One answer is that substitution is a complex process influenced heavily by the number and magnitude of obstacles in the buying process. Some corporations, for example, have justified the purchase of an executive information system without an explicit payback while others have found it difficult to quantify the benefits of better or more timely information. Jobs are threatened, control is reduced, and security or trade secrets may be compromised. Incorporating a new component, such as a high performance diode laser, into an existing product line may create substantial added costs in testing, approving and training, and marketing materials. Small or under-capitalized vendors face major barriers in marketing their substitutes.
Buyers consider it risky to depend on small suppliers for long-term service and support.
Broad market substitution may be delayed until financial stability can be demonstrated or until a critical mass of customers has adopted the product and enhanced the probability of survival. Behavioral Change Substitutes requiring significant change in behavior by the end-user can face major obstacles. Digital radiology experienced slow adoption, in part, because many radiologists are more comfortable with traditional film. A substitute may change the decision making process, often lengthening the timeframe and delaying adoption. In moving from mainframes to distributed computing, the purchase decision shifts from being the domain of central MIS to a more complex interaction with operating units.