting up and training. This stage is henceforth referred to as the present time-period; (iii) ERP post-implementation stage – refers to after the process. It comprises all the actions once the jointly signed ERP (first and main project) implementation has been finalized, such as maintenance and subsequent actions relating to the ERP software solution. This stage is henceforth referred to as the future time-period.

Figure 1. Stages of static ERP implementation Process

However, the implementation process of an ERP software solution is not normally sequential. The software solution and its implementation process are often complex. Eakman, Thilenius, and Windahl 2014) indicates that implementing an EPP systems in B to B markets needs business partners to share their mutual knowledge and to adapt to each other entailing continuous and ongoing interactions. Also, it is not likely that the offer from the ERP seller takes into consideration all needs of the ERP buyer. It is also unlikely for the ERP seller to predict what constitutes the full implementation process with this ERP buyer, as it is usually accompanied by complementary offers from the ERP seller, as new requirements arise from the ERP buyer.

In the same manner, there is no straightforward way to finalize the ERP implementation process of the software solution, that covers all the internal and external flows of the ERP buyer. These flows tend to change regularly. The actions that appear to be conducted in sequential stages (i.e. divided into and within past, present and future time-periods) become diluted or mingled, because of the characteristics of the ERP implementation process itself. In this sense, the dynamic approach of time is more aligned with the ERP implementation process, as shown in Figure 2.

Figure 2. Stages of dynamic ERP implementation process

The time-periods within ERP pre-implementation, ERP implementation and ERP post-implementation are not necessarily separated sequentially. The process may move forward and backward, such as looking for new sales opportunities on behalf of the ERP seller, that are not part of the jointly signed ERP implementation stage. This could occur in the ERP pre-implementation and ERP post-implementation stages.

Figure 2 depicts a dynamic consideration of time reflecting the fact that the jointly signed offer by the ERP seller is continuously adapted to a dynamic context, so that the ERP implementation process becomes continuous. The ERP seller becomes the technological partner of the ERP buyer.

Therefore, in this study, we specifically state the main action that separates the past from the present, namely the acceptance of the seller’s offer that is signed by the buyer to start the implementation process of ERP. The specific action that separates the present from the future is the end of the ERP implementation process. Therefore, what defines ‘the present’ is that both the seller and the buyer of the software solution are within the start-and-end boundaries of the ERP implementation process, as shown in Figures 1 and 2.

Teleology and time interfaces in the ERP implementation process

Most business studies conceptualize time statically, with a sequential meaning, because they are considering one step after the other in a business cycle (Lalonde and Zinszer 1976), instead of truly dynamically. The latter has a continuous meaning referring to the lack of an absolute beginning or an absolute end for each step of the ERP implementations process. The latter is more realistic in terms of what often happens in business cycles (Stacey, Griffin, and Shaw 2000). Nevertheless, (Charon (2007) argues that the past, the present and the future are not only sequentially interconnected (statically) in B to B markets, but are also interchangeably connected (dynamically) in business exchanges (i.e. sales and purchase cycles),

In B to B marketing theory, and within the study of B to B service exchanges, the concept of time should be taken into serious consideration (Peters et al. 2012), since time determines the actions undertaken as being either static or dynamic. In this study, ERP sellers and ERP buyers both focus on static and dynamic considerations of time. For instance, the ERP seller may consider buyer requirements statically in the present, but also a mix of present, past and future considerations dynamically, in order to obtain a satisfactory outcome of B to B marketing.

Following Rodriguez et al. (2018), B to B relationships in a complex context are determined by actions and interactions between both the ERP seller and the ERP buyer. This means that the B to B relationship between them could evolve in different ways depending on the past, present and future actions and interactions. Through the teleological lens, it is possible to frame this static and/or dynamic condition in B to B relationships and subsequently the outcome of B to B marketing.

In this study, we thus build on the teleological framework in a B to B marketing setting, adapted from complexity sciences that considers teleological actions as: “ … the kind of movement into the future that is believed to be either towards a predictable or unpredictable condition, or a known or unknown condition … ” (Stacey, Griffin, and Shaw 2000, 14). This approach assumes that companies “ … emphasize goal-directed activities such as strategic planning … ” (Bess 2015, 741) as they have a vision for the future (Van de Ven and Poole 1995). In doing so, companies undertake actions in B to B marketing settings which move them toward where they want to be, and evaluate their progress toward that vision (Haight 2017). Thus, the teleological lens in B to B marketing highlights the importance, in complex B to B service relationships, of considering the consideration of time-period in a dynamic manner, avoiding a separation of static time-periods into the past, present and future.

This framework has been used in business-to-consumer relationships (Padin et al. 2015; Svensson and Padin 2016). It has also recently been applied in complex B to B relationships by Rodriguez et al. (2018) and Rodríguez, Molina-Castillo, and Svensson (2019a, Rodríguez, et al., 2019b). The logic used in the studies is that complex B to B relationships (i.e. interactions oriented to achieve a B to B marketing strategy), actions undertaken in the present may be guided by past experiences or by continuous experiences in the present, so as to determine forthcoming actions. Also, future expectations may guide actions in the present. Moreover, in complex B to B service relationships success marketing depends on the point in time at which sellers undertake actions in relation to those of buyers. In fact, in order to achieve their objectives, both ERP seller and ERP buyer need, in each interaction, to adapt to each other, drawing on past experience and future expectations (Charon 2007).

There remains a gap regarding time in complex B to B service relationships as well as in B to B marketing as both a static and dynamic part of advanced software solutions. As Rodriguez and Svensson (2019, 452) recently indicate that: “ … time taken into consideration as a core issue in complex B to B service relationships can influence the ultimate outcome of actions, although the remaining factors are the same, such as people, organizations and service solution … .” In view of this, the present study in a of B to B marketing setting uses the teleological approach (Stacey, Griffin, and Shaw 2000), which considers different time-oriented actions (Padin et al. 2015; Svensson and Padin 2016): (i) formative, (pre-determined and past-based actions used, in the present, to determine the future), (ii) transformative (ad-hoc and present based actions used to determine those actions of the future), and (iii) rationalists (future-based and goal-directed actions) to analyze the implementation process of a ERP in B to B markets, which in fact, includes many time-oriented actions (Rodriguez et al. 2018).

Table 1 illustrates the teleological lens based on the ERP seller and ERP buyer perspectives in B to B relationships. The table also reports the meaning of past, present and future time-periods in the implementation process of an ERP software solution.

Table 1. Teleological perspectives in B to B marketing – ERP seller and ERP buyer

Teleological Seller Perspective	ERP Seller
	Past	Present	Past
Transformative	Standardized Implementation	Rigid implementation	Ignoring buyer requests
Formative	Moderately adapted Implementation	Moderately flexible implementation	Considering buyer requests
Rationalist	Fully adapted implementation	Completely flexible implementation	Offering solutions beyond buyer requests
Teleological Buyer Perspective	ERP Buyer
	Past	Present	Past
Transformative	Without experience	Basic expectations	Request standard implementation
Formative	Some experience	Medium expectations	Request adapted implementation
Rationalist	Broad experience	Elevated expectations	Request completely adapted implementation

Adapted from Rodriguez et al. (2018)

Table 1 takes into consideration the ERP seller’s adaptation in the offered software solution, the ERP seller’s implementation flexibility, and the ERP seller’s attention to the ERP buyer’s requests. Table 1 also takes into consideration the ERP buyer’s experience, the ERP buyer’s expectations, and the ERP buyer’s requests for implementation. Consequently, it compares and contrasts the ERP seller and ERP buyer perspectives, based on the teleological lens, so as to manage the B to B marketing process.

This study applies three scenarios through the teleological lens in a B to B marketing setting based on the seller perspective (i.e. ERP seller) as shown in Table 2: (i) a static consideration of time (i.e. formative – pre-determined and past-based; (ii) a dynamic consideration of time (i.e. rationalist – goal-directed and future-based); and (iii) a dynamic consideration of time 2 (i.e. transformative – continuous and present-based). The frame of reference is outlined in the next section.

Table 2. Interface scenarios between consideration of time and teleological lens

Teleological Lens Consideration of Time	Formative	Rationalist	Transformative
Static	Scenario 1
Dynamic		Scenario 2	Scenario 3

Static and Formative

A static consideration of time regarding the start-and-end of time-periods in an ERP implementation process in B to B markets means that the past time-period, interacts sequentially with the content of the present time-period that then interacts with the content of the future time-period toward the outcome of the software solution.

We illustrate the logic of a static consideration of time through the teleological lens in Part 1 of Figure 3, which shows that the actions undertaken in B to B marketing setting in the seller’s ERP implementation process are pre-determined and past-based (i.e. formative) directed toward a known and predictable outcome of the software solution. Furthermore, the seller is inflexible and makes no adaptations to the expectations and experiences of the buyer throughout the ERP implementation process.

Figure 3. Static and dynamic considerations of time through the teleological lens

Dynamic and Rationalist

A dynamic consideration of time regarding the start-and-end of time-periods in an ERP implementation process in B to B markets means that the goals of the future time-period interact with the content of the past time-period in the present time-period, toward the outcome of the software solution.

We illustrate the logic of a dynamic consideration of time through the teleological lens in Part 2 of Figure 3, which shows that the actions undertaken in B to B marketing setting in the seller’s ERP implementation process are goal-directed and future-based (i.e. rationalist) toward a known and predictable outcome of the software solution. The seller is somewhat flexible and makes some adaptations to the expectations and experiences of the buyer throughout the ERP implementation process.

Dynamic and Transformative

An additional dynamic consideration of time regarding the start-and-end of time-periods in an ERP implementation process in B to B markets means that the present time-period interacts continuously with the contents of the past and future time-periods, toward the outcome of the software solution.

We illustrate the additional logic of a dynamic consideration of time through the teleological lens in Part 3 of Figure 3, which shows that the actions undertaken in B to B marketing setting in the seller’s ERP implementation process are continuous and present-based (i.e. transformative) directed toward an unknown and unpredictable outcome of the software solution. The seller is highly flexible and make adaptations to the expectations and experiences of the buyer throughout the ERP implementation process.

Methodology

The case methodology is the foundation for this study, following Lindgreen and Antioco (2005)who write that (p. 142) the: “ … case study method facilitates the exploration of such complex social processes, by taking a holistic perspective on real-life events, with all their potentially rich and meaningful characteristics intact. Uniquely, with this method there is no need to pre-select the context type variables to be included in the investigations. Rather, the researcher observes the important contextual variables impinging on the behaviour of interest, over time … .”

The case methodology (Johnston, Leach, and Liu 1999) conforms to the research objective of this study, namely to frame static and dynamic time-periods in the implementation process of Enterprise Business Planning (ERP) through the teleological lens in relationships between ERP sellers and ERP buyers.

Process, aims and results

The research framework of this study focuses on the static and dynamic considerations of time through a teleological lens of the ERP implementation process of an advanced software solution between ERP sellers and ERP buyers.

This study is conducted with respect to Spanish companies focusing on the pre-implementation, implementation and post-implementation process of ERP software solutions. This study therefore reduces interference with other services solutions, thus overcoming contextual bias (Hartline and Jones 1996). The implementation of an ERP software solution, examined in this study, is a complex process, and reflects the core of an organization (Uwizeyemungu and Raymond 2012).

This study embraces a multi-method design consisting of the four phases shown in Figure 4. The pre-study consists of Phase 1, while the main study consists of Phases 2 to 4.

Figure 4. Methodology – process, aims and results

Initially, Phase 1 combines data collected from multiple in-depth semi-structured interviews with key informants of ERP sellers and ERP buyers, as shown in Figure 4. Phase 2 entails a survey of ERP buyers, providing structured observations of the ERP implementation process between ERP sellers and ERP buyers, as shown in Figure 4. This phase focuses on the outcome of the entire implementation process, so as to obtain an extended understanding across a sample of ERP buyers. Subsequently, Phases 1 and 2 offer a framework for collecting additional data through diverse views in different research phases (Teddlie and Tashakkori 2009) Furthermore, it enables data triangulation (Silverman 2010) through in-depth structured interviews in a follow-up study, so as to validate the results, as shown in Phases 3 and 4 in Figure 4

The internal validity of findings (Yin 2009) is ensured by the teleological framework of

Stacey, Griffin, and Shaw (2000). The multi-method design is based on multiple sources of information from ERP sellers and their ERP buyers as well as documents and direct observations. This provides the foundation for data triangulation and the validation of results. Previous studies on complex business relationships of software solutions between sellers and buyers have also used the combined method design applied in this study (e.g. Parry, Kupiec-Teahan, and Rowley 2011; Pidduck and Archer 2006).

Pre-study – phase 1

Phase 1

The research team initiated this study by carrying out in-depth semi-structured interviews (Phase 1), which is broadly used in B to B contexts (Haas, Snehota, and Corsaro 2012; Terho et al. 2012). Open questions were asked. This phase focused on interviewing four general managers of ERP buyers and three sales managers of ERP sellers. Characteristics of the sample are shown in Table 3. Common topics turning up and the repetition of data (i.e. saturation) was the determinant for the number of interviews undertaken with representatives of ERP sellers and ERP buyers. (Liu, Chen, and Ralescu 2015).

Table 3. Characteristics of the interviewees from buyers in phase 1

	Personal characteristics			Organizational characteristics
	Age	Gender	Years in current position	Nº employees	Annual Turnover (Million €)
General Manager 1	65	Male	11	105	12
General Manager 2	48	Male	8	81	8
General Manager 3	45	Male	13	79	10
General Manager 4	46	Male	3	459	65
Sales Manager 1	45	Male	7	40 (7 sellers)	6
Sales Manager 2	40	Male	8	30 (4 sellers)	8
Sales Manager 3	47	Male	6	20 (2 sellers)	1

The average duration of these initial interviews were approximately one hour. The research team took notes and recorded the entire interview followed by an analysis summarizing and organizing the main topics of data obtained. The key informants interviewed were requested to review and approve the summaries, based on each interview. The static and dynamic consideration of time was identified by the research team as a result of these interviews. The empirical foundation in the main study was subsequently verified in this procedure (Dubois and Gadde 2014).

Main study – phases 2 to 4

Phase 2

A large sample of general managers of the ERP buyers were contacted and requested to complete an online questionnaire, in line with previous studies (Cascio, Mariadoss, and Mouri 2010; Stein and Smith 2009). The research team sent an e-mail asking each general manager for their collaboration in this study. A hyperlink was included with the introductory letter to the survey. When the respondent had completed all the mandatory fields of the questionnaire, the system recorded the data.

In total, 239 companies in the Spanish healthcare industry were identified for inclusion in this study. A total of 165 companies participated, generating a response rate of 69%. At the time of undertaking this study, the ERP implementation process was not, finalized in 77 of the participating companies. These companies were thus non-useable, as they could not confirm whether the aim of the ERP implementation process had been achieved, addressing their ultimate satisfaction and risk exposure to interrupting the business relationship with the ERP seller. Therefore, the useable sample consists of 88 ERP buyers.

The research team ran an analysis of non-response bias. The generalizability of findings could be limited through the size-bias. The participating and nonparticipating ERP buyers were compared. The result show that there was no significant difference (p-value: 0.01) between the groups. Each general manager also needed to be involved in the ERP implementation process from beginning to end.

The items used in the questionnaire to measure the teleological lens was from Padin et al. (2015). Their items were used in this study, as they measure expectations before the start of the ERP implementation process and the satisfaction at the end. The items were modified, based on the outcome of Phase 1 (pre-study), in order to adapt them to complex B to B relationships.

The research team instructed each respondent to complete the questionnaire, based on their own point of view with respect to the same ERP seller. They were asked to keep in mind one particular ERP implementation process.

Phase 3

A follow-up study was carried out to enable an initial validation of the results from Phases 1 and 2, with the aim of reducing potential bias from the research team in their interpretation of the results. Phase 3 is based on a large number of documents, such as sales offers, contract deals, sales key performance indicators and other observable pieces of information, which was gathered to allow data triangulation in line with the rules of industry case study research (Yin 2009).

In Phase 3, one member of the research team participated face-to-face in three direct observations between ERP sellers and ERP buyers over a period of three weeks. The participation of the research team member was only to observe and take notes, without interfering with the ERP sellers and ERP buyers in each of the four relationships (Zikmund et al. 2012). The characteristics of these ERP sellers were: (i) 250 employees and 30 salespeople with an annual turnover of 20 million euros; ii) 100 employees and 15 salespeople with an annual turnover of 8 million euros; iii) 60 employees and 3 salespeople with an annual turnover of 4 million euros. The characteristics of the buyers in terms of their relationship with the seller were:i) 5.168 employees and an annual turnover of 580 million euros; ii) 249 employees and an annual turnover of 45 million euros; iii) 116 employees and an annual turnover of 13 million euros

Phase 4

A final validation of the results was undertaken in Phase 4, based on in-depth structured interviews with the general managers of three ERP buyers not included in previous phases of this study. The final validation of results also includes in-depth structured interviews with three sales managers at different ERP sellers. Characteristics of the sample are shown in Table 4.

Table 4. Characteristics of the interviewees from buyers in phase 4

	Personal characteristics			Organizational characteristics
	Age	Gender	Years in current position	Nº employees	Annual Turnover (Million €)
General Manager 1	48	Male	15	240	190
General Manager 2	42	Male	14	50	160
General Manager 3	55	Male	10	1000	400
Sales Manager 1	44	Male	6	15 (2 sellers)	2
Sales Manager 2	45	Male	15	120 (12 sellers)	15
Sales Manager 3	43	Male	12	70 (4 sellers)	7

The aim was to obtain complementary explanations to the online survey results, so as to obtain a thorough understanding of the entire ERP implementation process (including pre-implementation, implementation and post-implementation), based on both sides that take part in the ERP implementation process.

Results and discussion of results with examples

This section reports the results of this study with respect to the research objective of framing static and dynamic time-periods in the implementation processes of ERP software solutions in a B to B marketing setting. We also include quotes from a series of follow-up interviews with various ERP sellers and ERP buyers in order to discuss the results of this study.

Previous studies, such as Saeed et al. (2017, p .54) report that: “ … more than 50% of organizations, including all types of business, claimed that their ERP implementations were failing … ” This study confirms these results, also indicating that more than half (55,7% – 49 out of 88) of the ERP buyers were not entirely satisfied, after finalizing the ERP implementation process.

Subsequently, less than half of them (42,8% – 21 out of 49) received only a software solution and the rest (57,2% – 28 out of 49) considered they had received merely a somewhat adapted software solution. An example of these results is the CEO of buyer 2 who states that: “ … I did not have any experience in ERP implementation, I did not ask other companies; I just found a provider and trusted their implementation model … .” Another example is the CEO of Buyer 4 who stated that: “ … after the implementation we did not have all that we needed …… nevertheless, it is true that we have what we agreed to in the offer document … .”

Furthermore, only one out of ten (10,2% – 9 of 88) confirmed that the software solution obtained was a fully adapted solution beyond the ERP buyers’ expectations and truly taking into account their needs. An example of this is the CEO of Buyer 1 who commented that: “ … we are not a big company, so we prefer to outsource technological services to a provider who is more updated than having a great technological department …… for us that is enough, with one or two internal technical employees … .”

This study also reveals that there are still some ERP implementation processes indicating that the seller does not take into account the needs of the buyer at all. It is widely known that the ERP is a standardized tool that requires adaptation of the ERP software solution to the buyer’. Accordingly, appropiately adapted software solutions are required to satisfy the needs of the ERP buyer. In a few cases (2.3% – 2 out of 88), the study indicates that the ERP seller applied a standard software solution in the ERP implementation process, which did not match the needs of the ERP buyer, who obtained no more than a non-adapted solution. A good example of this is the CEO of Buyer 5 who stated that: “ … the problem has been our lack of experience, we didn´t know how to drive a project like this and the provider set up what he wanted … .”

We structure the remaining results and discussion of the results based on the Scenarios 1, 2 and 3 outlined and described in Table 5, all of which are also considered through the teleological lens (i.e. formative, rationalist and transformative) in Sections 4.1, 4.2 and 4.3 that follow. We also support the results with a selection of illustrative quotes from the 88 key informants who participated in this study and subsequently have had experiences with ERP implementation processes.

Table 5. Structuring the ERP implementation process

	ERP Seller Perspective
	Scenario 1	Scenario 2	Scenario 3	Total
Consideration of Time	Static	Dynamic	Dynamic	88 (100%)
Teleological Lens	Formative	Rationalist	Transformative
Implementation Process	Without taking into account buyers needs	Taking into account buyers needs	Beyond expectations taking into account buyers needs

Consequently, the research team conducted additional in-depth interviews with key informants about their experiences after finalizing the ERP implementation process. Table 5 reports and structures the outcome in relation to the ERP implementation process.

Scenario 1 – static consideration of time through formative teleological lens

Scenario 1 reflects the fact that the seller of the ERP software solution follows a standardized guide in making an offer of the ERP implementation process to the targeted buyer. This also indicated that, independently of a specific ERP buyer, all potential ERP buyers are treated in the same manner and offered the same thing. The ERP seller does not take into account the specific needs of each ERP buyer.

As shown in Table 5, this study indicates that 15.9% of ERP buyers perceive an ERP implementation process characterized as scenario 1 (i.e. without taking into account ERP buyers’ needs). A sales manager of ERP seller 1 explains as follows: “ … I do not have technical support for adapting the offer, so I follow the standard guide to configure modules and the number of service hours per module … .”

This means that the ERP implementation process is divided into time-periods that occur sequentially. For example, when one phase in the ERP implementation process is finalized, the next one starts. Consequently, the phases of the ERP implementation process are not interchangeable or parallel in Scenario 1. In addition, the ERP seller does not use its previous experiences to pre-visualize the end of the implementation process and its consequences for each ERP buyer. The ERP seller just makes an offer of an established guide and standardized protocol.

Scenario 1 also implies that the outcome at the end of the ERP implementation process is not taken into consideration at the beginning (i.e. a static consideration of time). This does not allow the ERP seller to outline a complete software solution offer before the ERP implementation process. An example of this is the CEO of ERP Buyer 3 who comments that: “ … the software solution implemented by our ERP provider does not match our needs …… in particular, the financial ones … .”

Scenario 1 implies a high risk of failure in the ERP implementation process, which will most likely not meet the expectations of the ERP buyer. The ERP buyer is therefore likely to be unsatisfied with the software solution that is ultimately delivered. Accordingly, the relationship between the ERP seller and the ERP buyer is characterized by a high risk of failure. An example is the CEO of Buyer 3 who explains that: “ … once we have redeemed our investment in this provider, we will look for another … .”

Scenario 1 is easier to handle and requires less effort at the beginning of the pre-implementation process (i.e. past time-period). However, Scenario 1 has implementation problems in the present time-period, while the future time-period entails a higher risk for the ERP seller of losing the relationship with the ERP buyer.

Scenario 1 is demonstrated by a sales manager of Seller 3 who comments: “ … we sell a previously preconfigured package …… it is not an issue to make the offer, we almost only change the number of licenses … .” This approach is usually used due to a lack of expertise from the ERP seller, and may occur in new markets, with new products or by ERP sellers all of which adds up to not bothering to maintain the relationship with ERP buyers.

The risk that the relationship between the ERP seller and the ERP buyer will be damaged is high when the ERP implementation process is based on a static consideration of time through a formative teleological lens.

Scenario 2 – dynamic consideration of time through rationalist teleological lens

Scenario 2 indicates that the ERP seller focuses on a goal to be achieved (i.e. future time-period) after ending the ERP implementation process. This scenario requires a dynamic consideration of time based on the previous experiences of the ERP seller in order to visualize the end of the ERP implementation process for the ERP buyer (i.e. rationalist lens).

Scenario 2 implies that the ERP seller modifies the offer of the software solution in the interaction with the ERP buyer, working together as a team to achieve a joint goal. Both agree on the joint goal in the ERP pre-implementation process (i.e. past time-period), as well as in the ERP implementation process (i.e. present time-period). An example of this is the CEO of Buyer 1 who explains: “ … from the decision of purchasing an ERP we establish an internal team to address all stages of the implementation process … .” In addition, another example is a sales manager of Seller 2 who says that: “ … the process of collecting customer requirements and knowing what areas are relevant, are important for the customer, and establishing the main lines together is vital to the success of the project … .”

As shown in Table 5, more than two thirds (70.5%) of the respondents in this study communicate previous experiences characterizing Scenario 2. Scenario 2 implies that the ERP implementation process is handled in order to achieve a previous goal set in the ERP pre-implementation process by the ERP seller for the ERP buyer. Both strive toward this goal, so that is likely to lead to a satisfactory end of the ERP implementation process.

This study shows that Scenario 2 is the most common one in ERP implementation processes. It is a common way to handle the ERP implementation process because the rationalist approach offers both parties (i.e. ERP seller and ERP buyer) a sense of security. It also makes it likely that an agreement and subsequent contract achieves a joint goal of the ERP implementation process.

When the ERP implementation process is finalized, the ERP seller and the ERP buyer can compare the agreement and contract established at the beginning of the ERP implementation process with the outcome. An example of this is a sales manager from Seller 1 who explains that: “ … the best argument for solving objections after finalizing the implementation process is to have common objectives written into the contract … .”

Scenario 2 is based on a goal set by both parties and leads to a satisfactory end of the ERP implementation process with a low risk of damaging the relationship between the ERP seller and the ERP buyer.

The risk that the relationship between the ERP seller and the ERP buyer is interrupted is low when the ERP implementation process is based on a dynamic consideration of time through a rationalist teleological lens.

Scenario 3 – dynamic consideration of time and transformative teleological lens

Scenario 3 is the most complex one, because it is not only the ERP seller and the ERP buyer who are constantly adapting and re-adapting the ERP implementation process, but the surrounding environment and technology are also changing.

Scenario 3 reflects a transformative lens of the ERP implementation process, which means a dynamic consideration of time by the ERP seller. This continuously visualizes the end of the ERP implementation process, as new information is gathered and software updated.

The ERP seller uses its previous experience and new knowledge to constantly align the ERP implementation process to meet changeable goals. This increases the complexity of an ERP implementation process. Scenario 3 requires continuous effort and maintenance, because both the beginning and end of the ERP implementation process become changeable or even disappear.

The relevance of Scenario 3 emerges when market characteristics and technology are changing constantly, and are therefore dynamic in nature. For example, corporate processes and flows are complex and variable, adapting to changing market conditions. The ERP software solution needs to be updated continuously to match the corporate processes and flows. An example of this is a sales manager of Seller 2 who comments that: “ … some of our customers are really demanding and request not only that the ERP implementation process be adapted to a changing process and flows within their organizations, but the ERP implementation process must also be re-aligned constantly with changes in the systems of their suppliers and or customers … .” Table 5 shows that this scenario represents the outcome experienced by only a few (13.6%) of the companies in this study.

The constant changes increase the complexity and related efforts of the ERP seller to be successful in the ERP implementation process. This therefore increases the risk of an unsatisfactory outcome for the ERP buyer. Subsequently, Scenario 3 increases the outcome an interrupted relationship. A sales manager of Seller 1 explains that: “ … the ERP implementation process is hard itself, when we are readapting the solution constantly …… it is easier to fail in the implementation …… too many doors are open … .”

Nevertheless, when the ERP implementation process is based on Scenario 3, there is the possibility that the end result will be very satisfactory, strengthening the relationship with the buyer, to that the two become technological partners. The transformative lens makes sense with ERP software solution, as it is a technological tool which can assist a changing company in changing business markets. This in turn means that the ERP implementation process requires a dynamic consideration of time in order to achieve its full potential (i.e. continuous modification and updates of the ERP buyer to business markets with new technologies).

The main characteristics to be taken into account in the use of the transformative lens in the ERP implementations process are: (i) ERP is a technological tool; (ii) technology is changing constantly and quickly; (iii) companies and markets change constantly (although none so fast as technology); (iv) ERP can extended to all company departments and all their flows and processes); (v) the ERP implementation process is often long, taking years to finalize; (vi) the ERP implementation process needs to be dynamic to reach its full potential. The CEO of buyer 6 comments: “ … it is crazy how technology changes so fast …… a few years ago, we worked with paper and faxes …… after that we used the EDIT standard to interchange information with delayed transmissions …… nowadays the whole system of flows and processes are inter-connected in real time …… and are capable of running orders themselves … .”

The risk of that the relationship between the ERP seller and the ERP buyer being interrupted is high when the ERP implementation process is based on a dynamic consideration of time through a transformative teleological lens.

Research implications

This study yields a core research implication for B to B marketing that frames the relationship between the ERP seller and the ERP buyer and their consideration of time through the teleological lens in the ERP implementation process. The study is based mainly on an ERP seller perspective, but this perspective also requires an understanding of the ERP buyer.

Figure 5 therefore provides a framework for B to B marketing that considers both the ERB seller and the ERP buyer in the context of (the consideration of) time (i.e. static and dynamic) through the teleological lens (i.e. formative, rationalist and transformative) addressing the past, present and future time-periods in the ERP implementation process.

Figure 5. Consideration of time through the teleological lens in ERP implementation processes

Figure 5 demonstrates that a past-based strategy of B to B marketing through the teleological lens refers to the guide and protocol flexibility of by the seller in the ERP implementation process for dealing with the buyer. The present refers to adaptations made by the seller in the ERP implementation process. The future through the teleological lens refers to the extent to which the needs of the buyer are taken into account by the seller regarding the outcome of the ERP implementation process.

Furthermore, Figure 5 demonstrates that the past-based strategy of B to B marketing through the teleological lens refers to the buyer experiences of the same, or a similar ERP implementation process undertaken by the seller, while the present refers to buyer expectations of the seller in the ERP implementation process. The future of the ERP implementation process refers to the buyer’s perception of the solution ultimately delivered by the seller in the ERP implementation process.

We contend that another core research implication for B to B marketing, taking into consideration static and dynamic time-periods through the teleological lens, addresses the need to match the ERP seller perspective with that of the ERP buyer. A mismatch may turn out unsatisfactorily for both the ERP seller and the ERP buyer. It is therefore crucial that there be a balance in a B to B marketing setting between flexibility and adaptations of the ERP seller to the expectations and experiences of the ERP buyer in the ERP implementation processes (i.e. including the ERP pre- and post-implementation processes).

Managerial implications

A core managerial implication of the results reported in this study for B to B marketing is the need to distinguish between static and dynamic, using the time-periods in the ERP implementation process (i.e. an advanced software solution). The ERP seller needs to align its strategy of B to B marketing with its consequences from the ERP pre- and post-implementation processes.

Another core managerial implication for B to B marketing is that the static and formative use of time (i.e. Scenario 1) entails less costs initially. It enables the ERP seller to obtain benefits within a short time-frame. However, the ERP seller may have to face a dissatisfied ERP buyer at the end of the implementation process. Subsequently, the risk of the relationship disruption is high, so that this strategy of B to B marketing has a short-time orientation, based on targeting many ERP buyers and devoting less effort to each of them (by the ERP seller).

In the case of the dynamic and rationalist use of time-periods (i.e. scenario 2), the ERP seller has chosen a strategy of B to B marketing with the ERP buyer that can turn out satisfactorily (as reported previously in Table 5). However, the initial costs are higher than when the static consideration of time is used because the ERP seller needs more resources, expertise and skills to visualize the end of the implementation process taking into account the actual requirements. The need to consider time in all the ERP implementation stages is also higher than using the static approach. This strategy of B to B marketing has a long-term orientation based on targeting fewer ERP buyers, which requires the ERP seller devoting more effort to each one.

The strategy of Scenario 3 in a B to B marketing setting is more aligned with the ERP seller’s aim to become a technological partner of the ERP buyer. This requires substantian effort, more specialization and targeting fewer customers. It is a high-risk endeavor that, if successful, is appealing to ERP sellers, but most of them would not be able to meet the expectations of the ERP buyers. Consequently, it is not surprising that that this study shows that a vast majority (i.e. more than two/thirds) prefer a dynamic and rationalist strategy, so as to engage and fulfil the ERP pre-implementation, implementation and post-implementation processes.

Finally, it is necessary to highlight the fact that independently of the B to B marketing strategy followed by the ERP seller, in all cases ERP implementation is work with no real end in sight. The unique exception is a break down of the relationship between both seller and buyer, which is more probable in Scenario 1 with a formative approach. Technology is evolving constantly and companies needs continuous adaptations. This means that the real scenario in a B to B marketing setting, which join the three followed potentially for seller companies, is that in which the ERP implementation process is repeated endlessly.

The need for continuous adaptations in B to B marketing settings means that main the ERP implementation moves to be past and what is future in the main ERP implementation moves to be present, so that the cycle is repeated as reflected in Figure 2.

The separation into three scenarios in B to B marketing settings, based on the teleological framework, guides companies to predict in which situation of the ERP implementation process start or continue and which is the probable future. The importance of defining of the scenarios in B to B marketing settings is grounded in the idea that not only the seller company, but also the buyer company could identify in which scenario they are located and both can predict where they wish to go and they can redefine their relationship, through the appropriate teleological actions and interactions in order to achieve their objectives. In the long term, operating Scenario 3 in a B to B marketing setting is the best option for increasing the profitability of both companies.

Conclusions, limitations and suggestions

This study contributes to framing static and dynamic time-periods in the implementation process of Enterprise Business Planning (ERP) in the healthcare industry. The teleological lens applied in a B to B marketing setting contributes to contextualizing the ERP implementation process as being either past-based (formative), present-based (transformative) or future-based (rationalist). The combination of static and dynamic considerations of time, with formative, rationalist and transformative teleological lenses in a B to B marketing setting contributes to distinguishing and outlining various strategies for handling the ERP pre-implementation process, implementation process and post-implementation process.

This study is limited to a Spanish context of ERP implementation processes (i.e. including pre- and post-implementation processes) based on framing static and dynamic time-periods through the teleological lens in a B to B market. It therefore offers opportunities to frame other implementation processes of complex service solutions, such as ERP, but also across other European countries and beyond the European context, such as the US and China. In particular, it would be valuable to frame ERP implementation processes based on non-European and non-Western business environments, in order to gather points of reference across cultural B to B marketing settings. For example, the B to B marketing settings in emerging economies such as Brazil, India and South Africa, as well as developed economies such as Australia, Canada, Japan, Russia and Taiwan, would be worthwhile.

Implications for business marketing practice

Enterprise Resource Planning (ERP) is a technological tool which improves and makes communications easier, and reinforces relationships in a B to B marketing setting. Based on a teleological lens in B to B relationships between ERP sellers and ERP buyers, the research objective of this study is to frame static and dynamic time-frames in the ERP implementation process in B to B markets. The aim is to shed light on the consideration of time-periods (i.e. past, present and future) as either tatic or dynamic in the implementation process of complex service solutions, such as ERP, in a B to B marketing setting.

Consequently, this study examines the complex service solution of ERP and its implementation process in a B to B marketing setting. The product (i.e. the software itself) is important, but the service solution associated with it is more important. Service solutions rely on people and how ERP sellers and ERP buyers act and interact. This study reports the results based on static and dynamic time-periods through a teleological lens in the implementation process of ERP in the B to B market of the Spanish healthcare industry. It is widely known that the ERP is a standardized tool that requires software adaptation to the buyer’ needs in B to B markets.

This study indicates that more than half of the ERP buyers are not entirely satisfied, after completing the ERP implementation process. Subsequently, less than half of them receive just a software solution and the rest consider that they receive merely a somewhat adapted software solution. Furthermore, only one out of ten ERP buyers confirms that the software solution obtained is a fully adapted solution that goes beyond the ERP buyers’ expectations, truly taking into account their needs. This study also reveals that there are still ERP implementation processes in which the seller does not take into account the needs of the buyer at all. Altogether, the results indicate that the ERP implementation process is often unsatisfactory in B to B markets.

Businesses in B to B markets are determined by the kind of relationships that exists between sellers and buyers. The actions and interactions between the participants in these exchange processes determine the quality and strength of the relationship. Therefore, B to B relationships determine the business itself, and therefore, B to B marketing become crucial.

Within the research context of this study in a B to B marketing setting, price and place are marketing mix variables that are not so important, such as promotion. In particular, the direct sale is of primary importance in the studied B to B marketing setting. Buyers of complex service solutions (e.g. ERP) are commonly more interested in the quality of the implementation process and prefer guarantees relating to adequate functionalities. Price is of secondary importance, because this is a kind of B to B market with low repurchase frequency. The buyer that implement an ERP software solution does not change it until the cost has been paid off at least partially.

Furthermore, sellers of complex service solutions can adapt their B to B marketing strategy to its buyers, identifying which will be used in the present, knowing what should be the outcome of this strategy in the future. The B to B marketing strategies through the teleological lens (i.e. formative, transformative and rationalist) offer companies providing complex service solutions in B to B markets a guide enabling them to make the appropriate decisions in their actions and interactions with buyers of complex service solutions.

The results reported provide opportunities for companies to apply B to B marketing strategies through the teleological lens by visualizing in advance the cost and risk associated with the implementation process of complex service solutions. Furthermore, the results enable framing other implementation processes of complex service solutions.

A managerial implication for B to B marketing practitioners, based on the results reported in this study on the ERP implementation process, is the need to distinguish between static and dynamic time-orientations. Sellers of complex service solutions need to align their B to B marketing strategy with the pre- and post-implementation processes.

Another managerial implication for B to B marketing practitioners is that the static and formative use of time entails less costs initially in complex service solutions. This enables the sellers of complex service solutions to obtain benefits within a short time-frame. However, seller may have to face a dissatisfied buyer of the complex service solution at the end of the implementation process. Subsequently, the risk of relationship disruption is high, so that this strategy in B to B marketing setting has a short-time orientation for the seller, given the targeting of many buyers and devoting less effort to each of them.

In the case of the dynamic and rationalist use of time-periods, the seller of complex service solutions chooses a B to B marketing strategy with the buyers that can hopefully turn out satisfactorily. However, the initial costs are higher than when the static consideration of time is used, because the seller of complex service solutions in B to B markets needs more resources, expertise and skills to visualize the end of the implementation process, taking into account the actual requirements.

The need to consider a dynamic orientation of time in all stages of the ERP implementation process is also higher than when using the static one. This strategy in a B to B marketing setting has a long-term orientation based on targeting fewer buyers of complex service solutions, which requires the seller to devote more effort to each one. The B to B marketing strategy of becoming a technological partner of the buyer providing complex service solutions requires substantial effort, more specialization and targeting fewer customers. It is a high-risk endeavor that, if successful, is appealing to sellers, but most of them would not be able to meet the expectations of buyers in B to B market.

Consequently, it is not surprising that the results reported in this study, namely that a vast majority of sellers (i.e. more than two thirds) prefer a dynamic and rationalist B to B marketing strategy, so as to engage and fulfil the pre-implementation, implementation and post-implementation processes of complex service solutions.

This study frames static and dynamic time-periods which influence the B to B marketing strategy used in the implementation process of complex service solutions in the healthcare industry. The teleological lens applied in this study contributes to contextualizing B to B marketing as a tool in the implementation process of complex service solutions (e.g. ERP) as being either past-based (formative), present-based (transformative) or future-based (rationalist).

Disclosure statement

No potential conflict of interest was reported by the author(s).