And the winner is…

Michael Buckbee. Michael asked the best question during our recent contest with Legal River and its new answerboard. Michael gets an hour of free legal advice/work and a free year’s membership to StartupToDo.com.

“I’m a software developer for The Social Collective (http://www.thesocialcollective.com) we create specialized social network tools for conference, festivals and tradeshows. If you’re going to SXSW this year, we’re the company behind their my.sxsw.com website where you can create your own custom personal schedule on the site, sync it to your iPhone and see where your friends are heading.”

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Also, Patrick and I are interviewing productivity guru David Allen on ways and methods of applying his Getting Things Done methodology to building software companies and working online. If you’ve got a question for David, add a comment now.

MicroISV Digest – 01/30/2010

Community News:

  • Rob Bazinet, Stillriversoftware.com, has purchased Expens’d from Atlantic Dominion Solutions (Robert Dempsey). This is a good move for Rob, Robert and Expens’d's customers. It’s also a good model – on both sides – how to create and grow value.
  • Michael Douma, IDEA, has launched ColorRotate – a 3D color picker for PhotoShop and other programs unlike – and better – than any color picker you’ve ever seen. Seriously. Their pricing model is interesting too: $39 as a PhotoShop plugin, $49/year as an online service. Also, checkout what else IDEA is up to.
  • Mike Schoeffler, http://roadbud.com/, has launched a site to support his new iPhone exercise app. Not much info here, but I like the concept: put play back into workouts.
  • Rade Stojsavljevic, Jet Set Apps, has released BottomLine for the Apple iPhone. BottomLine allows small business owners to quickly and easily track key financial data anytime, anywhere. Users enter three simple data points daily (opening amount, closing amount and average cost), and BottomLine displays the business’ weekly and monthly progress.

Interesting  Answers.Onstartups.com questions with useful answers:

News/posts for microISVs and Startups:

As you may have heard, Apple introduced the iPad January 27th, unleashing a wave of opinion to follow the wave of speculation. I’m very much of the [as yet unsupported by evidence] opinion that iPads are a Very Big Thing and startups/microISVs who ignore the opportunities and disruptions the iPad will bring do so at their peril. Here’s three posts, in my opinion you should read.

StartupToDo.com, The Startup Success Podcast and other plugs:

  • Three new Guides (so far!) at StartupToDo.com this week:
    • Getting business legal services in the US at an affordable price.
    • Meeting up with other startups via Meetup.com.
    • The power of Twitter Lists.
  • Show #53 of the Startup Success Podcast is up:  [link] [iTunes]. Bob and Pat talk with Ben Hatten, co-founder of Legal River, a startup creating a marketplace where attorneys bid for your startup’s business. Proper lawyering, like proper plumbing, makes sure bad stuff doesn’t flood your startup. But finding the right attorney who understands IT and startup issues is hard outside of Silicon Valley and impossibly expensive if you deal with a large Silicon Valley law firm. Legal River turns this situation on its head and in your favor.
  • Legal River/StartupToDo.com contest (ends Monday, act now!) – see this post and this post for details.

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Apologies for the lateness of this Digest – I’m really busy right now. I’m going to try posting these on Saturdays and see if that works better.
(If you have an announcement of interest to your fellow microISV, indies or startups, please email me at bob.walsh@47hats.com with the word digest in the subject.)

Disrupting the Law with a Lending Tree for Startups

It’s been an axiom of mine for a long time: everybody wants justice, but you’ve have to have the money to buy it. And for bootstrapping startups and microISVs, lawyering up even when you desperately need to has been too damn expensive.

Legal River, a new Washington D.C based startup is standing that on its head. Instead of a sellers market based on relying on recommendations of friends or the local bar association, Legal River has created a buyers market. At Legal River you anonymously post your requirements for free and within a business day bids by attorneys with their experience, price (fixed or hourly), and Legal River references start arriving. No more paying five grand for ten minutes with a partner while your file actually ends up on some paralegal’s desk.

The attorneys who Legal River vets and change per bid tend to be attorneys who have spun off their own practices after years of toiling in large legal firms and use and understand technology:  You’ll can get the key legal advice you need, not a suit filling in the same ZoomLegal.com forms you could figure out.

Whether it’s drafting a partnership agreement that won’t have you at each other’s throats, forming your business or protecting your intellectual property, Legal River lets you get what you need at a reasonable price.

Four other things you should know about Legal River:

  • They offer free Privacy Policy and Terms of Service generators, vetted by the law firm of General Counsel P.C.
  • They’ve launched an answerboard like Stack Overflow or Answers.Onstartups.com just for business owners (including startups and microISVs) with U.S. law questions. While the attorneys answering questions there can’t dispense free legal advise, that can give you accurate, timely and experienced advice about the law, and they’ve vetted as real live attorneys by Legal River.
  • In conjuntion with General Counsel P.C., Legal River and yours truly there’s a contest at Answer.LegalRiver.com this week: the Startup or MicroISV who gets the most votes for their question gets one full hour of legal services from General Counsel P.C. and a full year subscription to StartupToDo.com. More details here.
  • There will be more info up at this week’s Startup Success Podcast as we interview Ben Hatten, founder of Legal River. That should be available Wednesday.

Here’s a post in the New York Times about how Legal River works.

Legal River is only for Business legal matters, and only works with U.S. based attorneys, although since they soft-launched in October have helped several overseas companies find local representation.

Not sure if you need a lawyer? Do any of these practice catigories ring a bell with you?

  • Business Formation
  • Contracts
  • Mergers and Acquisitions
  • Employment
  • Real Estate
  • Intellectual Property
  • Government Contracting
  • Internet / E-Commerce
  • Corporate Tax
  • Bankruptcy
  • Arbitration / Mediation
  • Regulatory Compliance

47Hats: There’s an iPhone app for that!

Woke up this morning to a pleasant surprise: my Apple iPhone App was approved overnight and is waiting for you to download free! [iTunes link]. There’s a couple of reasons I thought this was worth doing for me and for any microISV or startup who wants to reach out to the 40 million or so iPhone users:

  • As good as HTML5 iPhone apps are (go to http://47hats.com on your mobile and you’ll see what I mean), they’re just not as good an experience as a native app. Click a post, it’s there. Click a podcast, it plays. Nice!
  • Since I don’t code iPhone apps yet, going with AppMakr looked to make sense and at the price last week of $50 I was willing to give it a try.
  • Like most of you reading this, my challenge isn’t creating worthwhile stuff, it’s getting known for creating worthwhile stuff. Anything that helps me reach my primary market of microISVs/startups is a Good Thing.

There’s only one Big Problem: 47Hats, the app, needs your love! Please download and rate it – I’d really appreciate it.

MicroISV Digest – 01/20/2010

Community News:

  • Anthony Williams, Just Software Solutions Ltd, Tired of waiting for the upcoming C++ standard (C++0x)’s support of multithreading and concurrency? Just Software Solutions’ just::thread library is an implementation of the C++0x thread library for Microsoft Visual Studio 2008 and g++. V1.3 introduces support for the new std::async function for launching asynchronous tasks, support for 64-bit Windows and support for g++ 4.4..
  • There’s more than one way to create a startup: my friend Tsutomu Kodama in Japan has launched a site for non-Japanese who want to get to see the real Japan at Kotodamaya.com. If you’re thinking about broadening your horizons in 2010 by visiting a really different country than what you’re used to in the US or EU, check out this site. (I hope this clown’s picture doesn’t scare away visitors!)

Interesting  Answers.Onstartups.com questions with useful answers:

News/posts for microISVs and Startups:

StartupToDo.com, The Startup Success Podcast and other plugs:

  • Two new Guides (so far!) at StartupToDo.com this week:
    • Copy protection of desktop software.
    • Handling subscription e-commerce with Amazon Payments – the Business Viewpoint.
  • Show #52 of the Startup Success Podcast is up:  [link] [iTunes].Bob and Pat talk again with entrepreneur and Silicon Valley consultant Sramana Mitra, this time about her newest book, Positioning: How To Test, Validate, And Bring Your Idea To Market. This is the third volume in Sramana’s Entrepreneur Journeys series. This was a fascinating interview that sliced through the what do I build – how do I find my market conundrum. Pat and Bob also talked a little bit about how Pat is positioning his new microISV, Spackle Software.
  • Sramana did a guest post here that’s must reading if you stuck because you don’t know the right questions to be asking to define your startup: Clarify your story.
  • Sramana offers free weekly strategy roundtables for entrepreneurs to address positioning, financing, and other aspects of a startup venture. Up to 1,000 people can attend each session, but only the first five who register to pitch will be able to present their business ideas. All attendees are able to join in on the conversations via a live chat.

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(If you have an announcement of interest to your fellow microISV, indies or startups, please email me at bob.walsh@47hats.com with the word digest in the subject.)

Clarify your story.

(Note: Sramana, our guest for the Startup Success Podcast Show #52, was kind enough to let me reprint here the appendix of her new book, Positioning: How To Test, Validate, And Bring Your Idea To Market. These are the kinds of “killer questions” you need to think on, research and define your unique answers for.)

Excerpt from Positioning: How To Test, Validate, and Bring Your Idea To Market
by Sramana Mitra

For Enterprise- and SME-Facing Businesses: This set of questions will help you through the process of testing and validating your idea while building an effective Go-to-Market strategy for a B-to-B venture.

Product or Service Value Proposition:
• What pain does your product/service address?
• What is the profile of your ideal target customer (company)?
• What is the profile of your ideal target user (within the target company)?
• What is your technology?
• What is the application of this technology?
• What are some compelling use cases?
• What is your differentiated, must-have value proposition to this customer?
• Which market? Which segment? Why?
• How big is the market? Is it big enough? How do you expand, if not? Should you expand, or should you focus within a niche?
• What is the usage model of the product?
• How does the user currently solve the problem in question?
• Who is the buyer?
• How strong is the pain? Does the buyer care to solve the user’s pain?
• How do you prove your value? Pilot? Free trial for a month? Three months?
• How long does it take to prove value?

Competitive Positioning & Pricing:

• Who is the competition, and how do you differentiate from them?
• What are the various classes of products in immediate and related categories?
• What, of those, compete directly with you?
• Which ones are likely to move into your space?
• How do your product features compare with the competition’s? Can you compete on the basis of functionality?
• How does your product pricing compare with the competition’s? Can you compete on the basis of price?
• How do customers and prospects view your offering, vis-à-vis competition? Do they see you as 1/10 the functionality? 1/5 the functionality? 300% the functionality?
• What value does the customer see?
• What are customers willing to pay for your solution? 1/10 the key competitor’s price? Same price? 200% the price?
• What price can you charge based on perceived value?
• What is the ROI for the customer? How long will it take to realize the ROI?
• Can you offer both better performance and lower price?
• Whom do you need to partner with to offer a full solution?
• How do you position win-win deals for partners?
• Can you turn some of the competition to partners/channel/OEM relationships, so not to go head-to-head?

Sales Cycle & Messaging:

• What are the top target segments (verticals, size, geography)?
• What is a typical repeatable sales cycle for each segment?
• Who is the relevant VITO (Very Important Top Officer)/economic buyer (EB)?
• What job title does that correspond to within the target company/segment?
• Who is the technical decision maker (TDM)? What job title?
• Who is the user? What job title?
• Who is a likely champion for your solution? What job title?
• Who can coach you inside an account? How do you gather information required to qualify the lead? Extract the pain? Position the solution?
• What is your value proposition to the VITO/EB? TDM? User? Champion? Coach?
• How do you communicate that value in 20 words or less?
• What pain extraction questions correspond to that value? In other words, if a sales rep gets a relevant stakeholder on the phone, what should she ask? Or, what should she ask in a succinct email, to gain permission for further engagement?

Lead Generation & Qualification:

• What are the top target segments (verticals, size, geography)?
• What is the best way to generate a list of the target accounts within the segments?
• What job titles are we after within those accounts?
• What is the organizational map within the account that maps to the sales cycle?
• What are the names of the stakeholders who correspond with the economic buyer, the technical decision maker, etc.?
• What is the pain extraction question/value proposition message if someone with the right job title gets on the phone?
• What are the criteria for a qualified lead?
• What lead generation programs do you plan to pursue? Google PPC advertising? E-mail campaigns? Tradeshows? Other forms of online advertising?
• How do you plan to qualify the leads? Telemarketing? Outsourced? In-house?

Sales & Business Development:

• What is the appropriate channel strategy (direct, OEM, resellers, system integrators, telesales)?
• Are there channel conflicts? How do you resolve?
• What is your territory plan and prioritization, based on market segment targets?
• What paid proof-of-concept/pilot engagement/evaluation framework will get you to a deal within a short time?
• What are the appropriate sales cycle steps, next steps, and duration breakdown?
• What is the likelihood of a deal by sales cycle steps? How do you forecast?
• What are the must-have key target accounts? Why? What do you need to accomplish in those engagements to be able to achieve high leverage for reference selling, proof-points, and metrics?
• Do you have reference accounts? What is the best strategy to leverage the reference accounts and proof points?
• How do you build new reference accounts? Who is your target? Why? How do you penetrate, sell, and demonstrate ROI?
• Are there must-have channel relationships? What do you need to do to appropriately establish and manage them?
• What kind of channel discount do you need to provide to enlist the channel to perform on your behalf?
• Can you get OEM deals that may help you accelerate adoption?

Corporate:

• What is the product roadmap for the company?
• What is the unifying theme that positions the company and leverages its strengths (technology, product, channel, current customers, references, etc.)?
• Is there a platform strategy? A point-product strategy? A solution strategy? What holds all these pieces together? How do you position to make it into an integrated big story?
• What products/pieces need to be repositioned/repackaged to align with the corporate strategy?
• What is the full story? Is it a powerful, differentiated story that can go beyond a point-product/one-trick pony, to become a category leader?
• What is the category? Do you define a new category, or position within an existing one?
• What technology/product/channel/media elements need to be introduced/influenced to make it into a larger story?
• What broad scale industry trends can you impact based on your offering, and how do you position to align with such trends?
• What is your funding strategy? How do you position, package, and sell?
• What is your exit strategy? How do you position, package, and sell?

Execution Roadmap:

• What is your next major milestone? Product launch, funding round, exit?
• What derivative milestones/related projects do you need to accomplish to be able to stay on track and execute on the strategy?
• What is the project-resource-timeline map tracking to the next milestone?
• What is the messaging matrix?
• What is the collateral map, based on the sales process/sales cycle steps?
• What are the reference account milestones?
• What is the PR strategy?
• Do you have the resources to staff all the projects that lead up to the milestones?
• Who will manage lead sourcing/lead generation/lead qualification?
• Who will manage the PR process, pitches, follow-ups, etc.?
• Who will write the collateral? (Web site, sales pitches, data sheets)
• Who will design and produce the Web site?
• Who will manage events/tradeshows?
• What are the key additional hires/timeframe?
• Does everything align with your operating plan/budget? What tradeoffs do you need to make? What are the prioritization algorithms?

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Sramana Mitra is a Silicon Valley entrepreneur who has founded three companies and provided strategy consulting to over 80 organizations, large and small. She writes a business blog, Sramana Mitra On Strategy, and is a columnist for Forbes. She is also the author of the Entrepreneur Journeys book series: Entrepreneur Journeys (Volume One), Bootstrapping: Weapon of Mass Reconstruction (Volume Two), and Positioning: How To Test, Validate, And Bring Your Idea To Market (Volume Three), all available from Amazon.com in paperback and Kindle, and from Smashwords.com in all e-book formats. Mitra has a Master’s degree in electrical engineering and computer science from the Massachusetts Institute of Technology.

Why MicroISVs fail to sell.

(Note: originally ran this post when this ebook came out nearly 2 years ago – which may mean you missed it. Also, I’m considering doing the not inconsiderable work to reformat and sell for the Kindle. What do you think?)

[The following is a free sample from my ebook, MicroISV Sites that Sell! – Creating and Marketing your Unique Selling Proposition. You can get the rest of this ebook designed to substantially improve your software/SaaS sales for $19 USD.
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Before we can get to the good stuff, we need to do a bit of garbage collection. We need to take a look at six mistakes microISVs often make. These are mistakes for one simple reason: they turn off sales.

Mistake 1: Where’s your Hook?

We will talk about the Hook in much more detail in the next section, but the lack of a Hook is easily the number one mistake I see developers who sell software make. Simply put, the Hook answers the question, “Why should I spend another second on this web site?”

You have to put yourself in the mind of someone who for the very first time arrives at your site. They may be coming from Google search results, your Google Adwords campaign, your signature line in a forum posting, a blog post that mentions your product and three others or who knows where.

The first time visitor has no emotional investment in staying on your home page or landing page whatsoever. Yet. What you sell is completely irrelevant to them. For now. They have no reason to believe you actually sell something, let alone something that they want.

The Hook is your initial statement which answers why your product is relevant to them, why you might be credible as a solution provider and how exactly your solution is in one or more ways better than either continuing to have the problem or whatever they are doing or using right now.

Note: Initial means just that. It not everything about your product; it’s just enough to get them to read the next paragraph of your copy on your home page.

Second Note – it has to be the very first thing on the page that gets their attention – because if it’s not, either because it isn’t concise enough, compelling enough, big enough – most first time visitors will leave right then and there.


Mistake 2: Ugly hurts.

The bald fact of the matter is that most programmers suck at graphic design. Making a web page look good is hard work – you can do it, but it’s not a trivial effort.

If your site is ugly, no matter how much time you put into it, no matter how long you’ve had it, no matter who made it, it’s ugly. And ugly costs you sales.

I have seen this particular anti-pattern among more than a few attendees at both the Software Industry Conference and the European Shareware Conference: Joe has been a microISV longer than that term has been around. He did his site ten years ago when blinking text, frames and five different fonts for tons of text were cool. Joe gets emotional and upset if anyone tells him his child web site is ugly: he resists any and all suggestions to update it and thereby improve his sales.

If Joe sounds a bit like you, it’s time to get over it. Your web site is nothing more than a way to sell (and possibly deliver) you software. It is not your child, your puppy or a part of your anatomy. If it’s ugly, it’s ugly and it’s costing you sales.

Mistake 3: Too many words.

Consider the following. If I convince you my software will let you code five times faster and better than you can right now, really convince you of this, how much time and effort would you put into learning how to use it? A lot. You’d read every page of my documentation, my web site, my support forum. You’d watch every screencast, checkout every function, try every example.

But you’d only do all this if you were convinced it was worth your while. Enter Mistake #3. Maybe it’s the 23 bullet points of features, or the 14 paragraphs that explain 28 different functions you can perform in your app, or even the 12 paragraph testimonial from “A Customer”.

Too much text before you’ve convinced that first time visitor that you are worth their precious time drives away customers in droves. That visitor (it’s too early to call them even a potential customer) takes one look and without reading a single one of your 14 bullet points clicks off your page. They have no reason to put the time and effort into reading all your text, so they don’t.

Mistake 4: Google AdSense on your site.

Just as there is no better way of reaching your target market presently than Google AdWords, there is no better way of convincing visitors to forever leave your site than running Google Ads on it.

Text ads fine if you are running a professional blog – they are your revenue model. But if you are selling a product, it breaks trust with the visitor to sell them other people’s products and services when by happy circumstance they’ve come looking for what you have to offer. You want – you need – their undivided attention for at least a few seconds if you are going to have any hope of selling what you have to offer.

Text ads also poison your business credibility: If you don’t have enough confidence in your product to not try and make a few bucks advertising other people’s products on your site, why on earth would I consider buying from you?

Mistake 5: The Invisible Man.

“Psst! Wanna to buy some software that will solve your problems? Just give me your credit card number and we’ll get it out to you in a jiffy. Never mind who I am – what do you care? You want that problem solved or not?”

If this sounds like what you’d expect to hear in a dark alley or in a badly done online scam, you’re right. It is most emphatically not what you want your customers to be hearing when you’re selling your software to them.

The lack of an easy to find, clear legal identity in the real world is a sales killer. Other than drug addicts and spies, we all want to know who we are dealing with, who exactly is asking us to give them money for the promise they will give us something we want in exchange.

Yet at software site after software site, the identity of the seller is either buried 3 clicks down, missing key information like a physical address and telephone number or cloaked in corporate-speak.

I think for developers in North America, Europe, and elsewhere in the developed world this mistake is born from naively thinking that just because all the companies you know and interact with are anonymous “thems” with no visible people involved, you can be too. Leaving aside companies who succeed bucking this trend, you need to remember those companies are a hundred to a hundred thousand times your size, have been consistently selling their products for years if not decades. They have established trust – you need to earn it.

Not being able to find a physical address, telephone number and business name within one click of the home page is a deal breaker for me when shopping for software: most people feel the same.

For developers trying to sell to North Americans and Europeans, the widespread perception (based on the effects of years of spam more than anything else) that software from Eastern Europe, the former Soviet Union, the Middle East or Africa is also dangerous is a huge, real issue. But the solution is not hiding your identity – it’s making it abundantly clear who you are.

Mistake 6: Customer as Circus Animal.

For some reason, some microISVs think that just because “real software companies” treat them like crap, that they should do the same. So they spend time and effort creating ever more complex hurdles between what their customers want to do and what they are selling.

Here’s a couple of examples:

  • Requiring people to register before you will let them download a trial.
  • Requiring people to register before they can send you a pre-sale question.
  • Requiring people to complete a form and surrender their email before you tell them what your software costs.
  • Requiring people to email you before you will tell them what your software costs.

If by some great good fortune (and maybe the help of this ebook) people actually are prepared to trust you and spend their time on your software, why would you slap them in the face and make them jump through various hoops?

Again, this is an attitude and a worldview you’ve probably been subjected to – it’s not the way a microISV or startup should function if they want to succeed. More often than not in those large companies, collecting data becomes a goal onto itself with nothing but bureaucratic inertia going for it.

Wrap up.

In preparation of getting to the meat of this ebook, we’ve just eyeballed a lineup of mistakes fledgling microISVs often make. Most of these mistakes stem from one of two sources: thinking your microISV or startup should act like a “real” company or assuming that because you’re a developer not a marketing suit or copywriter you can’t create a web site that’s attractive, engaging, professional and effective and that that’s okay.

These six mistakes:

  • Not hooking your first time visitor before they can punch their next hyperlink,
  • Forgetting that attractive attracts and ugly doesn’t,
  • Drowning your visitor with words,
  • Dividing their attention with other people’s ads,
  • Not leveling with them as to who you are,
  • Making them jump though hoops that from their point of view has no benefit…

…will all cost you significant sales. But clinging to either of the two attitudes I mentioned above will likely doom your efforts.

The good news is you don’t have to be anything you’re not – a new software company bravely coming to market to make people’s lives better. And by approaching the marketing you need to master to sell not as some dreaded poison that will turn you into a phony suit-droid but as a programming problem, as a way of “programming” your site to get the outputs you want, you can succeed beyond your hopes.

In the next section we’ll dive into that programming problem – marketing your software. It’s not the first time people have needed to solve this problem, so why not do what savvy and experienced programers do: apply a design pattern to solve the problem?

DBF: 50 bucks gets your startup’s blog on the iPhone this weekend.

(DBF stands for Digital Better Future – it’s a ongoing series of posts on digital developments making the lives of Digital Entrepreneurs easier, better and faster in 2010.)

Go ahead, admit it. You would be totally, ultra-excited to have your online content available as a native (not HTML5) app on the Apple iPhone. And you would be in very good company. Chris Brogan did it. So did Seth Godin. And Jeremiah Owyang, and Tim Ferriss. Of course, Guy Kawasaki did it at least ten times for Alltop.

So why not me? More importantly, why not you?

Well, this morning, I did it. With AppMakr. You can go to http://bit.ly/6u9po1 to see what my app now pending Apple approval will look and act like. A little work in PhotoShop following AppMakr.com‘s easy-to- follow instructions, checking my spelling throughout three times and $50 and I was done in about an hour and a half. Awesome!

I’ll be writing up details as today’s Guide at StartupToDo.com, but I wanted you to know about this today and jump on it because thanks to Guy Kawasaki (see his post now) and his GUYK promo code, instead of $199 it cost $50. But the offer expires on January 18, 2010.

So why should you engage in shameless self-promotion of you, your startup, your microISV, your blog, Twitter stream, YouTube channel and the rest of “you” online? Because something like 57 million people now own iPhones in this world, and free apps are like catnip to cats - irresistible.

Here’s another reason – when you blog, Tweet, YouTube, etc. you’re trying to build awareness of what you offer in this online world – and that means reaching out and making it easier for people to see what you have to offer. Do it – you know you want to.

MicroISV Digest – 01/13/2010

Welcome to the first MicroISV Digest for 2010 with a somewhat new approach. To increase the likelihood of me consistently doing this, The MicroISV Digest will come out on Wednesdays and cover about the previous week’s worth of happenings and news in the microISV/startup world.

Community News:

Vance Lucas, InvoiceMore, has relaunched with a new, simpler, pricing structure and lower prices.

Atul Godbole, LogicNP Software, has released Versions 2010 of :

  • CryptoLicensing For .Net (ActiveX and MFC editions also available): Add Licensing, Copy-Protection, Activation And Hardware-Locking To Your Apps, Libraries And Websites.
  • Crypto Obfuscator For .Net: Powerful Code Protection, Obfuscation, Optimization And Simplified Deployment For Your .Net Apps.

Steve Cholerton, Arten Science, is The Man Who Does Not Sleep: he’s offering 25% off his (count them) 7 microISV’s products during January by using the promo code ARTJAN25 during checkout.

Interesting  Answers.Onstartups.com questions with useful answers:

News/posts for microISVs and Startups:

Dharmesh Shah, founder of Hubspot and startup blogger powerhouse at OnStartups.com came up with a great idea: What advice would you give startups - in exactly 3 words? This is one post – with its comments – you want to print to pdf, load up on your phone and ponder/evaluate your way through.

Omar Ead has just started a Twitterlike web site for startups: http://thisisstartup.com/ : ratable 300 character posts feel positively roomy! I’d suggest taking your next break to read a few and post one there.

David Skok has written a well researched and excellent post of a topic of concern – Startup Killer: the Cost of Customer Acquisition.

Elie Kochman, Optimal Upgrade Consulting, has some good posts on the growing pains of consulting, if you’re still wearing that particular hat.

Chris Brogan found this gem: Get ready for some fun!

StartupToDo.com, The Startup Success Podcast and other plugs:

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(If you have an announcement of interest to your fellow microISV, indies or startups, please email me at bob.walsh@47hats.com with the word digest in the subject.)

Take your time but hurry up!

By Jarie Bolander,
Author of Frustration Free Technical Management

Building innovative products is an endurance event. Sprinters need not apply. Innovation takes time but cannot take so much time as to miss market windows. You need to pace yourself and your team. This is the only way to ensure consistent, quality results. The common trap of “we can just work 80 hour weeks” and get it all done on time just does not work. Make no mistake. You will work hard on your startup but you will burn the team out if you constantly have insane deadlines.

Urgency Yes, Panic No

Pace is important because it sets the cadence of the group. A sense of urgency should always be in the air but never a sense of panic. Panic is what slowly drives your people away and burns teams out. There will always be moments of panic. That is natural and unavoidable. The problem is when everyday is filled will panic. Not every problem is an emergency and not everything is a number one priority.

Too Much Of A Good Thing

Training for and running a marathon is a great lesson in pace. When I did my first marathon, I trained like mad for it. In fact, I overtrained (yes, you can over train). My incorrect assumption was that the more I trained, the better I would get. To a point, that works but when you over train, you don’t give your body enough time to fully absorb the training. You actually end up performing worst since your overtraining has taken too great a toll on your body. That is exactly what happened to me. I ran too much, too close to the race and ending up walking the last thirteen miles. I finished but I was so exhausted that I could barely stand up. This is the same thing that can happen to a development team. Too much hard work can prevent them from seeing critical issues. When it really counts, towards the end of the project, all the team wants to do is finish. This shifts the focus on getting it done instead of getting it right.

Set A Brisk Pace

You should be aggressive in your scheduling but realistic in your demands. Most technical people like a sense of urgency because it means that what they are doing is important. What they hate is a management team that puts their feet to the fire every waking moment. Teams need down time. They need to take a break every once and a while to refresh themselves and their skills. They also need time away from work so they don’t burn out. When deadlines are unrealistic and people get pushed to the breaking point, they tend to work hard but not smart. You can sense this by the mounting task list even though the number of hours worked has gone up. This is the first stage of team burn out. Once burn out sets in, it takes a long time to recover. Couple this with the pressure to meet deadlines and you will start to see your team unravel. Some will shut down while others will leave. When the pace is brisk but not insane, your team will sense the urgency but will also know that what is expected of them is reasonable. When the team feels that schedules are aggressive but reasonable, they will strive to meet them. They will go the extra mile to ensure the job gets done.

Agreement Does Not Mean Commitment

A place I used to work at would demand aggressive schedules even if they were unreasonable. The theory went that whatever schedule an engineer would come up with would be too conservative. This led management to push the staff aggressively since management figured whatever schedule was finally agreed upon would slip anyway. Most projects would go through this schedule dance until the project manager was so exhausted, he would agree. Once set in stone, the team would work like mad to get it done, knowing full well that the chances were slim to none that they would meet schedule. When the inevitable slip happened, management would go ballistic and demanded a detailed analysis as to why things went wrong. This made the team dread reporting a schedule slip to the point where no one would be proactive in solving problems – they would just wait until the last minute. This unrealistic, aggressive pace had the opposite effect – almost every project ended up being late not only to the aggressive schedule but to the originally proposed schedule.

Practical Pacing Techniques

Getting the pace right will lead to more productivity and happier team members. Get it wrong and you will constantly be behind and miserable. In order to achieve the optimum pace, consider the following techniques:

  1. Keep Features, Schedule and Budget In Mind: All projects conserve features, schedules and budgets. This means by constraining any two, the other will make up the slack. So, keep that in mind when projects start to slip or you want to add new features.
  2. Major/Minor Releases: The rhythm of the Major/Minor release gives teams a natural and consistent downtime. It also allows for features to be temporality delayed for the next release.
  3. Incremental Milestones: Tracking your incremental progress towards major milestones will pace your team to perform consistently instead of leaving all the work for the end. Make the incremental milestones meaningful and measurable.
  4. Quarterly Goals: Doing a quarterly goal plan is another great way to set the pace because if your team knows what they need to accomplish, they can work towards those goals on their own. It also shows that you value planning and firm requirements.
  5. Goal/Schedule By In: Critical to achieving your objectives is to define reasonable and rational goals and schedules. The best way to do that is to have your team set their own goals and schedules. As long as your team knows the constraints, they will strive to meet reasonable, even crazy, objectives.
  6. Don’t Change Requirements: The biggest time sync is the rework that happens when requirements constantly change. This wastes time and contributes to the frantic end game pace that burns teams out. So, avoid changing your requirements unless your team buys in.

In the end, you know your team and what motivates them to perform. By applying pacing techniques, you can make them more productive and happy while still meeting your critical deadlines.

Strive For Balance

There will be a constant battle between management reality (I want it done faster) and team reality (we are working as hard as we can). Translating between the two can drain even the most senior manager. The best tactic is to communicate the motivations for why deadlines are set. Remember that the natural pace of the team will always dictate when things get done, no matter how well you schedule, how smart they work or how much management wants it done faster. Balancing all of these factors will ensure that you take the time to not miss anything but hurry up so what you are creating is still relevant.

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Author Bio

Jarie Bolander is an engineer by training and an entrepreneur by nature. He is presently VP of R&D at Tagent, a company working on breakthrough technology that will help reduce medical errors. Jarie also blogs about innovation, management and entrepreneurship at The Daily MBA and has recently published his first book, Frustration Free Technical Management. You can also follow him on Twitter @thedailymba