en a 10% and 20% diffusion level (Rogers 2003; Valente 1995). Rogers (2003) also presents a model of the adoption process, which implies that the adoption of a new innovation is not a simply choice at a certain point of time, but usually a lengthy decision process which takes time. Organizations are consid- ered to differ from consumers as adopters of innovations. For example, Cooper et al. (1990) analyze technology diffusion within an organization from the perspec- tive of the end-user organization, i.e., the vertical industry enterprise. Their analysis is based on the work of Lewin (1947) and Rogers (1983). They found that the adoption process starts with initiation and adoption of the technology, continues with adapting it to the organization use, and continues after acceptance with routinization and infusion. 2 Evolution of the Product During Diffusion The derivate of the above presented S-shaped innovation diffusion curve represents the number of technology adopters in a period of time. This bell-shaped adoption curve has its maximum in the middle, when the number of adopters per time unit is the highest. In addition to Rogers (2003), also Moore (1995) uses this curve to categorize technology adopters into five categories during a technology adoption life cycle (see Fig. 2). In his categorization, Innovators and Early Adopters are more willing to adopt a technology product. This alone does not solve the customer's problem, as it might require lots of complementary customer service. For example, Late Majority customers require the availability of a "Whole Product," which is "the minimum set of products and services needed for customers in the target segment to achieve the value proposition promised (Moore 1995, p. 165)." L. Frank Service Content in Whole Product Innovators Early Early Laggards Adopters Majority Majority Recruit Eliminate Partners Partners Caretakers Technology product, Whole Fully integrated, enveloped in a lot of product commonditized customer service diagram whole product Fig. 2 The evoluti