Business of Software Blog

Remove bottlenecks from your code: ANTS Profiler 4 early access program

A few months ago we bit the bullet and decided to re-write ANTS Profiler, Red Gate's .net code profiling application. ANTS Profiler 3 was good, but AP4 is going to be remarkable. It's faster (between 5 and 30 times, depending on what you're doing); easier to use (we interviewed and videoed tens of users, and gathered data from hundreds, if not thousands, while designing AP4); and has a great timeline feature (you can highlight areas of high cpu and just see the code that was executed in those time slots).

We've now got a public build available. It's still a very early version but there's enough there for it to be useful. We're going to be releasing weekly builds from now on, so keep an eye out.

If you're writing .net code and want to find bottlenecks in your application, then either read Bart's post for some more information, or go straight to the messageboards to download the early build of ANTS Profiler 4.

Seth Godin action figure photo competition - an update

Last week I kicked off a Seth Godin action figure photo competition. I'll keep it open for a few more days and announce the winner early next week. It's not too late to enter.

The entries are so good I think I may well have to hand out several prizes. The weirdest photo category will be particularly hard fought.

So far Jim Kring, Tom Randle, Mr Flibble, embe and s3a have all submitted photos.

If you want to see Seth being attacked by a teddy bear, upside down in a glass of cider, posing as Lenin, reading his little book of marketing secrets or tied up as Darth Vader's prisoner then check out the photos on the original competion post.

Interview between Peter Day and Michael Moritz

I heard this interview with Michael Moritz, the Sequoia Capital venture capitalist, on Radio 4 the other day. It's well worth 30 minutes of your time. Moritz talks about his journey from childhood in Wales, history degree at Oxford, journalist for Time magazine and on to Sequoia where he has invested in, among other companies, Google, Apple, Yahoo!, PayPal and Cisco.

Here's an excerpt (apologies for the ropey and inaccurate transcript):

Peter Day: Many investors throw their money at lots of investment targets, hope that two or three will be survivors and that one will be a superstar success.

Michael Moritz: That isn't how things are done at Sequoia. It's not the way you think of it. Every single time you write a cheque you expect, or pray, depending on your inclination, for that investment to succeed.

You can hear the interview as .ram streaming audio, or a downloadable mp3 (note the interview doesn't start until about a minute in). The Radio 4 web page is here.

Seth Godin action figures: a photo competition

I learned some time ago - and this has been reinforced many times since - that my sense of humour is not a good guide to marketing decisions. Luckily, other people at Red Gate quickly overrule me any time I try to get involved in marketing. That's why, if you visit Red Gate's stand at Tech Ed this June, you'll get a funky Red Gate t-shirt rather than a cool pair of Red Gate underpants.

Occasionally, and regrettably, I get my own way though. And that's almost always a mistake. That's why I sent out 140 Seth Godin dolls out to last year's attendees of Business of Software 2007. Seth is speaking at Business of Software 2008, and I thought this would be a really cool way of getting people who came last year to sign up to this year's conference.

They seem to have sunk without trace.

Or have they? I want to find out. I'm running a photo competition. If you have a Seth Godin doll (from me, or maybe you have one anyway) then e-mail a photo of your Seth doll to me at neil.davidson@businessofsoftware.org, and I'll post it up.  The more interesting the better. Assuming that anybody enters (a big assumption), I'll send out a copy of one of Seth's books to what I judge to be the best photo.

[Update: you can't post images in typepad comments so you'll need to e-mail me the photo and I'll post it up]

The entries

Jim Kring:

My entries:

Here is Tom Randle's entry:

You can see another of Tom's Seth Godin photos, and read the story behind this one, at Tommy Toast's flickr stream.

Mr Flibble's entry:

Mr Flibble's flickr stream is well worth a look too.

These three are from embe:

This one from s3a is called I said bring me a Sith, with an i!

You can find a larger version at s3a's flickr stream.

Mr Flibble saw s3a's entry and was inspired to send in two more entries:

Another one from s3a:

Embarcadero buy CodeGear

I've just learned that Embarcadero are planning on buying CodeGear, the Borland division that's responsible for their developer tools (but not the more enterprisey application lifecycle management stuff). They're paying $23m.

Embarcadero currently have revenues of $60m but expect the merged companies to have revenues of $100m. So they're buying annual revenues of $40 for $23m. That's an interesting multiple.

Earlier this month, Thoma Cressey Bravo, the private equity firm that owns Embarcadero, agreed to buy InstallShield and FlexNet from Macrovision for $200m and form a new company called Acresso. Given Thoma Cressey Bravo's stated aim of 'creating value through the strategic use of acquisitions to accelerate business growth' I wouldn't be surprised if Acresso buys Embarcadero, or vice versa, some time soon.

It's a business model that I find a bit fishy. If I thought that Thoma Cressey Bravo's plan was to heave CodeGear back to greatness then I'd think differently. But I suspect that they're more interested in the quick buck. They're taking slightly shabby, flabby companies that are stumbling into decline and gluing them together, hoping they'll stick long enough for a 12-month increase in sales followed by a re-float or trade sale and an enormous profit. It's like taking an apple, an orange and a banana, banging them together and calling it a fruit salad.

What do you think of the acquisition? What does it mean for CodeGear? Post here ...

[Disclosure: Embarcadero are theoretically a competitor of Red Gate, but our paths don't cross much]

Remove the safety net: why making a fool of yourself is a good thing

When I was 12 years old, Mr Pretorius, my sadistic, South African high jump teacher, favoured a triangular, metal high jump bar over the usual fibreglass pole or bamboo stick. He would have wrapped it in barbed wire if he could: his theory was that failure should be painful but rare. The more that failure hurt, the less likely it became. My fear of knocking the bar off and landing back-first on its skin-scraping metal corners would spur me on to jump ever-increasing heights. Of course, since it was physical ability rather than mental toughness that held me back, the only thing it spurred me to do was to give up high jump classes as soon as possible.

Although Mr Pretorius was wrong, there is a kernel of an interesting idea here. In many cases it's not our lack of ability that stops us succeeding. We fail because we don't bother getting started; or once we start we don't stick at it; or we don't really want to succeed; or playing just one more game of Mario Kart is more appealing than knuckling down and solving that knotty problem.

People often say they fear failure, but it's not failure they fear but failing in public. Failing in private, when nobody finds out, is easy: making a total tit of yourself in front of strangers or - even worse - people you respect is scary. It's something most of us will do almost anything to avoid.

We can take this fear of failure and flip it round so it becomes a powerful motivator. Here's my suggestion: to succeed, put yourself in a position where failure is publicly embarrassing.

On the Joel on Software forums, people often post asking if they should start their Micro ISV, or they're earning some money and should they go full time. I say just go for it. But don't tip-toe half-heartedly into it, telling nobody and keeping the safety net of the day job. That's not going to help you succeed. Jump into it head-first, shouting and screaming; tell the world what you're going to do.If you fail, people will point at you and mock you, snigger at your misguided audacity and say they always knew it was never going to work. You don't want that, so you're more likely to succeed.

Here's an example I've used before. At last year's Business of Software conference there was a point when it wasn't looking good. I only had 30 attendees signed up. I - and people I trusted - were questioning its viability. The least risky option would have been to quietly back down and cancel. But I decided to go ahead, knowing that there was a reasonable chance that the conference would flop and that I'd embarrass myself. That was the psychological turning point: it was the moment that I made an absolute commitment to running the conference, no matter what the consequences, or how foolish I'd end up looking. It was also the moment that things started to pick up, and I don't think that was a coincidence.

If you're feeling really brave you can artificially raise the stakes. Make a stupid, public bet, for example. Want to leave your day job but aren't sure that you'll succeed? Tell people that you're going to run through the streets of New York in a gorilla suit if you haven't given up work and made your first sale by this time next month. That should be a powerful motivator. Let me know how it goes.

So go on: be bold, and risk making a tit of yourself.

What the recession means for the software business: five things to think about

Today's guest post is from Dan Nunan. Dan is Chief Marketing Officer at Red Gate, an advisor to several UK government bodies on marketing and a visiting lecturer at Cranfield university. He also spoke at Business of Software 2007. This is a re-post: unfortunately I had to pull the original.

Did you hear the one about the French guy who bet $73billion on the stock market and lost? You have? Of course. Financial doom and gloom has, primaries aside, been front page news for weeks. The general consensus is that a recession is inevitable in North America, and very likely in Europe. So let us assume that the economic pundits break a habit of a lifetime, and actually get this one right. What might it mean for folks in the software business? Here are five things to think about.

1. Overall, recessions aren’t good news
Let’s start by being pessimistic, and look at what happened to the software business in previous downturns. In 2000/2001 firms that got into trouble lacked a viable business model, weren’t able to generate cash, and relied on too much external funding. In short, the sort of things that will drive businesses to the wall even in good economic times. So, let's go back to the last ‘proper’ recession in the early 1990’s. The software business was much smaller then, but in his book ‘The Business of Software’ Michael Cusumano describes at length how in the early 1990’s recession companies reliant on product revenue were harder hit than those who had substantial services revenue, such as renewals on support contracts or consultancy agreements.

The bulk of software spend comes from business rather than consumer markets, and Gartner is already advising CIOs to have a plan ready for making cuts in 2008. But the CTO/CIO can only cut what s/he knows about. So if you sell at the enterprise level, and require senior management sign-off, then expect a harder sell and longer sales cycles over the next year. If your sales are ‘under the radar’, such as on corporate credit cards, then things might not be so bad. However, companies are increasingly aware of their expenses bills. Management consultants will point to personal expenses as an easy target for cuts, as it has the smallest impact on customers or staff.  It's expenses like 1st class flights, not to mention the all-important team building events in luxury hotels, that the bean counters are after but software purchases will inevitably be caught in the crossfire.

2. Get some perspective
When economic pundits talk about recessions they are talking about a whole economy. Unless you are responsible for a whole economy – and I’m guessing you aren’t – then you should be more interested in your own business. Say the economy shrinks by 3%. This would be bad, although hardly Armageddon. Does that mean that your business will shrink by 3%? No. The macro economic climate is just one of the factors that decide how well your business does, and it’s probably not even the most important factor. If you write software, the provision, or lack of, high quality snacks and caffeinated beverages for developers will probably have more than a 3% impact on the bottom line. Great software, produced for the right market is still going to count for a lot. Looking at the current forecasts from big software firms, a software recession might just mean that things don’t grow as quickly as they have done over the last few years.

3. Don’t panic
Douglas Adams was right. If you walk around the office constantly reminding people of how bad the economy is and how uncertain their jobs are, don’t be surprised if your best people start to have other ideas. The last time a recession loomed in the US applications for business schools went up 70%. Talk about ‘battening down the hatches’ and even the best employees are going to start revisiting those alternative career plans that sit at the back of everyone’s mind. Whether it’s doing an MBA, setting up a Web 2.0 organic chicken farm, or fulfilling that life long dream of starting a brewery, good people always have options. So stay focused on your business.

4. Less is more
Research shows that in smaller companies innovation is more likely to happen in an environment of limited resources. As companies grow, inefficiency creeps in. It becomes about “what’s the easiest way to spend” rather than “how do we get the most out of this money”. As more technical employees become available, miraculously the number of resources required for projects goes up. Marketing starts talking about superbowl ads, and you notice a drastic reduction in the golf handicap of your best salespeople. Having to make do with more limited resources means that your people are more likely to find those innovative solutions to problems that require persuasion rather than just checkbooks.

5. Think ahead
Conventional wisdom says that a recession is a terrible time for business, but economic downturns don’t last forever. But, assuming you are in the right market, a recession is a great time to grow market share. Some of the most successful businesses ignored the news and kept investing through a recession, whilst their competitors were busy scaling back. If you have a strong balance sheet, and your competitors are short of funding, then they are likely to become increasingly short-term in their outlook. It’s also a great time to think about opportunities and attack the new markets that your competitors are scared of.  Build a reputation as a company that’s ambitious and growing and you’ll find also find that recessions are a great time to hire.

Meanwhile, make the most of the $1 coffee at Starbucks whilst it lasts...

Business of Software 2008 - a quick update

Here's a quick update on Business of Software 2008. In case you weren't aware, Joel Spolsky and I are running this conference in Boston, September 3rd - 4th. We've got some great speakers lined up including Seth Godin, Eric Sink, Jason Fried and Joel himself. You can find out more at www.businessofsoftware.org.

Since I last blogged about the conference, I've signed up one more speaker. Tom Jennings is a Managing Director at Summit Partners. It's odd how we've all got a lazy stereotype of the venture capitalist as the sharp-suited, good-haired, smooth-talking, count-your-fingers-after-shaking-hands, wheeler-dealer vulture out to shaft the entrepreneur and make a quick buck, yet I've never actually met any who fit that description (although, without fail, they do have great hair). All the venture capitalists I've met have been urbane, smart, articulate, thoughtful people doing their best to help entrepreneurs build successful businesses. It's not a route I agree with, but I understand why people take it. That's why I've asked Tom to speak on "Why everything you've ever heard about venture capital is wrong". It'll be a good talk.

In case you've missed it, we're running a Pecha Kucha competition. If you want the chance to present 20 slides in 6 minutes 40 seconds, a rigorous and hopefully vigorous 20 seconds per slide, or even just find out what Pecha Kucha is then visit www.businessofsoftware.org/pechakucha.asp

Registrations are going well. The early signs are that we're going to fill the 392 seat auditorium that we've got available to us, so if you want to book then don't hang about. So far, we've got people from some 20 US states, from Alaska to Florida, and eight countries (Australia, Poland, Ireland, USA, Canada, Belgium, Sweden and the UK). It'll be a good, international mix of people with plenty in common but enough to set them apart for things to be interesting. Judging by people's job titles the attendees include software developers, CTOs, founders, CEOs, consultants, VPs and product managers so that's good too.

I've got a couple more speakers I'd like to invite, so if you want to keep up to date then use the link below to subscribe to the RSS feed.

See you in Boston!

It was a dark and stormy night

Elmore Leonard once wrote that the key to great writing is to leave out the boring bits that people skip.

Hemingway wrote that "The first draft of anything is shit."

Robert McKee: "No one has to see your failures unless you add vanity to folly and exhibit them."

Hawthorne: "Easy reading is damn hard writing."

I think there are obvious parallels in software development, which I won't spell out. Leonard also said never to start a book with a description of the weather. If I could shoe-horn that into a software development analogy then I would.

The short and the long of it - why locking in your customers can be bad for you

A couple of weeks ago I blogged about some brilliant advertising I saw at a petrol station. The increasing petrol (gas) prices are an interesting illustration of how pricing changes people's behaviour. Here in the UK, petrol is about £1.20 a litre. That works out at around $9 for a US gallon. How will people react? And what has that got to do with software? I'll try to explain.

To understand people's behaviour, it's useful to differentiate between the short and the long term. In the short term, we'll cycle more, drive less and share cars. There's not much more we can do about the money we spend on fuel while we're stuck with our current cars. In the long term, however, we have other options. If fuel prices remain high then, as we replace our cars, we'll ditch our SUVs and buy hybrids, or more fuel efficient cars.

If you're Shell, or Exxon, or the UK government (more than 60% of the price of petrol is tax in the UK) then these are heady days. In the short term, your customers have no choice but to buy your product. For now, we're locked in to petrol. The costs of switching (to a cheaper car, or to alternate fuels) are too high to be feasible, in the short term. In the long term, that changes.

Locking in your customers muffles an important signal. As I've blogged about before, getting negative feedback is hard. If your customers are locked in then you can maltreat them and not notice their squeals. Prod them with pointy sticks and they might rattle the bars of their cages but they're safely locked in and cannot leave. One day they'll break the lock and escape and then you'll have a horde of unhappy ex-customers on the loose. It's much better to have willing customers than hostages.

I write from personal experience. A few years ago, I chose InstallShield as the installer for Red Gate's products. Bad decision. It became apparent, quickly, that it's a shoddy product. Each heftily priced new version introduced unwanted new features while old features remained untested and buggy. Always one to make the same mistake twice, I signed up to their hosted update 'service' (I use the word loosely) and had the same experience. By the time I realised I'd made a dumb decision I was locked in. Our installers all used InstallShield, and the switching costs were high. But I was only locked in for the short term: in the long term - and it was too long - we switched to Wix. Because I was locked in, it was easy for InstallShield to ignore my feedback, and they ignored it impressively actively. Presumably, sales were up and life was good. But only in the short term.

If your customers are locked in then be careful. Look after them, and keep an ear out for the rattling of cages.