Although reports made in May 2010 indicate that Android had outsold Apple iPhones, more recent and current reports of the 2^nd quarter of 2011 made by National Purchase Diary (NPD) on Mobile Phone Track service, which listed the top five selling smartphones in the United States for the months of April-June of 2011, indicate that Apple's iPhone 4 and iPhone 3GS outsold other Android phones on the market in the U. S. for the third calendar quarter of 2011. This was true for the previous quarter of the same year; The iPhone 4 held the top spot.  The fact that the iPhone 4 claimed top spot does not come as a surprise to the analysts; rather, it is a testament to them of how well the iPhone is revered among consumers. The iPhone 3GS, which came out in 2009 outsold newer Android phones with higher screen resolutions and more processing power. The list of the five top selling smartphones is depicted below:

1. Apple iPhone 4
2. Apple iPhone 3GS
3. HTC EVO 4G
4. Motorola Droid 3
5. Samsung Intensity II[1]

Apple’s iPhone also outsold Android devices7.8:1 at AT&T’s corporate retail stores in December. A source inside the Apple company told The Mac Observer that those stores sold some 981,000 iPhones between December 1st and December 27^th 2011, and that the Apple device accounted for some 66% of all device sales during that period (see the pie figure below) . Android devices, on the other hand, accounted for just 8.5% of sales during the same period.

According to the report, AT&T sold approximately 981,000 iPhones through AT&T corporate stores in the first 27 days of December, 2011 while 126,000 Android devices were sold during the same period. Even the basic flip and slider phones did better than Android, with 128,000 units sold.[2] However, it is important to understand that this is a report for one particular environment at a particular period in time. As the first iPhone carrier in the world, AT&T has been the dominant iPhone carrier in the U.S. since day one, and AT&T has consistently claimed that the iPhone is its best selling device.

Chart courtesy of Mac Observer: http://www.macobserver.com/tmo/article/iphone_crushes_android_at_att_corporate_stores_in_december/

A more recent report posted in ismashphone.com, dated January 25 2012, indicated that Apple sold 37 million iPhones in Q4 2011.  It appears that the iPhone 4S really helped take Apple’s handset past competing Android phones. According to research firm Kantar Worldpanel ComTech, Apple’s U.S. smartphone marketshare has doubled to 44.9 percent.[3] Meanwhile, Android marketshare in the U.S. dropped slightly to 44.8 percent. This report means that the iPhone has edged just a little bit past Android in U.S. marketshare. This is occurred after Apple’s Q1 2012 conference call, which saw themselling 37 million handsets. Meanwhile, it’s reported that marketers of Android devices, such as Motorola Mobility, HTC and Sony Ericsson saw drops this quarter.

The mainstay of a corporation is the data that it possesses. By data, I mean its customer base, information about the use of its products, employee roles and responsibilities, the development and maintenance of its product lines, demographics of supporters and naysayers, financial records, projected sales ... It is in the organization of this data that advancements to the bottom line are often realized i.e. the nuggets of gold are found. Defining what is important, properly cataloging the information, developing a comprehensive protocol to access and update this information and discerning how this data fits into the corporate venacular is basis of this data organization and may be the difference between moving ahead of the competition or being the one to fall behind.

Whenever we attempt to develop an Enterprise Rule Application, we must begin by harvesting the data upon which those rules are built. This is by no means an easy feat as it requires a thorough understanding of the business, industry, the players and their respective roles and the intent of the application. Depending upon the scope of this undertaking, it is almost always safe to say that no one individual is completely knowledgeable to all facets needed to comprise the entire application.

The intial stage of this endeavor is, obviously, to decide upon the intent of the application. This requires knowledge of what is essential, what is an add-on and which of all these requirements/options can be successfully implemented in the allotted period of time. The importance of this stage cannot be stressed enough; if the vision/goal cannot be articulated in a manner that all can understand, the knowledge tap will be opened to become the money drain. Different departments may compete for the same financial resources; management may be jockeying for their day in the sun; consulting corporations, eager to win the bid, may exaggerate their level of competency. These types of endeavors require those special skills of an individual or a team of very competent members to be/have a software architect, subject matter expert and business analyst.

Once the decision has been made and the application development stages have been defined, the next step is to determine which software development tools to employ. For the sake of this article, we will assume that the team has chosen an object oriented language such as Java and a variety of J EE components, a relationsional database and a vendor specific BRMS such as Blaze Advisor. Now, onto the point of this article.

No industry is as global as software development.  Pervasive networking means that software developers can, and do, work from anywhere. This has led many businesses to hiring development subcontractors in other countries, aiming to find good development talent at lower prices, or with fewer hassles on entry into the US.

While this is an ongoing and dynamic equilibrium, there are compelling reasons for doing software development in the United States, or using a hybrid model where some parts of the task are parceled out to foreign contractors and some are handled locally.

Development Methodologies

The primary reason for developing software overseas is cost reduction. The primary argument against overseas software development is slower development cycles. When software still used the "waterfall" industrial process for project management (where everything is budgeted in terms of time at the beginning of the project), offshoring was quite compelling. As more companies emulate Google and Facebook's process of "release early, update often, and refine from user feedback," an increasing premium has been put on software teams that are small enough to be agile (indeed, the development process is called Agile Development), and centralized enough, in terms of time zones, that collaborators can work together. This has made both Google and Facebook leaders in US-based software development, though they both still maintain teams of developers in other countries tasked with specific projects.

Localization For Americans

The United States is still one of the major markets for software development, and projects aimed at American customers needs to meet cultural norms. This applies to any country, not just the U.S. This puts a premium on software developers who aren't just fluent in English, but native speakers, and who understand American culture. While it's possible (and even likely) to make server-side software, and management utilities that can get by with terse, fractured English, anything that's enterprise-facing or consumer-facing requires more work on polish and presentation than is practical using outsourced developers. There is a reason why the leaders in software User Interface development are all US-based companies, and that's because consumer-focused design is still an overwhelming US advantage.

Ongoing Concerns

The primary concern for American software development is talent production. The US secondary education system produces a much smaller percentage of students with a solid math and engineering background, and while US universities lead the world in their computer science and engineering curricula, slightly under half of all of those graduates are from foreign countries, because American students don't take the course loads needed to succeed in them. Software development companies in the United States are deeply concerned about getting enough engineers and programmers out of the US university system. Some, such as Google, are trying to get programmers hooked on logical problem solving at a young age, with the Summer of Code programs. Others, like Microsoft, offer scholarships for computer science degrees.

Overall, the changes in project management methodologies mean that the US is the current leader in software development, and so long as the primary market for software remains English and American-centric, that's going to remain true. That trend is far from guaranteed, and in the world of software, things can change quickly.

The name placard in your cube might not say anything about sales, but the truth is that everyone, employed as such or not, is a salesperson at some point every single day. In the traditional sense, this could mean something like pitching your company’s solutions to a client. In the less-traditional sense, it could mean convincing your child to eat their vegetables. Yet for those two drastically different examples and everything in between, there is a constant for successful sellers: unveiling the “Why.”

Spending time and energy making prospects understand why you do what you do instead of exactly what it is you do or how you do it is not a new concept. But I’m a firm believer that proven concepts, no matter how old and frequently referenced they are, can’t be repeated enough. This idea has recently and fervently been popularized by marketer, author, and thinker extraordinaire Simon Sinek via his 2009 book, Start With Why. You can learn about him here on Wikipedia or here on his site. To begin, let me suggest that you watch Sinek’s TED talk on Starting With Why here on YouTube before reading any further. I’ll let him take care of the bulk of explaining the basics, and then will offer some ideas of my own to back this up in the real world and explore the best ways to start thinking this way and apply it to your business.

First, a little on me. After all, if I were to practice what Sinek preaches, it would follow that I explain why it is I’m writing this piece so that you, the reader, not only have a good reason to pay attention but also understand what drives me on a deeper level. So, who am I? I’m an entrepreneur in the music space. I do freelance work in the realms of copywriting, business development, and marketing for artists and industry / music-tech folks, but my main project is doing all of the above for a project I’ve been on the team for since day one called Presskit.to. In short, Presskit.to builds digital portfolios that artists of all kinds can use to represent themselves professionally when pitching their projects to gatekeepers like label reps, casting directors, managers, the press, etc. This core technology is also applicable to larger entertainment industry businesses and fine arts education institutions in enterprise formats, and solves a variety of the problems they’re facing.

Not interesting? I don’t blame you for thinking so, if you did. That’s because I just gave you a bland overview of what we do, instead of why we do it. What if, instead, I told you that myself and everyone I work with is an artist of some sort and believes that the most important thing you can do in life is create; that our technology exists to make creators’ careers more easily sustainable. Or, another approach, that we think the world is a better place when artists can make more art, and that because our technology was built to help artists win more business, we’re trying our best to do our part. Only you can be the judge, but I think that sort of pitch is more compelling. It touches on the emotions responsible for decision making that Sinek outlines in his Ted Talk, rather than the practical language-based reasons like pricing, technicalities, how everything works to accomplish given goals, etc. These things are on the outside of the golden circle Sinek shows us for a reason – they only really matter if you’ve aligned your beliefs with a client’s first. Otherwise these kind of tidbits are gobbledygook, and mind-numbingly boring gobbledygook at that.