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Software business start-up memorieskey decisions in success stories /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Software business start-up memoriesby Roderick van Cann, Slinger Jansen, and Sjaak Brinkkemper.
其他題名:	key decisions in success stories /
作者:	Cann, Roderick van,
其他作者:	Jansen, Slinger.
出版者:	Houndmills, Basingstoke, Hampshire :Palgrave Macmillan,2013.
面頁冊數:	1 online resource (xvii, 247 p.) :ill.
標題:	Computer software industryManagement.
電子資源:	https://link.springer.com/book/10.1057/9781137280473
ISBN:	9781137280473 (electronic bk.)

Software business start-up memorieskey decisions in success stories /
Cann, Roderick van,1985-

Software business start-up memorieskey decisions in success stories /[electronic resource] :by Roderick van Cann, Slinger Jansen, and Sjaak Brinkkemper. - Houndmills, Basingstoke, Hampshire :Palgrave Macmillan,2013. - 1 online resource (xvii, 247 p.) :ill.

Includes bibliographical references (pages 239-247).

The Software Start-up Decision Model -- The Early-life Decision Model -- Theoretical Background -- Stages of Growth -- Influence of Venture Capital -- Success Factors in New Ventures and Products -- The Influence of the Entrepreneur -- Decision Making -- Lessons of Software Entrepreneurs -- AFAS -- Customer Participation Sessions -- Scoping and Focus -- Licensing -- Consultancy -- Other -- Wrong Decisions -- Summary -- DBS -- Approaching Software Vendors -- Changing Company Focus -- Extending Product Range -- Wrong Decisions -- Summary -- Noldus Information Technology -- Don't Limit Yourself to the Start Niche -- Being Open to Inventions from Others -- Opening Offices Abroad -- Community Building -- Wrong Decisions -- Summary -- Exact -- Vision -- Cash Flow -- Technology Choices -- Focus on Marketing -- Overcoming Problems -- Other -- Wrong Decisions -- Summary -- Stabiplan -- Market Emergence and Vision -- Introduce a Lite Version -- Taking Over the Biggest Competitor -- Focus -- Redesigning the Software -- Other -- Wrong Decisions -- Summary -- Sofon -- Standard software -- Internationally Applicable -- Affiliation with Complementary Products -- Other -- Wrong Decisions -- Summary -- GX Software -- Focus -- Partnering Strategy -- Communication -- Internationalization -- Other -- Wrong Decisions -- Summary -- Pallas Athena -- Focusing on Case Management versus Workflow Management -- Becoming a Software Company -- Global Orientation -- Product Acquisition and Product Integration -- Transforming the Company Structure -- Other -- Wrong Decisions -- Summary -- ORTEC -- Starting -- Product Development -- Internationalization -- Other -- Wrong Decisions -- Summary -- E-office -- Starting with a Dream -- Company Structure -- Mobile -- Human Behaviour Consultancy -- Start using Google Products -- How to Make Decisions -- Wrong Decisions -- Summary -- ChipSoft -- Management-by-event -- Product Choices -- Human Resources -- Other -- Wrong Decisions -- Summary -- Syntess Software -- Starting and Finding a Dealer -- Having a Goal -- Extra Office -- Company Culture -- Other -- Wrong Decisions -- Summary -- Planon -- Focusing on Software and Facility Management -- Become Market Leader -- Internationalization -- Product Positioning -- Standardize the Implementation Method -- Wrong Decisions -- Summary -- Ultimo Software Solutions -- Maintenance Management and Flexibility -- Focus -- Switching Database Systems -- Widening and Deepening of the Product -- Company Culture -- Other -- Wrong Decisions -- Summary -- Centric -- The Start of Centric -- Buying a Posting Company -- Rapid Expansion -- Partitioning the Company -- Other -- Wrong Decisions -- Summary -- UNIT4 -- Focus on a Product Strategy -- Standardized Maintenance -- Balancing Short Term Decisions with Long Term Decisions -- Going Public -- Other -- Wrong Decisions -- Summary -- Decision Categories -- Shaping the Company -- Developing the Product -- Establishing the Market -- Going International -- What can be Learned from the Decision Categories -- The Early-life Decision Model for Software Entrepreneurs -- Decision Analysis -- Business Model Canvas -- Managerial Growth Challenge Conceptualization for Small Software Firms -- Discussion -- Conclusion -- References -- Appendix : Early-life Decisions Overview.

Against a backdrop of high failure rates within the first five years of business, the authors of this volume ask 'what decisions in the early part of a business start-up are perceived as fundamental to the success of companies in the software industry?' Through detailed interviews and analysis of 16 successful software companies, the authors consider this question and establish four categories of decision-making: b5 s shaping the company; b5 s developing the product; b5 s establishing the market; and b5 s going international. The findings in this book show that the decision category 'shaping the company' is the most consistent in its presence among the decisions that are made throughout the entire start-up life of a business, followed by the decisions that relate to 'establishing the market'. The authors present an early-life decision model for software entrepreneurs to provide a complete, simple and attractive summary of the different decision types and categories that influence the success of a product software company. With this model, software entrepreneurs have a reference containing critical business areas for decision making. Entrepreneurs can use this model as a guiding beacon for the decisions they make in their company.

ISBN: 9781137280473 (electronic bk.)

Source: 640117Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

225917
Computer software industry
--Management.Index Terms--Genre/Form:

214472
Electronic books.

LC Class. No.: HD9696.63.A2 / C36 2013

Dewey Class. No.: 005.068/1

Software business start-up memorieskey decisions in success stories /
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505 0 $a The Software Start-up Decision Model -- The Early-life Decision Model -- Theoretical Background -- Stages of Growth -- Influence of Venture Capital -- Success Factors in New Ventures and Products -- The Influence of the Entrepreneur -- Decision Making -- Lessons of Software Entrepreneurs -- AFAS -- Customer Participation Sessions -- Scoping and Focus -- Licensing -- Consultancy -- Other -- Wrong Decisions -- Summary -- DBS -- Approaching Software Vendors -- Changing Company Focus -- Extending Product Range -- Wrong Decisions -- Summary -- Noldus Information Technology -- Don't Limit Yourself to the Start Niche -- Being Open to Inventions from Others -- Opening Offices Abroad -- Community Building -- Wrong Decisions -- Summary -- Exact -- Vision -- Cash Flow -- Technology Choices -- Focus on Marketing -- Overcoming Problems -- Other -- Wrong Decisions -- Summary -- Stabiplan -- Market Emergence and Vision -- Introduce a Lite Version -- Taking Over the Biggest Competitor -- Focus -- Redesigning the Software -- Other -- Wrong Decisions -- Summary -- Sofon -- Standard software -- Internationally Applicable -- Affiliation with Complementary Products -- Other -- Wrong Decisions -- Summary -- GX Software -- Focus -- Partnering Strategy -- Communication -- Internationalization -- Other -- Wrong Decisions -- Summary -- Pallas Athena -- Focusing on Case Management versus Workflow Management -- Becoming a Software Company -- Global Orientation -- Product Acquisition and Product Integration -- Transforming the Company Structure -- Other -- Wrong Decisions -- Summary -- ORTEC -- Starting -- Product Development -- Internationalization -- Other -- Wrong Decisions -- Summary -- E-office -- Starting with a Dream -- Company Structure -- Mobile -- Human Behaviour Consultancy -- Start using Google Products -- How to Make Decisions -- Wrong Decisions -- Summary -- ChipSoft -- Management-by-event -- Product Choices -- Human Resources -- Other -- Wrong Decisions -- Summary -- Syntess Software -- Starting and Finding a Dealer -- Having a Goal -- Extra Office -- Company Culture -- Other -- Wrong Decisions -- Summary -- Planon -- Focusing on Software and Facility Management -- Become Market Leader -- Internationalization -- Product Positioning -- Standardize the Implementation Method -- Wrong Decisions -- Summary -- Ultimo Software Solutions -- Maintenance Management and Flexibility -- Focus -- Switching Database Systems -- Widening and Deepening of the Product -- Company Culture -- Other -- Wrong Decisions -- Summary -- Centric -- The Start of Centric -- Buying a Posting Company -- Rapid Expansion -- Partitioning the Company -- Other -- Wrong Decisions -- Summary -- UNIT4 -- Focus on a Product Strategy -- Standardized Maintenance -- Balancing Short Term Decisions with Long Term Decisions -- Going Public -- Other -- Wrong Decisions -- Summary -- Decision Categories -- Shaping the Company -- Developing the Product -- Establishing the Market -- Going International -- What can be Learned from the Decision Categories -- The Early-life Decision Model for Software Entrepreneurs -- Decision Analysis -- Business Model Canvas -- Managerial Growth Challenge Conceptualization for Small Software Firms -- Discussion -- Conclusion -- References -- Appendix : Early-life Decisions Overview.
520 $a Against a backdrop of high failure rates within the first five years of business, the authors of this volume ask 'what decisions in the early part of a business start-up are perceived as fundamental to the success of companies in the software industry?' Through detailed interviews and analysis of 16 successful software companies, the authors consider this question and establish four categories of decision-making: b5 s shaping the company; b5 s developing the product; b5 s establishing the market; and b5 s going international. The findings in this book show that the decision category 'shaping the company' is the most consistent in its presence among the decisions that are made throughout the entire start-up life of a business, followed by the decisions that relate to 'establishing the market'. The authors present an early-life decision model for software entrepreneurs to provide a complete, simple and attractive summary of the different decision types and categories that influence the success of a product software company. With this model, software entrepreneurs have a reference containing critical business areas for decision making. Entrepreneurs can use this model as a guiding beacon for the decisions they make in their company.
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