Digital Media Buzz > Software Developers Should Specialize For Success

Software Developers Should Specialize For Success

By Ned Smith

Independent Software Vendors (ISV) who want to compete in the shadow of industry heavyweights such as Microsoft, Adobe and Google would be advised to rip a page from Charles Darwin’s playbook and learn to pick a niche, specialize and adapt to their environment. ISVs that do so successfully will not only survive, they’ll go on to thrive. And maintain their independence.

It all begins with picking your niche in a crowded ecosystem. Developers should not discount the role that luck and serendipity play in that process, says Rolfe Swinton , director of Apollo Mobile, the Finnish-British-American  company behind Re4ctor, a new Java-based technology for mobile phones.

“We were really very lucky to have a very forward-thinking client who wanted to try to develop mobile applications to support live TV shows,” Swinton says. “This was back in 2005, well before iPhone came out. So essentially, our first niche was chosen for us by listening to our customer and finding an innovative way to serve their ambition.”

Paying attention to what the customer is saying is key, says Mark Effinger, chief evangelist for Rich Content, developers of the Rich Content Permanent Media Placement platform for optimizing and distributing online media. “Features are important,” he says. “Benefits are more so. But customer empathy is king. Get deep into your customer’s shoes, walk a mile or two, and you’ll find incredible insights that could radically change your business for the better.”

At the same time, developers should be constantly scanning the environment for opportunities to adapt technologies and expand the business. Alertness is a marker for success. “With the sudden explosion of mobile software development, we have been able to branch out and build on our initial success,” says Swinton. “Our niches have been found by talking to as many people as we can about our technology, seeing where they see requirements, and once we find a good match, focusing on those companies like a laser to meet their needs. ” As a result, Swinton says, Apollo has gone from serving TV broadcasters to now serving music labels, market research companies, travel companies and healthcare-related concerns as well.

“As we focus on our clients’ requirements we aim to serve their needs, but also with a view to what we hear other people asking for,” he adds. “So we try to balance the specific needs of one company with tools that we believe will help serve a wider audience.”

When exploiting a niche in the software environment, simplicity is often a way to gain competitive advantage. Microsoft, for example, is infamous for its tendency to pack its products with so many features  that the user is frequently overwhelmed by the options. “Less is more,” Effinger says. “As a power user, I am always looking for more power in our offering. In fact, our clients are constantly asking for less. One put it very well. ‘Mark, I need better signal-to-noise ratio in your program,’ he said. ‘Less features, faster results.’ He was right. We made the change.”

And don’t be afraid to borrow adaptations. “Not Invented Here syndrome is a killer,” Effinger suggests. “If your development cycles are too slow, get help, or do a strategic deal with a winning developer. Private label-customized versions of solutions from companies that are not in your market are an incredible win/win for both players. And the learning is worth gold if you open your eyes. Fast development with simple products that do one thing or just a few things really well, really fast, are way better than the kick-ass Ferrari app that only three geniuses can operate.”

ISVs should also be aware that the software market is not like the movie, “Field of Dreams.” You’ve got to do more than just build it to get the buyers to come. Effinger recommends that you first take a look at your own website. Is the message clear and is the site easy to navigate? As with your product, less can be more. “The minute you provide too many options, your customer gets stuck in the ‘paralysis of analysis,’” he says.

The most successful ISVs also realize that it is essential to maintain a dialogue with their customers, not only to be aware of what is going on in their environment but also to create a transparency that cultivates trust.

“Keep a short feedback loop,” says Effinger. “Make sure the customer has multiple ways to connect with you — email, online form, phone, chat. The shorter the feedback loop, the higher your customer satisfaction and the more intimate the relationship. I’m convinced we have clients who buy from us just to the get the 20-30 minutes of free consulting we provide our customers. And not  just to make the sale. But because we really, sincerely love this business, this industry. We’d do it with stone tablets if that was the alternative.”

Stone tablets may not be the best way to get the message out, but you do have to find a way to make some noise for your wares. Practice may get you to Carnegie Hall, but if you want to take a run at Wall Street you’ve got to promote, promote, promote. Regular press releases should be de rigueur, Effinger says, as well as push-pull marketing and promotional campaigns with resellers, affiliates, distributers and their customers. “Don’t expect your channel to pioneer your wares,” he says. Be the marketing machine for and with them and you’ll be top of mind when you need it most.”

Social media should also be part of your promotional toolkit, but use them judiciously. “Use social media,” Effinger says. “But don’t use it as a pitch machine. Use it as a tool to contour your message, provide industry insights and provide a more human face to your products and brand. The tendency is to want to spam the market. Don’t. Inform, add the human element and contribute in a big way. The Law of Compensation will kick in eventually.”