This paper addresses the problem of identifying success factors for new innovative software products to enter the market. A model for marketing innovative software products (MISP) that has evolved from Moore’s (2002) ‘crossing the chasm’ metaphor is discussed. Catalysts and barriers that are relevant in the context of MISP throughout the first stages of a technology adoption life cycle from innovators to the early majority have been identified. A case study method has been adopted to apply this model to a small innovative software organisation in New Zealand. Exploratory research was chosen to investigate the phenomenon under consideration. The research illustrates an exploratory single case study applying a deductive framework approach.
In this study it is suggested that the exploitation and saturation of each stage of the adoption life cycle is critical for overall product success. Relevant catalysts and barriers vary in each phase of the adoption life cycle which requires an alignment of respective marketing strategies. The factor sets that emerged from a literature review were extended by factors identified from case analysis. It has been discovered that participants’ perceived stage may vary from the actual stage of adoption. The barriers and catalysts perceived by each employee vary perhaps because of a lack of marketing competencies and different world views. Potential areas for change have been identified and future directions are made for this particular SME.
Hill, Linda and Fielden, Kay, "Marketing Innovative Software: A New Zealand Case Study" (2007). PACIS 2007 Proceedings. 17.