Embarking on an Enterprise Resource Planning (ERP) project can feel like a monumental undertaking for any small business. It promises a unified system, streamlined processes, and a treasure trove of data insights, but the path to achieving these benefits is often riddled with unforeseen challenges. Many small businesses, lured by the promise of transformative change, enter into ERP implementations with sky-high expectations that, if left unmanaged, can quickly lead to frustration, budget overruns, and even outright project failure. The critical question isn’t if an ERP can revolutionize your operations, but rather how to manage expectations for small business ERP project outcomes effectively, ensuring that what you envision aligns with what can realistically be achieved.
This comprehensive guide is designed to equip you with the knowledge and strategies needed to navigate the complexities of your small business ERP journey. We’ll explore the common pitfalls, uncover the true scope of these projects, and provide actionable advice on setting, communicating, and maintaining realistic expectations from the initial planning stages right through to post-implementation. By understanding the multifaceted nature of ERP projects and adopting a pragmatic approach, you can significantly increase your chances of achieving a successful outcome that genuinely propels your business forward. Let’s delve into how to ground those ambitious visions in tangible realities, fostering an environment where success isn’t just hoped for, but strategically planned.
The Allure and Reality of Small Business ERP Systems
Understanding ERP Benefits vs. Realities
The appeal of an Enterprise Resource Planning (ERP) system for a small business is undeniable. Imagine a single software solution that integrates all core business functions—finance, human resources, manufacturing, supply chain, services, procurement—into one seamless, centralized system. This unification promises to break down departmental silos, eliminate redundant data entry, provide real-time insights, and ultimately drive greater operational efficiency and informed decision-making. For small businesses operating with lean teams and often disparate legacy systems, the prospect of such integration can seem like a magic bullet, offering a competitive edge previously only accessible to larger enterprises. The potential for improved customer service, optimized inventory, and enhanced financial visibility makes a compelling case for investment.
However, the reality of implementing an ERP system often diverges from this idealized vision. While the benefits are absolutely achievable, they are rarely instantaneous or effortless. Many small businesses mistakenly believe that simply purchasing and installing the software will automatically unlock these advantages. The truth is that an ERP project is less about the software itself and more about a fundamental transformation of business processes, requiring significant internal effort, cultural shifts, and a deep understanding of one’s own operations. This initial disconnect between the perceived simplicity and the inherent complexity is often where the journey to manage expectations for small business ERP project outcomes begins to falter.
Why Expectations Often Go Astray in ERP Projects
Common ERP Implementation Pitfalls
One of the primary reasons expectations frequently go astray in ERP projects, particularly for small businesses, stems from a lack of understanding regarding the project’s true scope and complexity. It’s common for businesses to focus heavily on the software features and functionalities during the sales process, sometimes overlooking the extensive work involved in actual implementation. Vendors, while often well-intentioned, might sometimes paint an overly optimistic picture, emphasizing the ‘ease of use’ or ‘quick deployment’ without fully detailing the intricate customization, data migration, and change management processes that are invariably required. This can lead small business owners to believe their project will be simpler, faster, and less expensive than it truly will be.
Furthermore, small businesses often face unique challenges that exacerbate these pitfalls. They typically have fewer dedicated IT resources, a smaller budget buffer, and less project management experience compared to larger corporations. This means that internal teams may be stretched thin, juggling their daily responsibilities with the demands of the ERP implementation. The absence of a dedicated, experienced project manager can be particularly detrimental, as critical tasks such as scope definition, vendor coordination, and internal communication might be overlooked or poorly executed. Without a clear understanding of these potential roadblocks, it becomes incredibly difficult to effectively how to manage expectations for small business ERP project outcomes, setting the stage for disappointment and frustration when the reality of the implementation hits.
Defining Realistic Goals Before You Begin
Setting Achievable ERP Project Goals
Before any software is even selected, the foundational step in learning how to manage expectations for small business ERP project outcomes is to clearly define what you hope to achieve with the system. This isn’t just about wishing for “better efficiency” or “improved data.” Instead, it requires a meticulous process of identifying specific, measurable, achievable, relevant, and time-bound (SMART) goals. Ask yourself: What critical business problems are we trying to solve? Is it reducing order processing time by 20%? Improving inventory accuracy to 98%? Shortening the monthly financial close from 10 days to 5? These specific objectives provide a tangible benchmark against which the project’s success can later be measured.
Moreover, these goals must be aligned with your overall business strategy. An ERP system is a strategic investment, not merely a technological upgrade. Therefore, every goal should directly support a broader business objective, such as entering new markets, improving customer satisfaction, or boosting profitability. Involving key stakeholders from various departments in this goal-setting exercise is crucial. Their input will not only ensure that the ERP addresses real operational pain points but also foster a sense of ownership and commitment, which is vital for successful user adoption later on. Without this initial, rigorous goal definition, the project risks becoming an expensive solution searching for a problem, making it nearly impossible to truly how to manage expectations for small business ERP project outcomes in a meaningful way.
The Critical Role of Scope Management
Controlling ERP Project Scope Creep
Perhaps one of the most insidious threats to any ERP project, especially for small businesses, is scope creep. This refers to the gradual expansion of a project’s requirements or deliverables beyond what was originally agreed upon. It often manifests as “just one more feature” or “it would be great if it could also do X, Y, and Z” requests that, individually, seem minor but collectively can derail timelines, inflate budgets, and strain resources. When scope creep takes hold, it dramatically complicates efforts to how to manage expectations for small business ERP project outcomes, as the goalposts are constantly shifting, making it difficult to gauge progress or predict completion.
Effective scope management is therefore paramount. It begins with a meticulously defined Statement of Work (SOW) and detailed requirements document that clearly outlines what the ERP system will and will not do. Establish a robust change control process early on. This means that any request for new functionality or deviation from the original plan must go through a formal review, approval, and impact assessment process. The project team, led by a strong project manager, must be empowered to say “no” or, more constructively, “that’s a great idea, let’s document it for a future phase after the initial go-live.” Maintaining strict control over scope not only helps keep the project on track but also ensures that resources remain focused on achieving the core, high-priority goals that were initially set, making it much easier to how to manage expectations for small business ERP project outcomes realistically.
Budgeting for Reality: Beyond the Software License
Realistic ERP Budgeting for Small Businesses
When small businesses embark on an ERP journey, they often focus primarily on the software license cost. However, the initial software price is merely the tip of a very large iceberg. A truly realistic budget must encompass a wide array of expenses that, if overlooked, can quickly lead to financial distress and project failure. Beyond the software, you must account for implementation services, which include everything from project management and configuration to customization and integration with existing systems. These services can often cost as much as, or even more than, the software itself. Understanding these hidden costs is crucial to how to manage expectations for small business ERP project outcomes financially.
Furthermore, consider costs for data migration, which involves extracting, cleansing, transforming, and loading your historical data into the new system – a labor-intensive and critical task. Training expenses for all users, both initial and ongoing, are essential to ensure adoption and proficiency. Don’t forget potential hardware upgrades or infrastructure changes if you’re hosting on-premises, or subscription fees for cloud-based solutions. Contingency funds, typically 15-25% of the total budget, are absolutely vital to absorb unforeseen challenges or scope adjustments. By building a comprehensive budget that anticipates all these elements, small businesses can approach their ERP project with a clear financial picture, making it far easier to how to manage expectations for small business ERP project outcomes without unpleasant monetary surprises down the line.
Timeline Truths: Why ERP Projects Take Time
Understanding ERP Project Timelines
Another common area where expectations diverge from reality for small businesses undertaking an ERP project is the timeline. Many business owners, eager for the benefits, expect a rapid implementation, often influenced by vendor promises of “quick deployments” or “out-of-the-box” solutions. While modern ERPs offer greater agility, the notion that an ERP can be fully operational and delivering value in just a few weeks or months is often a significant oversimplification. The reality is that ERP projects are complex organizational transformations that require careful planning, execution, and user adoption, all of which take time. This understanding is key to how to manage expectations for small business ERP project outcomes successfully.
Factors influencing the timeline are numerous. The complexity of your business processes, the volume and cleanliness of your data, the degree of customization required, and the availability of internal resources all play a major role. Data migration alone can consume weeks or even months of effort. User training and change management initiatives also require dedicated time to ensure employees are comfortable and proficient with the new system. Rushing through any of these critical phases almost invariably leads to errors, poor adoption, and a failure to realize the system’s full potential. A pragmatic approach involves building in realistic buffers, communicating clearly about phases and milestones, and acknowledging that a thorough, well-executed implementation will ultimately provide greater long-term value than a rushed one. This patient and methodical approach is fundamental to how to manage expectations for small business ERP project outcomes in a way that truly serves the business.
Partnering for Success: Vendor Selection and Management
Choosing the Right ERP Vendor
The choice of ERP vendor and implementation partner is arguably one of the most critical decisions that will shape the success of your project and your ability to how to manage expectations for small business ERP project outcomes. For small businesses, selecting a vendor isn’t just about finding the right software; it’s about finding a partner who understands your specific industry, your business size, and your unique challenges. A vendor who primarily serves large enterprises might not grasp the resource constraints or the need for a more hands-on approach that a small business requires. It’s crucial to look beyond the flashy demos and delve into their track record with businesses similar to yours, checking references diligently.
Furthermore, the relationship with your chosen vendor or implementation partner extends far beyond the initial sales pitch. Clear and consistent communication, well-defined service level agreements (SLAs), and a transparent project methodology are non-negotiable. Ensure that the contract clearly outlines deliverables, responsibilities, timelines, and costs, including any potential for additional charges. A good partnership is built on mutual trust and understanding, with both parties committed to the project’s success. Establishing these clear parameters and maintaining an open dialogue throughout the implementation process allows you to proactively address issues, manage scope, and ultimately how to manage expectations for small business ERP project outcomes collaboratively, ensuring that both your team and your vendor are aligned on the path to success.
The Human Element: Change Management and User Adoption
Effective ERP Change Management Strategies
Even the most technologically advanced ERP system will fail if its users resist adopting it. The human element of an ERP project is often underestimated, yet it is arguably the most critical component for success. People are naturally resistant to change, and introducing a new system that alters established workflows can generate anxiety, frustration, and even outright opposition. This resistance, if not proactively managed, can severely undermine your ability to how to manage expectations for small business ERP project outcomes by leading to low user adoption, data errors, and a failure to realize the anticipated benefits.
Effective change management strategies must be woven into the fabric of the entire project. This involves early and continuous communication, explaining why the ERP is being implemented, what benefits it will bring to individuals and the business, and how their roles might evolve. Involve key users (champions) from each department in the planning and testing phases to foster buy-in and create internal advocates. Address concerns openly and empathetically, providing ample opportunities for feedback and questions. Remember that change isn’t a single event but a process; it requires ongoing support, encouragement, and a culture that embraces continuous improvement. By prioritizing the human aspect and implementing robust change management, you dramatically improve the chances of successful user adoption, making it easier to how to manage expectations for small business ERP project outcomes by ensuring your team is ready and willing to embrace the new way of working.
Data Migration: The Unsung Hero (or Villain)
Streamlining ERP Data Migration
Data migration is often cited as one of the most challenging and underestimated aspects of any ERP implementation, especially for small businesses. It involves the complex process of extracting data from old systems, cleaning it, transforming it into a format compatible with the new ERP, and then loading it accurately. This isn’t just about moving files; it’s about ensuring the integrity, consistency, and completeness of your historical business information. Poor data migration can lead to significant operational disruptions, inaccurate reporting, and a severe erosion of trust in the new system, making it nearly impossible to how to manage expectations for small business ERP project outcomes.
To streamline this critical phase, begin with a thorough data audit long before implementation starts. Identify what data needs to be migrated, what can be archived, and what needs to be cleaned up. Establish clear data mapping rules that dictate how old data fields translate to new ones. Allocate dedicated resources to data cleansing; this tedious but vital step ensures that only accurate and relevant information enters your new ERP. Conduct multiple rounds of testing with sample data to validate the migration process and identify any discrepancies before the final cutover. Proactive planning and meticulous execution of data migration are fundamental to avoiding post-implementation headaches and are instrumental in helping you how to manage expectations for small business ERP project outcomes on a solid, reliable foundation of accurate information.
Training: An Investment, Not an Afterthought
Comprehensive ERP User Training
For an ERP system to truly deliver on its promises, users must be proficient in its operation. Unfortunately, training is often seen as a secondary concern or an expense to be minimized, leading to inadequate preparation for staff. This oversight can quickly negate all the hard work put into selection and implementation. If employees don’t know how to use the system correctly, they will revert to old methods, find workarounds, make errors, or simply underutilize the system’s capabilities, jeopardizing the return on investment and making it challenging to how to manage expectations for small business ERP project outcomes.
Comprehensive user training is an investment, not an expense. It should be planned well in advance, tailored to different roles and departments, and include various learning methods. Hands-on training in a test environment, using real-world scenarios relevant to your business, is far more effective than generic lectures. Create user guides and quick reference sheets, and establish a clear support structure for post-training questions. Consider a “train-the-trainer” approach where a few key internal users become super-users, capable of supporting their colleagues. Ongoing training, even after go-live, is also crucial to address new features, refresh knowledge, and accommodate staff turnover. By prioritizing and investing in robust training, you empower your team, build confidence, and significantly enhance your ability to how to manage expectations for small business ERP project outcomes by ensuring the system is adopted and utilized to its fullest potential.
Measuring Success: Beyond Go-Live
Key Performance Indicators for ERP Success
A common misconception in ERP projects is that “go-live” signifies the end of the journey and the mark of success. While go-live is a significant milestone, it is merely the beginning of the real work of realizing value. True success is measured by the tangible benefits and improvements the ERP system brings to your small business after it has been implemented and is in daily use. To effectively how to manage expectations for small business ERP project outcomes, you must define clear Key Performance Indicators (KPIs) that will allow you to objectively measure the project’s impact and demonstrate its ROI.
These KPIs should directly relate back to the SMART goals established at the beginning of the project. For example, if a goal was to reduce order processing time, a relevant KPI would be the average time from order receipt to shipment. Other common KPIs include improvements in inventory turnover, reduction in manual data entry errors, faster month-end close times, increased on-time delivery rates, or enhanced customer satisfaction scores. Establish a baseline for these metrics before implementation so you can accurately track progress and demonstrate improvements after go-live. Regularly review these KPIs to understand where the system is delivering value and where further optimization might be needed. This continuous measurement and evaluation are essential for proving the project’s worth and for truly understanding how to manage expectations for small business ERP project outcomes in a data-driven manner.
Communication is King: Keeping Everyone Aligned
Transparent ERP Project Communication
In any project, but especially one as complex and impactful as an ERP implementation for a small business, effective communication is paramount. A breakdown in communication can lead to misunderstandings, missed deadlines, scope creep, and a lack of buy-in from stakeholders, all of which complicate the effort to how to manage expectations for small business ERP project outcomes. Transparent, consistent, and multi-directional communication acts as the glue that holds the project together, ensuring that everyone involved, from leadership to end-users, remains informed and engaged.
Establish a clear communication plan early in the project. This should define who needs to receive what information, when, and through which channels. Regular project meetings with the vendor, internal team leads, and executive sponsors are crucial for tracking progress, addressing issues, and making timely decisions. But don’t forget the broader organization. Regular updates on project milestones, challenges, and successes—even if just a brief email or internal newsletter—can help manage anxiety and maintain enthusiasm. Create feedback loops where employees can voice concerns, ask questions, and offer suggestions without fear. By fostering an environment of open and honest communication, you build trust, clarify roles, and keep expectations grounded in reality, making it significantly easier to how to manage expectations for small business ERP project outcomes by ensuring everyone is on the same page.
Expecting the Unexpected: Contingency Planning
Mitigating ERP Project Risks
Despite the best planning, ERP projects are rarely executed without encountering some unforeseen challenges or bumps in the road. For small businesses, where resources are often tight, these unexpected issues can quickly escalate into major problems, jeopardizing the entire project. This is why a proactive approach to risk management and contingency planning is absolutely essential to how to manage expectations for small business ERP project outcomes. Ignoring the possibility of setbacks is not optimism; it’s an invitation for disaster.
Begin by brainstorming potential risks at the outset of the project. These could include unexpected data migration complexities, key team members leaving, vendor delays, budget overruns, or resistance to change. For each identified risk, develop a mitigation strategy: What steps can you take to prevent it? If it does occur, what is your plan to minimize its impact? Crucially, this also involves building in buffers for both time and budget. A realistic project schedule will include slack time for unexpected delays, and a prudent budget will allocate a contingency fund (typically 15-25% of the total project cost) to cover unforeseen expenses. By acknowledging that challenges are inevitable and planning for them, small businesses can approach their ERP journey with greater resilience, ensuring they can adapt and pivot without completely derailing their efforts to how to manage expectations for small business ERP project outcomes.
Post-Implementation Support and Evolution
Long-Term ERP Support and Optimization
The ERP project doesn’t conclude at the moment of go-live. In fact, that’s when the true journey of maximizing your investment begins. Many small businesses make the mistake of assuming that once the system is live, all the work is done. However, for the ERP to continuously deliver value and for you to successfully how to manage expectations for small business ERP project outcomes over the long term, ongoing support and a commitment to continuous optimization are critical. Without proper post-implementation care, the system can quickly become outdated, inefficient, or underutilized.
This post-implementation phase involves several key elements. First, ensure you have a robust support plan, either from your vendor or an internal team, to address bugs, user questions, and minor issues that inevitably arise. Second, plan for regular system updates and maintenance to keep the software secure, performant, and aligned with new features or regulatory changes. Third, actively seek user feedback to identify areas where processes can be further optimized or where additional training might be needed. Your business isn’t static; it will evolve, and your ERP system needs to evolve with it. This might involve exploring new modules, integrating with other systems, or refining existing workflows. By viewing your ERP as a living system that requires continuous nurturing and strategic evolution, you ensure its longevity and sustained value, making it easier to how to manage expectations for small business ERP project outcomes far beyond the initial implementation.
The Leadership Imperative: Driving ERP Success from the Top
Leadership’s Role in ERP Adoption
For a small business ERP project to truly succeed, active and visible leadership from the top is not just beneficial; it’s absolutely imperative. Without strong executive sponsorship, even the most meticulously planned implementation can falter due to lack of resources, internal resistance, or wavering commitment. Leaders set the tone for the entire organization, and their involvement signals the strategic importance of the ERP initiative, directly impacting how to manage expectations for small business ERP project outcomes across all levels of the company.
Executive sponsors must champion the project, communicating its vision, strategic alignment, and the anticipated benefits to all employees. They need to articulate “the why” behind the significant investment and the disruption it will cause, fostering a sense of shared purpose. Furthermore, leaders must allocate the necessary resources—both financial and human—and empower the project team to make decisions and drive progress. They should be actively involved in key meetings, decision-making processes, and risk mitigation, demonstrating their unwavering commitment. When employees see leadership fully invested, they are far more likely to embrace the change, participate actively, and dedicate themselves to learning the new system. This top-down commitment is the bedrock upon which realistic expectations are built and sustained, making it possible to truly how to manage expectations for small business ERP project outcomes through inspiring confidence and clear direction.
Building an Internal ERP Super-Team
Assembling an Effective ERP Project Team
While external consultants and vendors bring invaluable expertise, the internal project team is the heart of a small business ERP implementation. Without a dedicated and empowered internal team, the project risks becoming a series of external directives rather than an integrated organizational transformation. Assembling the right internal “super-team” is crucial for successfully learning how to manage expectations for small business ERP project outcomes, as they will bridge the gap between technical implementation and day-to-day business operations.
This team typically includes a dedicated project manager (even if it’s a part-time role for a senior leader), who will oversee all aspects of the project, coordinate with the vendor, and manage internal resources. Critically, the team must also comprise subject matter experts (SMEs) from each key department—finance, sales, operations, HR, etc. These SMEs understand current processes, can articulate business requirements, and will be instrumental in testing the system and training their colleagues. They should be relieved of some daily duties to dedicate sufficient time to the ERP project. Additionally, a strong IT liaison, even if it’s an outsourced resource, is vital for technical aspects. Empowering this team with decision-making authority, providing them with necessary training, and recognizing their crucial role will foster ownership and commitment, making it significantly easier to how to manage expectations for small business ERP project outcomes by ensuring the system is built and adopted by those who will use it most.
Navigating the Customization vs. Standardization Dilemma
Balancing ERP Customization and Standardization
One of the most significant decisions a small business faces during an ERP implementation is the extent to which the software should be customized to fit existing business processes. On one hand, an ERP is designed to bring best practices and standardized processes. On the other, every business has unique workflows that may provide a competitive advantage. This customization vs. standardization dilemma directly impacts budget, timeline, and ultimately, how to manage expectations for small business ERP project outcomes.
Heavy customization can be a double-edged sword. While it ensures the system perfectly aligns with current operations, it significantly increases implementation costs, extends timelines, and complicates future upgrades and support. Each customization adds complexity and a potential point of failure. For small businesses, the general advice is to prioritize standardization. Adapt your business processes to the ERP’s capabilities wherever possible, leveraging its built-in best practices. Only pursue customization for truly unique and mission-critical workflows that provide a distinct competitive advantage and cannot be reasonably accommodated by the standard system. Every customization should be thoroughly justified, evaluated for long-term impact, and meticulously documented. By adopting a “configuration over customization” mindset, small businesses can greatly simplify their ERP journey, reduce risks, and more effectively how to manage expectations for small business ERP project outcomes within realistic financial and operational parameters.
The Iterative Approach: Phased ERP Rollouts
Advantages of Phased ERP Implementations
For small businesses, the idea of a “big bang” ERP implementation—where the entire system goes live at once across all departments—can be daunting and risky. A single point of failure could paralyze the entire business. An alternative, often more suitable for small businesses looking to effectively how to manage expectations for small business ERP project outcomes, is an iterative or phased rollout. This approach involves implementing the ERP system module by module, or department by department, over a period.
The advantages of a phased approach are numerous. It reduces the overall risk by breaking the project into smaller, more manageable chunks. You can learn from each phase, refine processes, and apply those lessons to subsequent phases, leading to continuous improvement. Phased rollouts also allow for quicker wins, delivering value incrementally, which helps maintain team morale and stakeholder buy-in. It gives users time to adapt to new processes and technology without being overwhelmed, leading to better user adoption. For example, a small business might first implement the financial modules, followed by inventory management, and then CRM. While the overall project timeline might be longer, each phase is less disruptive, less financially taxing at any given point, and far easier to manage. This allows for a more controlled approach to how to manage expectations for small business ERP project outcomes, demonstrating tangible progress and allowing for adjustments along the way.
Embracing Agility in Your ERP Journey
Agile Methodologies in ERP Projects
While traditional “waterfall” project management, with its sequential phases, has long been the norm for ERP implementations, small businesses can significantly benefit from embracing more agile methodologies. Agile principles, which prioritize flexibility, iterative development, and continuous feedback, are increasingly recognized as powerful tools to better how to manage expectations for small business ERP project outcomes in a dynamic business environment.
Instead of defining all requirements upfront and sticking rigidly to them, an agile approach involves working in short cycles (sprints), delivering small, usable increments of functionality at a time. This allows for constant review and adaptation. Business users can test features as they are developed, providing immediate feedback that can be incorporated into the next sprint. This reduces the risk of building something that doesn’t meet actual needs and fosters closer collaboration between the project team and end-users. For a small business, where requirements might evolve rapidly or market conditions shift, agility means the ERP system can adapt more quickly, ensuring it remains relevant and valuable. By building in flexibility and a commitment to continuous improvement, you create a dynamic framework that inherently helps how to manage expectations for small business ERP project outcomes by aligning the system more closely with evolving business realities rather than rigid initial plans.
Conclusion: Realistic Expectations for Sustainable ERP Success
Embarking on an ERP project is a significant investment and a transformative journey for any small business. The potential rewards—enhanced efficiency, deeper insights, and a stronger competitive edge—are substantial, but only if the journey is navigated with a clear understanding of its complexities. The overarching theme throughout this guide has been the paramount importance of how to manage expectations for small business ERP project outcomes. It’s not about lowering your ambitions, but rather grounding them in realism, meticulous planning, and a deep appreciation for the multifaceted nature of such an undertaking.
From defining SMART goals and robustly managing scope to budgeting for all costs and prioritizing change management, every step in the ERP lifecycle demands careful consideration. Recognize that an ERP implementation is not merely a software installation but a profound organizational change. It requires strong leadership, a dedicated internal team, transparent communication, and a willingness to embrace continuous improvement even after go-live. By understanding the common pitfalls, planning for contingencies, and fostering a culture of adaptability, your small business can transition from an idealized vision to a tangible, successful ERP deployment. Approach your ERP project with pragmatism, patience, and a strategic mindset, and you’ll not only effectively how to manage expectations for small business ERP project outcomes but also unlock the true, sustainable value that a well-implemented ERP system can bring to your growing enterprise. The journey may be challenging, but with managed expectations and a strategic approach, the destination of operational excellence is well within reach.