Optimizing B2B Relationships with Post-Covid Sales and Marketing

Automation Through ERP Implementation: A Value-Driven

Approach in Bangladesh

Sayeda Rahnuma Akthar

, Mohammad Sajjad Khan

Farzana Sadia

and Mahady Hasan

Department of Computer Science, Independent University, Bangladesh, Dhaka, Bangladesh

Department of Computer Science and Engineering, Independent University, Bangladesh, Dhaka, Bangladesh

Faculty of Electronic Engineering & Technology, Universiti Malaysia Perlis (UniMAP), Perlis, Malaysia

Keywords: B2B Relationships, Covid-19, Sales and Marketing, ERP Bangladesh, Oracle Fusion Application, Tailored

Marketing Experience, Value-Driven Data, Implementation Stages, Implementation Process, Responsibility

Sharing, Methodology Model Diagram.

Abstract: Enterprise Resource Planning (ERP) is a powerful software program created to combine and streamline

several company processes. Companies in developed countries frequently use it to increase their general

effectiveness. ERP enables companies to meet the specific demands, interests, and behaviours of their

customers, who are increasingly seeking individualized experiences. Even with the help of an implementation

partner, deploying ERP properly necessitates a solid understanding of the involved process. During the

implementation stage, effective communication and responsibility sharing can be challenging. The main goal

of this paper is to create a thorough guidebook that offers insightful advice to businesses and their clients

throughout the whole ERP deployment process. Six interviews were done to obtain information and address

any implementation-related worries in order to accomplish this. These talks led to the creation of an

implementation handbook that addressed important challenges and offered useful solutions. A methodology

model diagram is also suggested to act as a visual roadmap for an organized and fruitful ERP installation. The

objective is to equip businesses and their clients with the information and resources they need to successfully

complete the deployment process and get the most out of their ERP system.

1 INTRODUCTION

The Enterprise Resource Planning (ERP) has become

an indispensable tool for managing critical aspects of

organizational operations. With the support of

comprehensive multi-module software,

manufacturers and service providers can efficiently

handle a wide range of tasks (Maguire, S., Ojiako, &

Said, 2010). ERP systems have evolved over the

years, replacing outdated Material Requirements

Planning (MRP) systems and emerging as a

fundamental component of IT infrastructure.

Large corporations with diverse business units

often face challenges in managing their databases and

https://orcid.org/0009-0009-6049-8182

https://orcid.org/0009-0002-0118-9039

https://orcid.org/0009-0005-1895-1044

https://orcid.org/0000-0002-9037-0181

generating timely reports on their operations.

Previously, organizations relied on in-house

databases and software solutions to handle data, with

the accounting system being linked to the overall

database (Barker, T., & Frolick, M. N., 2003).

However, the process of gathering information from

various factories and generating reports for higher

authorities was time-consuming.

Implementing ERP requires a comprehensive

understanding of the fundamental steps and technical

intricacies involved, which can be challenging for

marketers to grasp (Khan, M. R., & K., 2012).

Although implementation partners are available to

provide support, effective communication and

Akthar, S., Khan, M., Sadia, F. and Hasan, M.

Optimizing B2B Relationships with Post-Covid Sales and Mar keting Automation Through ERP Implementation: A Value-Driven Approach in Bangladesh.

DOI: 10.5220/0012132800003552

In Proceedings of the 20th International Conference on Smart Business Technologies (ICSBT 2023), pages 209-215

ISBN: 978-989-758-667-5; ISSN: 2184-772X

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

209

responsibility sharing can sometimes be difficult,

necessitating additional assistance.

To enhance understanding and discuss ERP

practices worldwide, a framework is proposed that

examines ERP installations in both industrialized and

developing nations. This framework provides

valuable insights for practitioners and researchers,

highlighting the implications and considerations

associated with ERP implementations (Achard, F.,

2005; Maxwell, James Clerk).

It is important to note that the abundance of ERP

solutions in the market does not necessarily correlate

with the availability of up-to-date content.

Technological advancements and evolving practices

render literature older than ten years obsolete, and the

most recent information is predominantly accessible

through online articles. As a result, this study relied

on freely accessible web articles to

2 FACTORS OF THE ERP

Based on the publication (Huang, Z., & Palvia, P.,

2001)) the factors of the ERP given down below

2.1 Economy and Economic Growth

An economy's health is a reliable barometer of a

nation's IT/IS development. Rapid economic

expansion drives IT/IS development because

companies are eager to gain a competitive edge. As a

result, the development of IT/IS and the adoption of

ERP require a solid economic foundation.

Figure 1: ERP Implementation Factors and Frameworks.

2.2 Infrastructure

Infrastructure, which comprises both fundamental

and IT infrastructure, is a crucial requirement for ERP

deployment. The company's internal operations, as

well as those of its suppliers, clients, and banks, are

all impacted by ERP. The entire infrastructure must

be reliable to implement complete value chain

management made possible by ERP.

2.3 IT Maturity

How a firm chooses to purchase and implement IT/IS

can be significantly influenced by the level of IT

maturity. Because they have a better understanding of

IS implementation, can successfully communicate

with ERP vendors, and have a better understanding of

IS implementation, IT mature organizations are more

likely to succeed in ERP adoption. (I. S. Jacobs,

1963). (Jacobs, I. S, 1963)

2.4 Computer Culture

This relates to the organization's computing history,

employee attitudes toward computers, and

organizational computer dependency even though it

is related to IT maturity. A company with a solid

culture will have more understanding of ERP system

acceptance, data management, and application

functionality.

2.5 Business Size

The size of a company has a big impact on how much

money it spends on IT and how often it uses it. Many

major systems began in huge corporations, and ERP

systems were pioneered by large corporations.

Smaller businesses are starting to embrace ERP as a

result of two considerations. First, ERP companies

are focusing more on small and medium businesses,

and second, small businesses are feeling the push to

use ERP to gain a competitive advantage.

2.6 BPR Experience

How much a company spends on IT and how

frequently it uses it are significantly influenced by its

size. Large enterprises were the forerunners of many

important systems, including ERP systems. Due to

two factors, smaller companies are beginning to use

ERP. First, small and medium-sized firms are

receiving increasing attention from ERP providers,

and second, small businesses are sensing pressure to

embrace ERP to gain a competitive edge.

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2.7 Manufacturing Strengths

Although this is changing, historically, ERP solutions

have been more functional in the manufacturing

areas. Despite the fact that service providers have

started to enter this sector, manufacturers are more

likely to use ERP.

2.8 Government Regulations

Regulations can either help or impede the use of IT,

and governments can encourage it. For instance, in

order to be audited, several government departments

in China are compelled to replace manual accounting

processes with accounting software. Software for

accounting and finance has therefore been widely

used.

2.9 Management Commitment

Given the complexity and resource demands, this

management commitment is essential to the

implementation of ERP in both developed and

developing countries. Given the fundamental status of

ERP in undeveloped countries, it might even be more

crucial in these nations.

2.10 Regional Environment

The use of IT and ERP in a country may be influenced

by its geographical surroundings and culture.

Bangladesh is a great case in point. Bangladesh

should have a sizable future ERP market because it is

a developing nation, but its presence is still quite

young. The bulk of big Bangladeshi firms have

moved their manufacturing activities to other Asian

countries, which is one of the factors. In these Asian

countries, ERP usage is not very common. Because

collaborating nations do not use ERP, which is not a

stand-alone system. The geographical setting and

cultural traditions of a nation may affect how it uses

IT and ERP. Bangladesh is a great case in point.

Bangladesh should have a sizable future ERP market

because it is a developing nation, but its presence is

still quite young. One aspect is that.

3 LITERATURE REVIEW

ERP is difficult to install due of its complexity. In

recent years, there have been a number of studies on

ERP deployment, among those there were numerous

count of failed implementation of the ERP. (Barker,

T., & Frolick, M. N,2003) ERP implementation should

be considered as a new company venture and a team

effort, not simply a software installation. (Chen, C. C.,

Law, C. C., & Yang, S. C., 2009) For ERP to be a

success, companies must involve all employees and

sell the notion of ERP to them absolutely and

completely.(King, W. R. ,2005)Involving, supervising,

recognizing, and retaining those who have worked or

will work closely with the system is critical to a

successful implementation. (Chakravorty, S. S.,

Dulaney, R. E., & Franza, R. M. 2016)The findings

suggest a roadmap for firms adopting ERP to follow

in order to avoid making significant, yet often

overlooked, project management blunders. Despite

the widespread use of ERP systems, there remains

substantial worry about ERP installation failure.

(Grabski, S. V., & Leech, S. A. ,2007) Escalation of

commitment could be one reason for many ERP

implementation failures. The tendency of decision-

makers to continue investing in a poor course of

action is referred to as escalation of commitment.

Two main kinds of factors influence ERP

implementation: national/environmental and

organizational/internal, each of which has five

variables. (Dezdar, S., & Ainin, S. ,2011) This study

compares the AISs and ERPs that are currently most

widely utilized in the United Arab Emirates while

also examining the market and the size of local firms.

The study emphasized the benefits and drawbacks of

the present information systems as well as the traits

of the businesses that influenced how widely the

programs were used.

(Faccia, A., Mosteanu, N. R., Fahed, M., & Capitanio,

F. ,2019) It demonstrates that basic physical,

economic, cultural, and cultural difficulties present

extra challenges for ERP systems in emerging

nations. By contrasting developed and developing

nations, this essay identifies a variety of problems

with ERP deployment.(Huang, Z., & Palvia, P,2001)

Daniela Corsaro, Isabella Maggioni, Mirko Olivieri

examine how S&MA generates value for companies

in the post-Covid-19 scenario. They propose a

conceptual model that considers various value

drivers, including customer-centric, operational, and

integration-based factors. (Corsaro et al., 2021)

4 RESEARCH DESIGN

This paper proposes a framework for driving value

creation through ERP implementation in B2B

relationships, focusing on the perspective of

Bangladesh. The research addresses two main

questions: (RQ1) What is the proper methodology for

ERP implementation? and (RQ2) How does data-

Optimizing B2B Relationships with Post-Covid Sales and Marketing Automation Through ERP Implementation: A Value-Driven Approach

in Bangladesh

211

driven value creation occur through SMA in B2B

relationships? Interviews were conducted to gather

relevant insights, and the following interview

questions were considered:

- Does the vendor possess the necessary skills to set

up the modules?

- Are all business heads aware of the implementation

and providing timely support?

- Do team members responsible for ERP have

adequate knowledge and experience?

- Are decisions made by the team leader timely and

effective?

- Can the company afford the cost of ERP

implementation?

- Is the vendor providing proper training and support

to the end user?

- Is the funding for implementation being utilized

effectively?

- Are the data being migrated from legacy systems to

ERP transparent and accurately reported?

- Do end users exhibit a tendency to use ERP in the

same way as their legacy systems?

- Is the UAT session conducted appropriately before

going live with ERP?

4.1 Data Collection Method

Google Forms was used to gather the data for this

article during the qualitative phase. The authors chose

to directly interview people involved in the relevant

subject, nonetheless, as the initial responses looked

unrelated. Four project managers from various firms,

one managing director, and an Oracle representative

involved in the rollout of the Oracle Fusion ERP

system were all interviewed via Skype by the team.

The aforementioned questions were asked to the

interviewees, and the answers were used to develop

the solutions.

4.2 Limitations

For a business to avoid ERP deployment failure,

which could be financially draining, it is essential to

analyze the process. Typically, when establishing an

ERP system, businesses must follow a particular

framework and process. Companies can guarantee

more efficient execution by adhering to this structure

and organizing the implementation process.

Accessing larger businesses or enough resources,

however, can be difficult because there may not be

enough communication and teamwork among

employees.

4.3 Problem and Existed Solution

Some problems and existed solutions (Tom Millar,

2023) are discussed here:

4.3.1 Insufficient Software Fit

Understanding the requirements is essential for an

ERP deployment to be successful. Meet with

stakeholders from many disciplines, discuss existing

problems, and foresee upcoming difficulties. Make a

thorough list of the requirements and features that are

necessary. Put functionality before superfluous

embellishments. Continue looking for an ERP system

that satisfies all needs if a potential candidate falls

short.

4.3.2 The Implementation Is Not Dedicated

by Business Leadership

For an ERP project to be successful, organizational

leadership commitment is essential. To ensure proper

resource allocation, consider postponing the project if

they are not totally committed. Resources like money

and people should be taken into account. Important

people involved in the deployment should finish off

their previous tasks, and if necessary, plans should be

prepared for interim replacements. The entire

organization must be involved in the ERP adoption.

4.3.3 Limited Team Resources

Building the ideal ERP team is essential for a

successful implementation. It's crucial to allot enough

time and resources. Think about hiring freelancers,

contract workers, or existing staff who have time set

aside for the project. If employing internal resources,

give the ERP implementation more importance than

other activities. For particular purposes, such as data

conversion programming, seek outside assistance.

The project will be managed by a committed team

manager who will report to high management and a

steering team.

4.3.4 Failure to Hold People Accountable for

Making Timely, High-Quality

Decisions

Early on in the ERP installation process, establish

defined decision-making roles. Failure may be caused

by indecisive, bad decisions. Instead of relying

primarily on top management, promote group

decision-making that involves team members

knowledgeable with processes and changes.

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4.3.5 Underfunding of Change Management

A successful ERP installation depends on putting

careful planning and strong communication first. The

justifications and expected advantages of the ERP

implementation should be extensively communicated

to keep everyone informed and engaged. You

shouldn't assume that everyone will embrace the

change immediately away because resistance can lead

to failure. Change management experts can be helpful

additions to the implementation team since they can

encourage acceptance of the future by identifying

individuals' individual personalities and addressing

their concerns.

4.3.6 Inadequate Coaching/Support

User education is necessary for ERP installation.

Users who haven't had any prior training are using up

the resources of the implementation support team.

When there aren't enough support resources to handle

go-live issues, the implementation fails.

4.3.7 Minimal Resources

An ERP system budget must account for both the

initial cost and recurring costs. Increase your

expected budget by 25% to account for unforeseen

charges. Be prepared to spend more money on top of

the cost of the ERP system itself for payroll expenses,

consultancy fees, infrastructure upgrades, continuing

support, and maintenance. Although long-term

savings may be feasible, it's important to set aside

cash to make sure the implementation works well.

4.3.8 Inadequate Cleaning of Information

Preparing and cleaning data are two essential but

challenging steps in deploying ERP. System

development and data cleansing should happen

simultaneously to avoid implementation problems.

Sort data into categories that are static (transactional)

and dynamic (once-entered). In the new ERP system,

tables with columns of static data will be present.

Data from previous sources is duplicated and mapped

to the new ERP while accounting for mandatory and

optional fields. Send only the most recent and

essential information to avoid unnecessary clutter.

Keep legacy systems running in read-only mode so

that historical data can be accessed. Double-check the

data and make any necessary corrections before

entering it into the new ERP. Paying close attention

to every last detail throughout the data preparation

stage is essential for a successful deployment.

4.3.9 ERP's Insistence on Appearing

Outdated

Excessive ERP system customization can be harmful,

limiting functionality, making upgrades and testing

more challenging, increasing costs and risks, and

other negative effects. Users may be accustomed to

old systems, but because the new ERP incorporates

best practices, they will quickly become accustomed

to it. Priority should be given to meeting specific

business requirements over aesthetic considerations.

Customization should only be done when absolutely

necessary due to its high cost. Most ERP systems

offer setup options with little to no customization.

4.3.10 Failure During Testing

An ERP implementation must undergo

comprehensive testing on a regular basis to be

successful. Test each important business process

individually before moving on to volume tests and

simulated go-live scenarios. Testing helps identify

and address issues, such as problems with data

migration. Just one data element with the wrong

format can cause a test to fail. Data migration is an

essential part of testing. Make the necessary

adjustments based on testing results and go through

numerous iterations to achieve a smooth transition.

Document the migration procedure and locate

techniques that permit speedy loading of all required

data to ensure effective data migration during go-live.

Automated robotics testing can find and fix a variety

of potential problems, lowering the possibility of

implementation failures. While there may be other

dangers, avoiding these ten major ones greatly raises

the likelihood that an ERP crisis won't occur and

enables your company to quickly restart operations.

5 RESULT/ FINDINGS

The research was consists of few interviews from

different organizations in Bangladesh.

Table 1 provides a detailed overview of the

sample profile of the employees who participated in

the study, which can be useful for understanding the

demographics of the participants and analyzing the

results of the study.

Optimizing B2B Relationships with Post-Covid Sales and Marketing Automation Through ERP Implementation: A Value-Driven Approach

in Bangladesh

213

Table 1: Details of Sample Profile.

Category

Characteristic

Sample

amount

Perce-

ntage

(%)

Valid

Percent

Gender

Male

100 92

Female

Age

(Years)

31-35

16.67 10

36-40

66.67 60

41-45

16.67 16.67

Designation

Project-Manger

66.67 66.67

Managing-

direction

16.67 30.10

Brand-

Ambassador

16.67 50.55

Year

Designation

3-5

16.67 31.51

6-10

66.67 70.21

>10

16.67 30.66

In this paper, there is a proposed model diagram

framework for ERP system. To help to visualize the

system there is a sample scenario given down below:

Figure 2: Proposed Model Framework to Implement ERP

System.

Here is detailed discussion of the proposed model

Framework:

5.1 Sign off Agreement

Sign off agreements are formal declarations between

the client and the implementation team, certifying the

successful implementation of the ERP system and

meeting all client requirements.

• Vendors present system solution and discuss rules

and support.

5.2 BPR

BPR involves redesigning processes to improve key

performance indicators and align with the new ERP

system.

• Map current processes, identify gaps, and design

future state blueprint.

• Implement changes and consider dependencies.

5.3 CRP

A select group tests system functionality in a

simulated environment before full implementation.

• Scope, design, and build.

5.4 Design Documents Sign Off

When Formal acceptance and approval of design

documents by stakeholders to ensure their needs are

addressed.

• Approve CRP build.

5.5 Sign off UAT

Obtain official clearance from users or stakeholders

after thorough testing.

• Provide test server and module testing.

5.6 Go Live

Stage when the ERP system is fully operational and

used for regular business operations.

• Go live after successful UAT.

5.7 Post Go Live

Continuously optimize and address user requirements

for ongoing improvements.

• Address user requirements, fix issues, and test.

Previously, organizations relied on in-house

software Legacy, which was easy to use but lacked

proper record-keeping. Shifting to Oracle Fusion ERP

provided a convenient solution, as it stores and tracks

all user input, ensuring data integrity. The COVID-19

pandemic accelerated the adoption of cloud ERP,

offering significant benefits for remote work. As

more companies in Bangladesh transition from legacy

systems to ERP, the demand has increased. However,

limited experienced professionals and computer

ICSBT 2023 - 20th International Conference on Smart Business Technologies

214

literacy among employees pose challenges in

implementation.

6 FUTURE WORK

Additional Study on ERP Adoption in SMEs: doing

more thorough investigations to investigate the

difficulties SMEs in Bangladesh have implementing

ERP systems. This might entail examining elements

like price, technical proficiency, and change

management tactics to offer insightful information to

practitioners and policymakers. Impact Assessment

of ERP Implementation: Examining the ERP

implementation's long-term effects on Bangladeshi

SMEs. To evaluate the concrete benefits and

outcomes of ERP deployment, this may entail

measuring variables such as productivity, efficiency,

cost savings, customer satisfaction, and overall

business performance.

7 CONCLUSIONS

Bangladesh's economic growth has been remarkable,

but there is a significant earnings gap between small

and medium-sized enterprises (SMEs) and larger

corporations. To further boost GDP growth and

support SMEs, it is essential to facilitate the growth

of these smaller businesses. In the digital age, the

success of businesses is closely linked to their ability

to manage big data and leverage advanced

technologies. Therefore, providing SMEs with access

to ERP systems, which offer benefits beyond basic

accounting information systems (AIS), becomes a

crucial challenge for the country. A study aimed to

identify the best ERP system for SMEs and found that

cloud-based Oracle Fusion Applications are the most

suitable choice. This is because SMEs are better

equipped to manage lower-tier ERP systems

compared to higher-tier ones. Regardless of the

industry or organizational structure, ERP systems are

designed to handle key functions of a company and

are already widely adopted by large corporations,

gaining popularity among small and medium-sized

businesses. However, the study reveals that SMEs in

Bangladesh have not received sufficient attention

regarding ERP adoption. Policymakers should

consider signing agreements to expedite the ERP

deployment process for SMEs, as this could

contribute to the success, growth, job stability, and

overall excellence of SMEs in the region. (Eason, G.,

Noble, B., & Sneddon, I. N., 1955; Faccia, A.,

Mosteanu, N. R., Fahed, M., & Capitanio, F., 2019).

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