Entrepreneurship

This chapter begins with the marketing strategies that can be used by a business to market its products and services effectively. A marketing strategy is a way in which a business plans to use its resources in order to gain a competitive advantage in the market.

This enables the business to acquire a larger market share than its competitors. The business should carefully assess its environment both internally and externally. The marketing mix, customers, competitors, and any technological developments within the industry should be assessed (Burne 2007). Market segmentation, positioning, and targeting strategy forms the basis for building a marketing strategy. This enables the business to satisfy its customers.

Pricing involves the setting of prices to be charged for various products and services provided by a given business. It is what the business receives in selling its products. For the business to be successful, various factors should be considered in making pricing decisions. These factors include the costs of making the product, the quality of the product, prices charged by competitors, and the situation of the market. It can be used as a marketing strategy for getting customers in the market.

Differentiation is the process of making products different from other products in the market. It can be in terms of promotion, appearance or design, quality, and functioning of the product. It can be used to attract many customers and therefore make the business have a comparative advantage over other businesses. Sometimes the business can improve the quality of the product and charge a premium to cover the costs.

Development of a customer focus organization involves getting information about what customers need and their expectations, obtaining customer feedback, improvement of customer service, and developing a customer lifetime value.

Entrepreneurship marketing shows how the entrepreneur can make his business successful. It explains how one can develop new products and other marketing strategies. It also explains how to raise capital for the business and also increase the profitability of the business.

Marketing research is the process of gathering information from the customers and the market as a whole. It may involve the use of analytical tools to analyze the information gathered which can then be used in making important decisions for the business. The main types are primary or secondary research. Qualitative or quantitative research can be undertaken under the primary research. Competitor analysis, product analysis, and market trends are very important to obtain useful information while undertaking the research.

In the development of selling skills, the salesperson should know more about the products to avoid being frustrated by customers and also to be more confident. Selling skills needs one to develop a good rapport with the customers, listen to them carefully, show interest in the questions asked by customers, and also learn how other successful salesmen work. The skills will enable the entrepreneur to increase the number of customers.

The internet can provide various benefits for an entrepreneur. It provides access to many customers and therefore the business can advertise many products and services on the website. Customers can make orders online and also know more about the products and services being offered by the business. It can also be used in marketing research as it provides information on developments in the market.

Legal forms of business ownership include sole proprietorship, partnerships, and corporations. A sole proprietorship is owned by one person, a partnership by more than one person and the owners or partners are agents for the business while a company is a separate legal entity that is distinct from its owners. Each form of business has its advantages and disadvantages and different ways of operation.

Reference

Burne, P 2007, Entrepreneurship and small business, Palgrave Macmillan Limited, Houndmills, Baingstoke.

Introduction

A business plan is a document that forms a road map on which a chosen business idea is build. The document defines the idea and explains how it can be converted into a valuable business venture. This paper will examine the various elements that make up a business plan document and explain how important each element is to a business plan.

Idea Generation

Idea generation refers to the process of developing a sellable business concept. Only competitive business ideas survive the test of time in highly competitive market environment. There are various methods that entrepreneurs use to generate competitive business ideas. Most common of them is group brainstorming; this is a collaborative process that provokes imagination in a group setting. The process widens the scope of idea generation by providing a forum in which different ideas are collected, discussed and the best among them chosen for implementation (McKeever, 2010). Other idea generation methods include; mind mapping, SWOT analysis and the six thinking hats.

Mind mapping as a tool of idea generation can also help in problem solving and decision making. The process begins by identifying an idea which is expanded through individual reflection to develop an offshoot of ideas. The process can be carried out manually or by use of computer software such as freeMind. SWOT analysis is where an idea is examined in terms of their strength, weakness opportunities and threats that accompany it.

It is important that the idea generation process is structured on a well laid down process in order to come up with a functional business concept. Competitive markets call for continuous innovation to bring new ideas in a business venture, and make it relevant to the current times (McKeever, 2010).

Strategic Objectives

Successful business ventures are build on sound strategic plans that provide a framework for decision making, setting benchmarks and stimulating change. A strategic plan in a business plan comprises of; the vision, mission, values and objectives a business venture. A vision draws the picture of the desires of the business venture in terms of; activities and magnitude within a given period of time (Stutely, 2002).

The mission defines the nature of the business activities as well as its purpose to the society. A mission statement should therefore be focused, justifiable and clearly state what the business is all about. Ochtel (2009) observes that the strategic element of a business plan should also address the business values of the venture. Values in this case state the principles set out to govern the enterprise operations as well as how the business relates with the society.

Enterprise objectives are also stated under the strategic plan. Business objectives are classified either as long term or short term. The objectives define the path to be followed to attain the desired success. They further communicate the desires and needs of the investors as well as employees of the enterprise (Ochtel, 2009). The main business aspects addressed in the objectives section include; growth strategies, profitability, market entry, what the business has to offer and the type of technology to be employed in the business.

The strategic plan also explains the strategies the enterprise will utilize to realize the objectives, values mission and vision. Major strategies covered under this element according to Stutely (2002) include; issues of diversification, acquisitions and growth. Strauss (2008) adds that an enterprise should also focus on directing the enterprises’ internal cash flow into future expansions, introducing new products and outsourcing as a means to reduce operations expenses. Most of these strategies should be implemented through a SWOT analysis.

The business program also forms part of a strategic. Strauss (2008) points out that a program sets out an implementation road map that shows a schedule of the implementation milestones. The program covers the resource mobilization process, a budget both for time and resources and performance targets.

Market analysis and research

Every business enterprise strives to create a market niche for its products or services. In order to create the niche, it is necessary to gather information about the market through research. Market research focuses on finding “relevant information on factors that influence the peoples buying behavior” (Calvin, 2002). This type of information can be gathered through a personal initiative that involves own contact with customers to find out their views on a product or service. This type of research method is referred to as primary research. Secondary research method involves search of information from publications, internet and trade associations (Calvin, 2002).

Understanding the competition

It is important to understand your business competitors in order to develop strategies to have an edge on them. This can be done by investigating their business lines to identify their weaknesses and strength. The investigation starts by identifying the competitors and analyzing their offers in the target market, their market segments, and why they are preferred by customers.

Such information can be hard to obtain directly from the business operators. However, one can smartly put together pieces of information gathered from the business website to generate useful information about a competitor.

Such information would include; their pricing strategies, promotions and other benefits they offer the customers. Employees, customers and suppliers can also provide vital information about competitors though must device a good language of approach to get such information from them. Trade shows and exhibitions can provide a good ground for gathering information about competitors (Calvin, 2002). By visiting a competitors’ stand in a trade show, you can be able to gather as much information about the business as possible without being suspected.

Once you have gathered information about your competitors, the next question is how you would intent to fight with them for business within the market segment. The first step to beat the competitors in the market according to Strauss (2008) is to identify a market niche, find out what the competitor is not offering well and device methods to fill in the gap. The main aim of the analysis is to discover the competitive advantage that an enterprise can have and focus on how to expand the competitive advantage.

In the analysis section of the business plan, one should therefore identify who are the competitors, the size of the market they control and how they have been able to perpetuate themselves in the market. The section should also point out the weakness of the competitor and explain how the new business will capitalize on the weaknesses of the existing business to fight for a niche in the market. This section must persuasive in the sense that it assures a reader that the new business is ready for the competition.

Understanding the Financial numbers and projections

The financial section is an indication of whether the business idea is feasible or not. A non-feasible business idea cannot attract funding as potential investors only put their money in plans that are profitable. The section explores the details of “the income statement, the cash flow projection and the balance sheet” (Reading, 2005). When preparing the financial section, one should gather information about the business expenses so as to be able to make their projections. The business expenses include; rent utilities, legal fees, operation costs and inventory.

The income statement indicates the revenues, expenses incurred and the profit realized within a particular period of time. This can either be on quarterly or annual basis depending on the business enterprise. For start up businesses, an income statement needs to be generated more often to study the developing trend. The balance sheet on the other hand explains the “assets, liabilities and equity” in terms of magnitude, availability and how they will be used (Reading, 2005).

Competitive strategy and Scenario Analysis

Launching a new business idea into the market is like blanching in darkness, the process is often surrounded with a lot of uncertainties that create fear. Scenario analysis helps in demystifying the fear by providing rational frameworks on which to examine the challenges of the new venture. Scenario analysis helps creates a picture of the future of the business and how particular decisions can affect the business.

A scenario is a tale of how business events may turn in the event that certain forces are in place or when they are missing. Scenario analysis starts with problem definition, giving yourself timelines and investigating to find out what the future holds on a given business idea. One should identify particular factors that may hinder the business from attaining the set goals in the future and learn how to avoid them in the event that they may occur. Before developing scenarios, you need to identify the uncertainties and certainties of the business enterprise (Reading, 2005). Both certainties and uncertainties should be arranged in an ascending order starting with the most severe to the least severe.

Conclusion

A business plan is a vital document in any serious business enterprise. The various elements that form the plan provide a dependable guideline on how to implement the business idea. The financial section of the plan provides detailed information about the income, balance sheet and cash projection statements. This information can be used to gauge whether the business venture will be viable or not. From this point of view, a business plan can be used for purposes of securing funding from investors.

Behavior and Skills of Entrepreneurs

The first and most important behavior of a typical entrepreneur is the ability to influence. So as to be able to get investors, customers and employees follow an idea, you need to convince and influence them in the direction of your idea. Strauss (2008) indicates that most entrepreneurs use their own experience to create solutions to problems they have encountered in their course of life. An entrepreneur is usually quick to act, as it is often called, “strike the iron when it’s still hot”. Strauss (2008) contends that entrepreneurship is a hustle that requires a non-relenting fighters’ spirit.

The most outstanding behavior and skills of an entrepreneur is the ability to take risks. An investment can either yield profits or make loses. The time to rejoice is when profits are realized. An enterprise can make losses as a result of wrong business moves, natural disasters or manmade problem. An entrepreneur must take calculated risks on investment in order to make a profit and grow the business (Reading, 2005)

Several theories have been advanced to define the behaviour and skills of an entrepreneur. Strauss (2008) alludes that there is no particular theory that is consistent to cover the whole spectrum of the behavior and skills of entrepreneurs. The first theory is the “goal, objectives and expectations” theory (Strauss, 2008).

A business venture is run to attain certain objectives and goals. A business can for example be run with expectations of generating income, improving living standards or creating employment. Other entrepreneurs begin an enterprise with an expectation to realize growth in a particular market segment. This theory contends that entrepreneurs driven to begin business venture with an expectation either to grow the enterprise in the market and technology or to solve a problem in society.

The psychological need for achievement theory also describes the main drives that push entrepreneurs to starting a new business ventures (Scheiner, 2009). McLelland theory describes personality attributes and points out that entrepreneurs have a strong need for success. The locus of control theory also portrays entrepreneurs as having a sturdy “internal locus of control” (Scheiner, 2009).

With this attributes, an entrepreneur is very confident with his or her decisions regarding the business and all actions are driven by the need to succeed in the venture. Creation of new business enterprises stem out on success as a motivation as suggested by Scheiner (2009) entrepreneurs generally have a competitive mind with a high need to achieve success as well as the ability to learn from situations.

The sociological theory describes an entrepreneur as one who scouts for ideas and strives to turn ideas into a money making ventures. This dimension is based on the environment as the field in which the entrepreneur looks for business idea. The environment in this case refers to the social context in which one exists. Another vital theory in the description of entrepreneur skills and behavior is the anthropological theory. This theory describes one’s ability to recognize opportunities. The social context in entrepreneurship comprises of the ethnic group, population and the social network (Down, 2010)

The Theory of Self-Efficacy and Effectuation

Effectuation is a set of internal and systematic ideas that form a platform on which decisions are made. Successful entrepreneurs as Down (2010) concludes, apply an effectual logic in decision making, this involves taking a confident stance in a particular market segment and mastering how to manipulate the market and other actors. In this sense, entrepreneurship is looked at as “an artificial science” in which the entrepreneur takes the world as a blank and the market plus the market players are the artifacts. An entrepreneur uses the artifacts to grow his or her enterprise in the “blank world” (Down, 2010).

To realize self-efficacy, one needs to perceive a possibility in every opportunity rather than failure. They should be able to recognize and control opportunities in order to grow a business enterprise to desired success. Business markets are never found, they are created. The creation is not a simple process; it requires research, insight and a perception above the competition. An effectuator will strive to attain success bearing in mind that failure is an integral part of the venture (Strauss, 2008). This means that the entrepreneur does not fight to escape failure instead they force their way out to success.

A Personal Reflection on the Characteristics

I adopt a stance that no one personality or trait theory is sufficient to describe all entrepreneurs. The different views as advanced in the traits theories summed up can offer a concrete description of the entrepreneur behavior and skills. An entrepreneur must be committed and work hard in order to attain success. As Carsrud and Brännback (2009) suggest, a successful venture must be built on a framework of current information based on empirical research on the targeted market segment.

I agree with McLelland’s personality theory that an entrepreneur is driven by a greater need to achieve success. The need drives the entrepreneur to strive much harder to achieve success. As Carsrud and Brännback (2009) point out, entrepreneurs must have “a strong internal locus of control”, the locus of control determines how one makes decisions about business and success. The rate of action should be equally so as to present the idea to the market in time. The manner in which a business idea packaged determines whether it can succeed or not.

Each enterprise must be based on particular expectations, goals and objectives. The expectations that one has about the venture provide the drive to work for them. It is important to remain focused to the goal and fight to the end. Ability to influence both investors and customers is important to ensure the idea survives the competition. It also important to carry out research and use the information gathered to develop a competitive advantage for the business.

The Importance of the Seminars

Through the seminars, I have been able to learn so much that relates to entrepreneurship. The seminars provided a forum for networking with people of like minds and sharing business ideas and experience. Networking is an important element of entrepreneurship; it provides a platform for learning about new business technologies, new markets and other new business concepts.

The seminars also brought to light the roles of entrepreneurship in society. Entrepreneurs play an important role in availing innovative ideas that eventually become instrumental economic growth and creation of employment opportunities. Good business ideas should aim at creating job opportunities and contribute to the growth of the national revenue. The seminars have positively changed my perception about entrepreneurship and improved my knowledge on how to generate business ideas, develop business strategies and getting information about the competitors. The seminars have also been instrumental to providing information on how to package a business idea as well as how and where to get funding for the business idea (Carsrud and Brännback, 2009).

Knowledge is power and more so in the current dynamic world. Continuous learning helps one keep updated with current ideas and technologies. Seminars provide a good forum for sharing current ideas on the topic of discussion. The seminar forum also provides information on new business management skills that are relevant in managing business enterprises in the modern world.

References

Calvin, R., 2002, Entrepreneurial Management, McGraw-Hill Inc, New York.

Carsrud, M., and Brännback, M., 2009, Understanding the entrepreneurial mind: opening the black box, Springer Dordrecht Heidelberg, New York.

Down, S., 2010, Enterprise, Entrepreneurship and Small Business, Sage Publications Ltd, London.

McKeever, M., 2010, How to Write a Business Plan, NOLO, California.

Ochtel, R., 2009, Business Planning, Business Plans and Venture Funding: A Definitive Reference Guide for Startup Companies, The Carlsbad Technology Inc, California.

Reading, C., 2005, Strategic Business Planning: A Dynamic System for Improving Performance and Competitive Advantage, Kogan Page Ltd, London.

Scheiner, W., 2009, Determinants of Entrepreneurial Behaviour, Duestche Nationalbibliothek, Leipzig.

Strauss, S., 2008, The Small Business Bible: Everything you need to know to succeed in your Small Business, John Wiley & Sons, New Jersey.

Stutely, R., 2002, The definitive business plan: the fast-track to intelligent business planning for Executives and Entrepreneurs, Pearson Education Ltd, London.

Introduction

One of the most interesting reports under business issues is the perspectives on small businesses in Canada. The report was developed at the time when the country celebrated its 40^th anniversary in entrepreneurship in July 2011. The information from the report was derived from research that was conducted by the Federation of Independent Business (FIB). The main issue of the research was to highlight the public’s perception of entrepreneurship and small businesses (FIB, 2011).

Analysis

Based on the outcome of the report, it is important to note that the majority of Canadian citizens appreciate the role of small businesses in economic development. Many Canadians also like entrepreneurship and would, therefore, encourage their family members to start and operate businesses for self-employment. Small businesses contribute to the economic development of the country by creating employment opportunities and increasing private consumption among citizens. This information, therefore, coincides with the general agreement that entrepreneurship is the key element that fosters economic growth. Moreover, most employees of small organizations are also motivated by the goals and objectives of such organizations. However, one factor that affects the growth and development of entrepreneurial culture in the country is the lack of funds. The report indicates that the majority of the citizens in the country have been locked out of business activities due to a lack of funds to finance such initiatives (FIB, 2011).

In addition to a lack of funds, regulatory issues have also been identified by many Canadians as some of the factors that inhibit the development of small businesses in the country. The government has laid down several regulatory requirements, which must be fulfilled by an entrepreneur before establishing a business. Canadian entrepreneurs assert that documentation and procedures to be followed to start a business automatically increase the cost of owning a business in the country. Moreover, it is also important to acknowledge the challenges that small business owners experience once they have established their businesses. One of the notable challenges is the tax burden imposed by the government on such businesses. The tax regime in the country has raised the cost of doing business.

Apart from increased tax rates in the country, competition is another factor that greatly affects small businesses. Small and medium enterprises in Canada face stiff competition from well-established organizations that offer varieties of products and services at very low prices. The enterprises also face unfair competition from multinational companies, which also offer very competitive products. However, the government has done very little to protect small businesses. Most business owners believe that the government should play a foreground role in establishing a favorable environment, which is important for the growth and development of small and medium enterprises (FIB, 2011).

The adoption of technology by small businesses in Canada is also another issue that has been highlighted by the report. It is indicated that the majority of small businesses in the country have embraced the role of technology in business. Most entrepreneurs in the country believe that technology has enabled them to meet or exceed their expectations. However, the report does not highlight the specific benefits of technology to small businesses. It generalizes the use of computers and internet technology without indicating specific areas of benefits. Moreover, the impact of technology on the future of small businesses has not been adequately addressed by the report (FIB, 2011).

Despite its failure to adequately address the benefits of technology to small businesses, the report played an important role in identifying the barriers, which may hinder a small business from acquiring the technology. The cost was identified as one of the factors that hinder the adoption of technology by small business owners. The cost of acquiring technology in the country is very high, hence denying the entrepreneurs the opportunity to use technological methods of operations. The inability to acquire technology that meets the tailored needs of a business is also another barrier that inhibits the adoption of technology (FIB, 2011). This information is therefore very useful for business owners who intend to acquire technology. The factors are very important in identifying the cost requirements and the type of technology that can be used by a business owner.

Conclusion

The report has brought into perspective the role of entrepreneurship in the society, the perception of the people towards entrepreneurship, the factors that affect the development and growth of entrepreneurship, and the role of technology in entrepreneurship. This information is important for an individual who intends to start a business and also very useful to the entrepreneurs who have already established their ventures. The report also reveals the current issues that affect businesses such as competition and taxation, which are very important when analyzing the performance of a business in any country.

Reference

FIB. (2011). Research: Perspectives on small businesses in Canada. Web.

Introduction

Enterprise Resource Planning (ERP) is an integral part of every organization, especially top management. ERP model integrates all separate department functions into a single software. Many project managers and general managers use the ERP model because it makes it easier to track all workflow across all departments. However, ERP complexity makes it challenging to use, especially for junior management and other staff.

Due to its complexity and cost implications, ERP implementation is rare. A majority of medium-sized and small-sized organizations do not use ERP. Moreover, most of the organizations use the software as the only component of the ERP model leaving out other components. This paper gives a summary of the journal A Conceptual Model for Enterprise Resource Planning, by Marnewick and Labuschagne highlighting its strengths, weaknesses, its contributions to business and technology, and possible future work.

Summary

The journal, A Conceptual Model for Enterprise Resource Planning, simplifies the complexity of the EPR system and presents it less technically. It also highlights the methodology used in the implementation of the EPR model from its starting point. Project and general managers can relate to the journal with ease due to prior knowledge of the EPR model. EPR system is widely used in many organizations but the most emphasized component of the system is software. However, Marnewick and Labuschagne (2005) analyze the other components of the EPR model that managers and project managers can use to their advantage. Moreover, the authors provide simplified and clear definitions of the technical terms.

According to Marnewick and Labuschagne (2005), the main EPR system components are process flow, software, customer mindset, and change management. The software component consists of finance, human resource, supply chain management, supplier relationship management, customer relationship, and business intelligence. Sometimes customer relationship is also referred to as the backbone of the ERP models, hence, it is mostly used by many organizations.

The process flow is another vital component of the ERP model. It illustrates how information flows among different segments of a system. Implementation of process flow becomes easier if there is well-established coordination of activities. The customer mindset is the third component of the system. This component should allow customers to give suggestions on different aspects of the business. Piazolo and Felderer (2016) agree with Marnewick and Labuschagne (2005) that paradigm change in the customer mindset should be accommodated to yield positive results. Customer mindset exists in three levels that is, user influence, team influence, and organizational influence (Valverde, 2012).

The last component of the ERP system is change management, which as Bradford (2015) also confirms, exists on several levels. Change management plays a central role in the successful implementation of the ERP model. Some of the levels at which ‘change needs’ are managed include user attitude, project changes, business process changes, and system changes.

Strengths of ERP Models

ERP systems simplify all important processes across all departments. Therefore, senior management can have a complete overview of all departments. The second advantage of ERP is that it unifies the single reporting system and presents the required statistics in real-time across all departments. Moreover, since the same software is used across all departments, individual departments do not need to acquire other software, making ERP cost-effective. Additionally, the business intelligence level in ERP aids top management to identify potential gaps in the business. This then leads to a timely improvement of the business model. ERP conceptual model is all-inclusive and can accommodate any number of modules (Piazolo & Felderer, 2013).

It is also important to note that ERP systems ensure zero cases of duplication of data since all information is centralized. The system also ensures easier retrieval of the information, on the same note, ERP systems allow for easier tracking of any type of business transactions. The availability of information also enables sales forecasting (Samara, 2015).

Weaknesses of ERP Models

The biggest weakness of the ERP systems is the associated high costs of planning, configuration, and implementation. The high costs of implementing the ERP models makes it less of a priority for small and medium-sized companies. Secondly, ERP allows for minimal customization which may lead to less integration of systems within the confines of a business. Clients have to pay more to get a comprehensive system. However, too much customization will hinder the upgrading of the model.

The payback period after implementation of the ERP systems cannot be identified by an organization or it may take a long period. The complexity of the system discourages the user from learning how to implement them. As a result of this, there is little user participation, which is very vital for successful model implementation. Lastly, the ERP system requires a prior evaluation, which if not carried out effectively, will lead to system failure.

Contributions

ERP systems have a positive implication on organizations that use them. One of the reasons this is so is that the system streamlines the organizational structure easily and efficiently. The models in ERP are also applicable to all types of organizational structures. Moreover, the methodology of implementation is clear and simple. If all organizations follow the outlined method keenly, the ERP conceptual models will bear positive fruits. ERP systems increase the effectiveness of the business in a variety of ways. For instance, the system ensures there is easy retrieval of all information and no duplication of the information or data across all departments.

Future Work on ERP Systems

Much research done in the recent past does not take into account fully-functioning ERP models. Therefore, future research should take into account the developed ERP models. The journal, for instance, lacks in-depth analysis. Future research should focus on coming up with a linkage between the ERP modules and components, and organizational strategies. Moreover, future researchers should devise an implementation framework of ERP systems using a portfolio.

In addition to the state, future research should take into account drastic changes in technology about ERP systems. Some of the focus should be on new computing and accounting software emerging. New inventions will ensure flexibility in ERP systems to accommodate users’ needs. Indeed, due to the importance and significance of the system, there is a need for researchers to carry out more studies on ERP systems.

Conclusion

The journal, A Conceptual Model for Enterprise Resource Planning, by Marnewick and Labuschagne, provides detailed information on ERP systems that most organizations have adopted. The strengths of the systems overshadow their weaknesses. The journal summary also provides a clear picture of the ERP systems components. The implementation methodology in the journal is clear and simplified well enough for an average reader. Despite all the research that has been done on ERP so far, there is still a great need for future research on the systems. This is due to the paradigm shift in the software industry. The invention should also take a central part in future research as well as the designing of an implementation framework.

References

Bradford, M. (2015). Modern ERP: Select, implement, and use today’s advanced business systems. Raleigh, NC: Lulu.

Marnewick, C., & Labuschagne, L. (2005). A conceptual model for enterprise resource planning. Information, Management and Computer Security, 13(2), 144.

Piazolo, F., & Felderer, M. (2016). Multidimensional views on enterprise information systems: Proceedings of ERP future 2014. New York, NY: Springer.

Piazolo, F., & Felderer, M. (2013). Innovation and future of Enterprise Information Systems: ERP future 2012 conference Salzburg, Austria, November 2012, revised papers. New York, NY: Springer.

Samara, T. (2015). ERP and information systems: Integration or disintegration. New York, NY: Wiley.

Valverde, R. (2012). Information systems reengineering for modern business systems: ERP, supply chain and e-commerce management solutions. Hershey, PA: IGI Global.