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Matthias Bertram

The Strategic
Role of Software
Customization
Managing Customization-Enabled
Software Product Development
The Strategic Role of Software
Customization
Matthias Bertram

The Strategic
Role of Software
Customization
Managing Customization-Enabled
Software Product Development
Foreword by Prof. Dr. Harald von Korflesch
Matthias Bertram
Koblenz, Germany

Dissertation Universität Koblenz-Landau, 2016

ISBN 978-3-658-14857-7 ISBN 978-3-658-14858-4 (eBook)

DOI 10.1007/978-3-658-14858-4

Library of Congress Control Number: 2016945106

Springer Gabler
© Springer Fachmedien Wiesbaden 2016
This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part
of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission
or information storage and retrieval, electronic adaptation, computer software, or by similar or
dissimilar methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are exempt
from the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this
book are believed to be true and accurate at the date of publication. Neither the publisher nor the
authors or the editors give a warranty, express or implied, with respect to the material contained
herein or for any errors or omissions that may have been made.

Printed on acid-free paper

This Springer Gabler imprint is published by Springer Nature

The registered company is Springer Fachmedien Wiesbaden GmbH
This thesis is dedicated to my father

Reinhold Bertram
(1952-2014)
Foreword

Over the past decade, the software industry has developed three types of
business logic: (1) the software product business, (2) the software service
business and (3) the hybrid business. On the one hand firms following soft-
ware product business logic develop highly standardized software products
that are sold to a mass of customers in the market with limited or even with-
out additional services. On the other hand firms that follow a software service
logic develop software in the form of projects for one specific customer, which
is implemented for that customer’s IT landscape. However, the distinction
between the software product and service businesses is not exclusive. Many
companies that develop professional software products for the business-to-
business market usually apply a hybrid business logic. They develop a core
product that encapsulates common functionalities for their customers’ busi-
nesses and also offer additional customization services to adapt their product
to customers’ needs. These software companies are challenged with specific
issues from the software product and software project business logic.

Due to its economical and technological relevance, software product devel-

opment and its adaption to customer needs has been the focus of researchers
and managers in recent years. Researchers from the fields of computer science
and information systems alike have contributed on various topics, such as the
software development process, characteristics of software products, customer-
specific software implementation, adaption or maintenance, customer inte-
gration in software development and implementation. Although existing re-
search contributes to explaining software development and customer-specific
viii Foreword

adaption mechanisms, it largely neglects to explain the influence of customer-

specific adaption on software product development and how software vendor
firms align their software product management and customization activities.

To address this question, two qualitative investigations first draw on the

conceptual foundation of the resource-based view of the firm, such as re-
sources and capabilities as well as the dynamic capabilities theory. The first
qualitative investigation focuses on vendor and customer firms to develop
an in-depth understanding of the value of software customization as well as
the vendor resources and capabilities necessary to successfully provide cus-
tomization services. This investigation can be regarded as a pilot study that
aims to develop an in-depth understanding of software customization as pro-
vided by vendor firms. The second qualitative investigation builds on the
results from the first investigation and focuses on the dynamic capabilities
necessary to generate a temporary competitive advantage from customiza-
tion processes. This investigation can be regarded as an elaborative study
that centers on software customization as an important innovation driver for
software product management.

With this book Matthias Bertram contributes to the understanding of

software product management by focusing on a part that has not received
much attention yet: the strategic role of software product customization for
software product development.

This book is Matthias Bertram’s doctoral thesis at University of Koblenz-

Landau and depicts a starting point of a fruitful career. While wishing the
readers the same interesting insights I had when reading Matthias’ disserta-
tion, I can recommend it to academics and practitioners alike.

Prof. Dr. Harald von Korflesch

Koblenz, Germany
Preface

I would like to thank my mother Gisela, my brothers Christian and Markus,

and my sister Stephanie, for their support and encouragement over the years.

Furthermore, I would like to thank:

– my advisor Prof. Dr. Harald von Korflesch, for giving me the freedom
to be creative within my thesis and supporting me with fruitful feedback
where necessary,

– my co-advisor Prof. Dr. Susan Williams, for her support and helping
me to become a better qualitative researcher,

– my good friend Prof. Dr. Mario Schaarschmidt, for his critical, but
always constructive feedback on my work. But mostly for his friendship
over the last 15 years,

– my fellow PhD students and colleagues, for our talks and discussions.

Matthias Bertram
Dernau, Germany
Contents

Foreword vii

Preface ix

List of figures xix

List of tables xxiii

1 Introduction: The neglected role of customization for soft-

ware product management 1

1.1 The business of software . . . . . . . . . . . . . . . . . . . . . 1

1.1.1 Tailor-made and software product development . . . . . . . 3

1.1.2 The role of software customization in the software business . 7

1.1.3 Managing software product development . . . . . . . . . . . 10

1.1.3.1 Terms and definitions . . . . . . . . . . . . . . . . . . . . 11

1.1.3.2 The role of the product manager . . . . . . . . . . . . . . 14

1.1.3.3 Software product management artifacts, stakeholders and

core competences . . . . . . . . . . . . . . . . . . . . . . . 16

1.1.3.4 Software product management within the company . . . . 22

xii Contents

1.2 Research relevance, research aim, and research questions . . . 26

1.3 Anchoring in the philosophy of science . . . . . . . . . . . . . 28

1.4 Research design and dissertation outline . . . . . . . . . . . . 33

1.4.1 Research design . . . . . . . . . . . . . . . . . . . . . . . . . 33

1.4.2 Dissertation outline . . . . . . . . . . . . . . . . . . . . . . . 34

2 Literature review: Software customization in the informa-

tion systems literature 41

2.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

2.2 Concepts of customization . . . . . . . . . . . . . . . . . . . . 43

2.2.1 Existing concepts of customization . . . . . . . . . . . . . . 43

2.2.2 Software customization - a working definition . . . . . . . . 48

2.3 Systematic literature analysis . . . . . . . . . . . . . . . . . . 50

2.4 The duality of software customization in IS research . . . . . . 55

2.4.1 Customization as a form of product delivery . . . . . . . . . 55

2.4.2 Customization as a form of co-creation of value . . . . . . . 58

2.5 The reciprocal nature of software customization . . . . . . . . 58

2.6 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

3 Theoretical foundation: The resource-based view (RBV)

of the firm 67

3.1 Origins and development of the RBV . . . . . . . . . . . . . . 68

3.1.1 Introduction stage: Conceptual foundation of the RBV . . . 69

3.1.2 Growth stage: Characteristics of resources and capabilities . 75

3.1.3 Maturity stage: From a view to a theory of the firm . . . . . 79

Contents xiii

3.2 Theoretical extensions of the RBV . . . . . . . . . . . . . . . 82

3.2.1 The knowledge-based view (KBV) of the firm . . . . . . . . 82

3.2.2 High-velocity environments and dynamic capabilities . . . . 86

3.2.3 Firm-level value creation and capture . . . . . . . . . . . . . 90

3.3 The RBV as a complement to the theory of the firm . . . . . . 94

3.4 Challenges of applying the RBV . . . . . . . . . . . . . . . . . 98

3.5 Summary and theoretical lens . . . . . . . . . . . . . . . . . . 102

4 Qualitative investigation I: Exploring software customiza-

tion from the vendors’ and customers’ perspectives 103

4.1 Empirical setting and data collection . . . . . . . . . . . . . . 105

4.1.1 Sample characteristics . . . . . . . . . . . . . . . . . . . . . 106

4.1.2 Interview guide . . . . . . . . . . . . . . . . . . . . . . . . . 109

4.2 Data analysis and interpretation . . . . . . . . . . . . . . . . . 112

4.2.1 Analytical lens . . . . . . . . . . . . . . . . . . . . . . . . . 112

4.2.2 Coding cycles . . . . . . . . . . . . . . . . . . . . . . . . . . 114

4.2.3 Descriptive results . . . . . . . . . . . . . . . . . . . . . . . 116

4.2.3.1 First and second coding cycle . . . . . . . . . . . . . . . . 117

4.2.3.2 Third coding cycle . . . . . . . . . . . . . . . . . . . . . . 117

4.3 Findings and discussion . . . . . . . . . . . . . . . . . . . . . 121

4.3.1 Strategic resources for software customization . . . . . . . . 121

4.3.1.1 Customer business and market knowledge . . . . . . . . . 121

4.3.1.2 Customization management knowledge and experience data126

4.3.1.3 Product functionality and flexibility . . . . . . . . . . . . 128

xiv Contents

4.3.1.4 Product related software development assets . . . . . . . . 130

4.3.2 Distinctive capabilities for software customization . . . . . . 131

4.3.2.1 Business analysis and interpretation capabilities . . . . . . 131

4.3.2.2 Customer integration and expectation management . . . . 133

4.3.2.3 Requirements management and negotiation capability . . 134

4.3.2.4 Future-proof solution design . . . . . . . . . . . . . . . . . 134

4.3.2.5 Solution deployment and initialization . . . . . . . . . . . 135

4.3.2.6 Solution adjustment capability . . . . . . . . . . . . . . . 136

4.3.2.7 Typology of customization capabilities . . . . . . . . . . . 136

4.3.3 Values from software customization . . . . . . . . . . . . . . 138

4.3.3.1 Use value in software customization . . . . . . . . . . . . . 138

4.3.3.2 Exchange value in software customization . . . . . . . . . 145

4.4 Summary and discussion . . . . . . . . . . . . . . . . . . . . . 154

5 Qualitative investigation II: Elaborating the strategic role

of customization for software product development 157

5.1 Empirical setting and data collection . . . . . . . . . . . . . . 158

5.1.1 Site description . . . . . . . . . . . . . . . . . . . . . . . . . 159

5.1.1.1 Company Alpha . . . . . . . . . . . . . . . . . . . . . . . 160

5.1.1.2 Company Beta . . . . . . . . . . . . . . . . . . . . . . . . 162

5.1.2 Primary and secondary data . . . . . . . . . . . . . . . . . . 166

5.1.3 Interview guide . . . . . . . . . . . . . . . . . . . . . . . . . 167

5.2 Data analysis and interpretation . . . . . . . . . . . . . . . . . 171

5.2.1 Analytical lens and coding approach . . . . . . . . . . . . . 171

Contents xv

5.2.2 Descriptive results . . . . . . . . . . . . . . . . . . . . . . . 174

5.3 Findings and discussion . . . . . . . . . . . . . . . . . . . . . 178

5.3.1 Cases’ product and customization characteristics . . . . . . 178

5.3.1.1 Company Alpha . . . . . . . . . . . . . . . . . . . . . . . 178

5.3.1.2 Company Beta . . . . . . . . . . . . . . . . . . . . . . . . 183

5.3.2 Overall conceptual framework . . . . . . . . . . . . . . . . . 188

5.3.3 Sensing capability . . . . . . . . . . . . . . . . . . . . . . . . 188

5.3.3.1 Collect, structure and store customer requests . . . . . . . 190

5.3.3.2 Evaluate customer requests . . . . . . . . . . . . . . . . . 193

5.3.3.3 Consolidate customer impulses from the existing installed

base . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195

5.3.3.4 Consolidate additional perspectives on customer impulses 198

5.3.4 Seizing capability . . . . . . . . . . . . . . . . . . . . . . . . 202

5.3.4.1 Provide multiple revenue models for software feature im-

plementation . . . . . . . . . . . . . . . . . . . . . . . . . 203

5.3.4.2 Maintain standardized product architecture and develop-

ment infrastructure . . . . . . . . . . . . . . . . . . . . . . 205

5.3.4.3 Maintain a standardized and revisable communication in-

frastructure . . . . . . . . . . . . . . . . . . . . . . . . . . 208

5.3.4.4 Maintain a standardized and automatized release infras-

tructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210

5.3.5 Reconfiguration capability . . . . . . . . . . . . . . . . . . . 214

5.3.5.1 Modularize product and service features . . . . . . . . . . 215

5.3.5.2 Standardize customer solutions . . . . . . . . . . . . . . . 217

xvi Contents

5.3.5.3 Maintain knowledge base on customer, market and inter-

nal requests . . . . . . . . . . . . . . . . . . . . . . . . . . 219

5.3.5.4 Evaluate and adapt internal processes and business models 221

5.4 Project typology in the hybrid software business . . . . . . . . 225

5.4.1 Solution delivery projects (SDP) . . . . . . . . . . . . . . . 227

5.4.2 Business support projects (BSP) . . . . . . . . . . . . . . . 229

5.4.3 Technology support projects (TSP) . . . . . . . . . . . . . . 230

5.4.4 Undefined projects (UP) . . . . . . . . . . . . . . . . . . . . 231

5.5 Research quality and evaluation . . . . . . . . . . . . . . . . . 232

5.6 Summary and discussion . . . . . . . . . . . . . . . . . . . . . 233

6 Conclusion: Summary, contributions and implications, lim-

itations and outlook 235

6.1 Summary of research and contributions . . . . . . . . . . . . . 235

6.1.1 Research motivation and approach . . . . . . . . . . . . . . 235

6.1.2 Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . 240

6.1.2.1 Customization framework . . . . . . . . . . . . . . . . . . 242

6.1.2.2 Productization framework . . . . . . . . . . . . . . . . . . 243

6.1.2.3 Integrated framework and project types . . . . . . . . . . 245

6.2 Implications for management and theory . . . . . . . . . . . . 246

6.2.1 Theoretical implications . . . . . . . . . . . . . . . . . . . . 246

6.2.2 Managerial implications . . . . . . . . . . . . . . . . . . . . 249

References 253
Contents xvii

A Introduction: The neglected role of customization for soft-

ware product management 277

B Qualitative investigation I: Exploring software customiza-

tion from a vendors’ and customers’ perspective 287

C Qualitative investigation II: Elaborating the strategic role

of customization for software product development 295
List of Figures

1.1 Types of software business logic . . . . . . . . . . . . . . . . . 3

1.2 The role of software customization for software product devel-

opment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

1.3 Software product management spans the entire product life

cycle (see Ebert 2009) . . . . . . . . . . . . . . . . . . . . . . 16

1.4 Core competences of SPM (see van de Weerd et al. 2006;

Bekkers et al. 2010) . . . . . . . . . . . . . . . . . . . . . . . . 18

1.5 The software product management body of knowledge (SPM-

BoK) (see International Software Product Management As-
sociation 2014) . . . . . . . . . . . . . . . . . . . . . . . . . . 23

1.6 The role of software product development for software cus-

tomization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

1.7 Overview of research design . . . . . . . . . . . . . . . . . . . 35

2.1 Types of literature review based on (Huff 2009) . . . . . . . . 51

2.2 Phases of initial literature analysis . . . . . . . . . . . . . . . 52

2.3 The concept of customization in the IS literature . . . . . . . 64

3.1 Conceptual contributions during the introduction stage . . . . 70

xx List of Figures

3.2 Conceptual contributions during the growth stage . . . . . . . 76

3.3 Conceptual contributions during the mature stage . . . . . . . 80

3.4 Transition of use and exchange value based on Bowman and

Ambrosini (2000) . . . . . . . . . . . . . . . . . . . . . . . . . 92

3.5 Firm-level value creation and capture based on Lepak et al.

(2007) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

3.6 Overview of the RBV and the theoretical lens . . . . . . . . . 102

4.1 The integration of qualitative investigation I in the overall

research design . . . . . . . . . . . . . . . . . . . . . . . . . . 104

4.2 Top-down and bottom-up research approaches . . . . . . . . . 113

4.3 Codings in vendor and customer interviews . . . . . . . . . . . 117

4.4 Codings in theoretical concepts . . . . . . . . . . . . . . . . . 118

4.5 Second coding cycle: Values . . . . . . . . . . . . . . . . . . . 119

4.6 Second coding cycle: Resources . . . . . . . . . . . . . . . . . 119

4.7 Second coding cycle: Capabilities . . . . . . . . . . . . . . . . 120

4.8 Resulting overall framework . . . . . . . . . . . . . . . . . . . 122

4.9 Software product customization capabilities related to generic

capability types . . . . . . . . . . . . . . . . . . . . . . . . . . 139

5.1 The integration of qualitative investigation II in the overall

research design . . . . . . . . . . . . . . . . . . . . . . . . . . 158

5.2 Overview of company Alpha’s business scenarios . . . . . . . . 161

5.3 Overview of company Beta’s business scenarios . . . . . . . . . 163

5.4 Overall codings in Alpha and Beta company . . . . . . . . . . 175

5.5 Dynamic capability codings in Alpha and Beta . . . . . . . . . 176

List of Figures xxi

5.6 Codings in dynamic capability concepts . . . . . . . . . . . . . 176

5.7 Second coding cycle: Sensing . . . . . . . . . . . . . . . . . . . 177

5.8 Second coding cycle: Seizing . . . . . . . . . . . . . . . . . . . 178

5.9 Second coding cycle: Reconfiguring . . . . . . . . . . . . . . . 179

5.10 Overview of company Alpha’s product characteristics . . . . . 182

5.11 Overview of company Beta’s product characteristics . . . . . . 185

5.12 Resulting overall framework . . . . . . . . . . . . . . . . . . . 189

5.13 Overview model-view-controller . . . . . . . . . . . . . . . . . 206

5.14 Final overall research framework . . . . . . . . . . . . . . . . . 226

5.15 Types of customization projects . . . . . . . . . . . . . . . . . 228

6.1 Thesis research questions . . . . . . . . . . . . . . . . . . . . . 237

6.2 Integrated framework and project types . . . . . . . . . . . . . 241

6.3 The vendor role in hybrid software business projects . . . . . . 246

List of Tables

1.1 Tailor-made vs. product software (see Xu and Brinkkemper

2007) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

1.2 Inquiry paradigms . . . . . . . . . . . . . . . . . . . . . . . . 32

1.3 Summary of research objectives and scope . . . . . . . . . . . 36

1.4 Summary of research objectives and scope (continued) . . . . . 37

2.1 Generic levels of mass customization, based on Da Silveira

et al. (2001) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

2.2 Selected journals and number of articles in the initial review . 53

2.3 Customization definitions and concepts . . . . . . . . . . . . . 56

2.4 Customization definitions and concepts (continued) . . . . . . 57

2.5 Customization definitions and concepts (continued) . . . . . . 59

3.1 The introduction stage of resource-based theory: selected key

papers, based on Barney et al. (2011) . . . . . . . . . . . . . . 74

3.2 The growth stage of resource-based theory: selected key pa-

pers, based on Barney et al. (2011) . . . . . . . . . . . . . . . 78

3.3 The maturity stage of resource-based theory: selected key pa-

pers, based on Barney et al. (2011) . . . . . . . . . . . . . . . 83
xxiv List of Tables

3.4 Selected core contributions to the KBV . . . . . . . . . . . . . 84

3.5 Enhancing the RBV: Dynamic capabilities (see Barreto 2010) 88

3.6 Transaction cost and resource-based theories of the firm: a

comparison based on Madhok (2002, p. 540) . . . . . . . . . . 97

3.7 Summary and assessment of critiques of the Resource-Based

View (RBV) (see Kraaijenbrink et al. 2010) . . . . . . . . . . 99

3.8 Summary and assessment of critiques of the RBV (continued) 100

4.1 Interview participants on the software provider side . . . . . . 107

4.2 Interview participants on the software customer side . . . . . . 108

4.3 Interview guide template . . . . . . . . . . . . . . . . . . . . . 111

4.4 RBV-related codes from the theoretical and analytical lens . . 114

4.5 Summary of resource definitions and examples . . . . . . . . . 123

4.6 Summary of capabilities definitions and primary resources . . 132

4.7 Summary of use values, definitions, and examples . . . . . . . 140

4.8 Summary of exchange values, definitions, and examples . . . . 146

5.1 Key characteristics of the case studies . . . . . . . . . . . . . . 165

5.2 Primary data consisting of interviews and fieldwork . . . . . . 166

5.3 Secondary data that were collected for comparison with pri-
mary data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167

5.4 Interview guide template . . . . . . . . . . . . . . . . . . . . . 169

5.5 Dynamic capability codes from the theoretical and analytical

lens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172

5.6 Comparison of product and customization characteristics . . . 187

List of Tables xxv

5.7 Sensing capability: Definitions and microfoundations . . . . . 190

5.8 Comparison of micro-foundations for sensing capability . . . . 201

5.9 Seizing capability: Definitions and microfoundations . . . . . . 202

5.10 Comparison of micro-foundations for seizing capability . . . . 213

5.11 Reconfiguring capability: Definitions and micro-foundations . 214

5.12 Comparison of micro-foundations for reconfiguring capability . 224

A.1 Software product management and strategic management (In-

ternational Software Product Management Association 2014) . 278

A.2 Software product management and product strategy (Interna-

tional Software Product Management Association 2014) . . . . 279

A.3 Software product management and product strategy (Interna-

tional Software Product Management Association 2014) (con-
tinue) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280

A.4 Software product management and product planning (Inter-

national Software Product Management Association 2014) . . 281

A.5 Software product management and development (International

Software Product Management Association 2014) . . . . . . . 282

A.6 Software product management and marketing (International

Software Product Management Association 2014) . . . . . . . 283

A.7 Software product management and sales and distribution (In-

ternational Software Product Management Association 2014) . 284

A.8 Software product management and support and service (In-

ternational Software Product Management Association 2014) . 285

B.1 Overview: First coding cycle (Vendor) . . . . . . . . . . . . . 288

B.2 Overview: First coding cycle (Customer) . . . . . . . . . . . . 288

xxvi List of Tables

B.3 Overview: Second coding cycle (Vendor) . . . . . . . . . . . . 289

B.4 Overview: Second coding cycle (Customer) . . . . . . . . . . . 289

B.5 Value: Second coding cycle (Vendor) . . . . . . . . . . . . . . 290

B.6 Value: Second coding cycle (Customer) . . . . . . . . . . . . . 290

B.7 Resources: Second coding cycle (Vendor) . . . . . . . . . . . . 291

B.8 Resources: Second coding cycle (Customer) . . . . . . . . . . 292

B.9 Capabilities: Second coding cycle (Vendor) . . . . . . . . . . . 293

B.10 Capabilities: Second coding cycle (Customer) . . . . . . . . . 294

C.1 Overall coding: Cases Alpha and Beta . . . . . . . . . . . . . 296

C.2 Overall coding: Dynamic Capabilities . . . . . . . . . . . . . . 296

C.3 Overall coding: Dynamic capabilities (Case Alpha) . . . . . . 297

C.4 Overall coding: Dynamic capabilities (Case Beta) . . . . . . . 298

C.5 Case Alpha: Micro-foundations sensing . . . . . . . . . . . . . 299

C.6 Case Alpha: Micro-foundations seizing . . . . . . . . . . . . . 300

C.7 Case Alpha: Micro-foundations reconfiguring . . . . . . . . . . 301

C.8 Case Beta: Micro-foundations sensing . . . . . . . . . . . . . . 302

C.9 Case Beta: Micro-foundations seizing . . . . . . . . . . . . . . 303

C.10 Case Beta: Micro-foundations reconfiguring . . . . . . . . . . 304

Chapter 1

Introduction: The neglected

role of customization for
software product management

1.1 The business of software

In recent decades, software has transformed the way in which organizations

and businesses coordinate and work, even going so far as to transform peo-
ple’s everyday lives. Software is used in notebooks and mobile devices; it
is embedded actively and passively to steer cars, organize households, and
label and control groceries. Enterprises rely on software systems to organize
their workforce, bill their customers, and manage innovations. Software is
ever-present and has become an important part of our society.

Basically, software refers to a computer program or data that can be

stored electronically and used to perform various tasks. One way to catego-
rize software is to separate system software, application software and utility
software (Steinmueller 1995). System software is used to manage and control
interactions between the hardware system and other types of software; appli-
cation software is designed to allow the user of a system to complete specific

© Springer Fachmedien Wiesbaden 2016

M. Bertram, The Strategic Role of Software Customization,
DOI 10.1007/978-3-658-14858-4_1
2 Introduction

tasks, and utility software refers to the software that is used to maintain the
computer system but that does not directly interact with the hardware.

According to Gartner (2013), the worldwide software revenue stood at

$407.3 billion in 2013, registering a 4.8% increase over 2012, which saw $388.5
billion in revenue. Within the software industry, only a few big players exist.
However, these firms share approximately 50% of the market. The rest is
distributed among small- and medium-sized companies. The biggest player
is Microsoft, who continues to be the market leader in the segment and holds a
16% market share, followed by Oracle at 7.3% and IBM at 7.1%. SAP AG, as
the largest European software vendor, is in position four, with approximately
5% market share. Within the IT industry in 2014, the software industry was
expected to be the fastest growing segment, with expected growth of 7.1%,
followed by IT consulting and systems integration services at 6.6%.

Companies within the software industry follow one of three business log-
ics: the software product business, the software service business or the hybrid
software business (cf. Cusumano 2004; Hoch et al. 1999; Tyrväinen et al.
2008). The software product business has the typical characteristics of tra-
ditional firms operating in consumer goods industries. Software is highly
standardized and productized and sold to consumers in the market without
additional services. An example of a pure software product business in the
software industry is the software component business, in which software com-
ponents are standardized and sold as off-the-shelf software. From a manage-
rial perspective, the software product business logic addresses issues including
productizing, channel management, alliance building and branding. In the
software service business, companies provide professional software services
for which customer organizations are usually charged hourly rates. Software
is developed specifically for each customer. This usually takes the form of a
project that includes development, integration with other software systems,
user training, and maintenance services. The key managerial area in this
scenario is managing projects for a few close customer firms and recognizing
the importance of key individuals.
1.1 The business of software 3

However, between those poles, some companies also employ a hybrid soft-
ware business model that includes both product and service business strate-
gies. They sell a product to a relatively anonymous market and provide in-
stallation, adaption and maintenance services. The distinction between the
software product and software service businesses is not exclusive. Figure 1.1
illustrates the three different types of business logic and their relationship.

Software business

Software product business Software service business

Hybrid software business

Figure 1.1: Types of software business logic

1.1.1 Tailor-made and software product development

According to Sawyer (2001), the concept of “make one, sell many” is com-
mon to all product software. He states that product software and tailor-
made software can be distinguished by three major differences: First, whereas
tailor-made software is oriented towards one customer, product software is
market-oriented. Second, there are many more conditions for using a soft-
ware product in terms of the hardware and software platform than there are
for tailor-made software, which usually runs under one platform. Third, with
software products, the vendor usually retains ownership of the software, while
with tailor-made software, all of the corresponding artifacts (e.g., source code,
documentation) are entirely sold to the customer. Taking a software engineer-
ing perspective, the academic literature and practice discuss the development
4 Introduction

process of tailor-made software and product software in four different areas.

Table 1.1 summarizes those differences.

First, developing tailor-made software and developing product software

are different from a development life-cycle perspective. While tailor-made
software is complete and enters a maintenance state after a certain point
in time, product software is continuously under development. Subsequent
releases or bug fixes follow the initial implementation. Due to this, both
types of software development can be based on different life-cycle approaches.
For instance, Xu and Brinkkemper (2007) describe two major categories of
software development life cycles: sequential and incremental methods. In a
sequential approach, each phase of the development life cycle is performed
and completed before the next phase starts. Sequential approaches are most
suitable for software development projects with stable and clearly defined
requirements. The typical development phases found in the literature are
the Requirements, Design, Code, Test and Deployment phases. The core
assumption behind a sequential life cycle model is that a problem can be
completely described before a solution is designed. A specification that in-
cludes all aspects of a solution can be described before implementation, and
all implementation can be completed before testing and deployment. Using
an incremental approach means that the software is designed, implemented,
and tested incrementally. This approach includes elements of both develop-
ment and maintenance. The assumption behind the incremental development
approach is that requirements will become clearer and will probably change
during the implementation process. Therefore, the life cycle process con-
sists of small iterations for each component of the software system, including
collecting requirements, designing, coding, testing, and deploying. Xu and
Brinkkemper (2007) argue that an incremental development approach is more
suitable for the development of product software.

Second, major differences between tailor-made software and product soft-

ware are the origins of requirements and the management of releases. For
tailor-made software, there is a clear source of requirements - the customer
- but this is not the case for product software development. Requirements
1.1 The business of software 5

management is a key success factor for product software and includes captur-
ing market trends, analyzing requirements, and releasing the software at the
right time. Mapping new market trends to product software design is one of
the central elements of new product development (Garvin 1998; Hauser and
Clausing 1988). However, capturing customer feedback is also important for
enhancing the satisfaction of existing customers. Another aspect of product
software requirement management is that product development firms look
for new features that can help them enter new markets and change their
product-market combination (Rao and Klein 1994).

Third, there is no standard for evaluating the influence of product soft-

ware’s architecture on the development processes. However, there are some
architectural issues that are more important for product software than for
tailor-made software. First, the different components of the product software
architecture should only be weakly coupled and should be as independent as
possible. The product’s architecture must be able to adapt easily to new re-
quirements from the always-changing environment and to new markets and
customers. If it is sold to different market segments, such as different user
groups (standalone, multi-user or enterprise) or different operating systems
(Windows, Linux, or Mac), the product architecture must be able to support
different versions, platforms or devices. Finally, if product software is part
of a series of products, the architecture should form some type of structural
commonality so that high-level design decisions do not need to be re-invented,
re-validated, and re-described for each product. Architecture is important
for tailor-made software as well; a future-proof architecture is crucial when
developing product software. To support long-term uses, the architecture
must be composed of clear distinguishable components.

Finally, in tailor-made software development, the software system is in-

stalled at a limited number of customer sites. The specificities and costs of
implementation and delivery are accounted for within the initial contract.
For product software, the developing firm must consider a higher number
of unknown customers with an even larger number of unknown platform
and operating system configurations. Manual installation is often used with
 6
Table 1.1: Tailor-made vs. product software (see Xu and Brinkkemper 2007)

Development Tailor-made software Software product

aspect
Contractual tailor-made In-house tailor-made Business-to-business Business-to-consumer
software software software product software product
Development Could follow “requirement- Could follow Various development life Various development life
life cycle & design-code-test-deploy” “requirement-design- cycles; Iterative methods. cycles; Iterative methods.
methods life cycle; code-test-deploy” life
Sequential or iterative cycle; Sequential or
methods and sequential iterative methods and
model could provide sequential model could
benefits. provide benefits.
Requirements One known consumer; Limited number of Market determines Market determines
& release Release date is fixed, with end-users; Release decision requirements; Release requirements; Release
management possible penalties for late can have certain flexibility. decisions are critical to decisions are important for
delivery. customer’s business. vendor and should also
consider buying seasons.
Architecture Is not as critical; Is Is not as critical; Is Is critical for the vendor; Is critical for the vendor;
selected by the developers. selected by internal IT Requires a future-proof Requires a future proof
department of the architecture. architecture.
organization, which could
have possible conflicting
interests.
Delivery and Penalties for late delivery; Possible to deliver and Delivery is critical for the Delivery is critical for the
implementa- Possible to deliver and implement final system on vendor; Implementation is vendor.
tion implement final system on site. critical for the customer’s
site. business.
Introduction
1.1 The business of software 7

tailor-made software but is not possible in this scenario. Therefore, delivery

and implementation for an unknown market is an important consideration for
product software. This section emphasizes two different types of engineering
approaches for software development. Additionally, work in software product
management practice and theory has led to a framework that encapsulates
the body of knowledge for managing software product development.

1.1.2 The role of software customization in the soft-

ware business

Various scholars argue that the software business has transformed itself from
a product business into a service or hybrid business and that today, most of
the companies that develop professional software products for the business-
to-business market apply a hybrid business logic (e.g., Cusumano 2008).
Usually, these firms develop a core product that encapsulates common func-
tionalities for their customers’ business and also offer additional customiza-
tion services to adapt their product to the customers’ needs. These software
companies are challenged with specific issues from the software product and
software service business logic: they must provide standard software prod-
ucts that include standard maintenance and support services, and addition-
ally, they must provide customization mechanisms that allow these software
products to be adapted according to specific customer needs.

In recent years, providing this mechanism to customize software products

to individual customer’s needs has become a core business for the software
industry (Cusumano 2004). Although it was initially a pure product-oriented
business with license fees as the primary revenue source, the software business
has evolved into a full service business obtaining additional revenues from
maintenance, consulting, and customization. For instance, in 2007, IBM
generated more than 50% of its total revenue through its consulting services,
including product implementation and support (Spohrer and Maglio 2008).
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Forbes W H, Major 2d Mass Cav
Ford E W, Cap 9th Minn Vol
Ferris J M, L’t 3d Mich Vol
Fairchild H, L’t 10th Wis Vol
Funk J W, Cap 39th N Y Vol
Faye E M, L’t 42d N Y Vol
Furgerson J, L’t 1st N J Vol
Flannery D, L’t 4th N J Vol
Fowler H M, L’t 15th N J Vol
Fisk W M, Cap 73d N Y Vol
Fleeger G W, L’t 11th Pa R C Vol
Fagan C A, L’t 11th Pa R C Vol
French H, L’t 3d Vt Vol
Francis J L, Cap 135th O Vol
Field A, L’t 94th N Y Vol
Fritchy A W, L’t 26th Mo Vol
Fortescue L R, L’t Signal C U S A
Fellows M, L’t 149th Pa Vol
Fisher R, L’t 17th Mo Vol
Fenner W, L’t 2d R I Vol
Fox J D, L’t 16th Ill Cav
Fritze C, L’t 24th Ill Vol
Fisher L W, L’t 4th Vt Vol
Fatzer S, L’t 108th N Y Vol
Fontaine E, Lt 7th Pa R C Vol
Flamsburgh D, Cap 4th Ind Bat
Forney D, Lt 30th O Vol
Fisher S, Lt 93d Ind Vol
Fielder J, Cap Eng C U S A
Finney D S, Lt 14&15 Ill Vet Bat
Fairfield O B, Lt 89th O Vol
Fitzpatrick L, Lt 146th N Y Vol
Fales L D C, Lt
Freeman H B, Lt 18th U S Inf
Foster H C, Lt 23d Ind Vol
Foley John, Lt 59th Mass Vol
Faass Louis, Lt 14th N Y Art
Frost R J, Lt 9th Mich Cav
Fall J P, Cap 32d Me Vol
Filler J H, Major 55th Pa Vol
Fay W W, Cap 56th Mass Vol
George G J, Lt 40th Ill Vol
Gillespie J B, Cap 120th Ill Vol
Gunn T M, Lt 21st Ky Vol
Gilbert E C, Cap 152d N Y Vol
Gill A W H, Cap 14th N Y Vol
Greble C E, Cap 8th Mich Cav
Green J H, Lt 100th O Vol
Gotshall J, Adj 55th Pa Vol
Godwin J M, Lt 12th Ind Vol
Grover J E, Lt 6th Ind Cav
Gayer H, Lt 133d W Va Mil
Gatch O C, Cap 89th O Vol
Gross J M, Cap 18th Ky Vol
Galbraith H E, Cap 22d Mich Vol
Goetz J, Cap “ “
Gray W L, Cap 151st Pa Vol
Gross C M, Lt 110th O Vol
Grant G W, Lt 88th Pa Vol
Grant H D, Lt 117th N Y Vol
Gray R H, Lt 15th U S Inf
Gariss A J, Adj 1st Md Cav
Gates A L, Lt 10th Wis Vol
Goodwin J A, Lt 1st Mass Cav
Gamble G H, Adj 8th Ill Cav
Gates R C, Lt 18th U S Inf
Gilmore J A, Lt 79th N Y Vol
Gamble H, Lt 73d Ind Vol
Grant E, Cap 1st Vt Cav
Granger C M, Lt 88th N Y Vol
Goodrich J O, Adj 85th N Y Vet Vol
Glazeer W W, Lt 2d N Y Cav
Goodin A, Lt 82d O Vol
Gordon C O, Lt 1st Me Cav
Green E H, Cap 107th Pa Vol
Gimber H W, Cap 150th Pa Vol
Gilman ——, Lt 3d Me Vol
Gottland C, Lt 134th N Y Vol
Getman D, Cap 10th N Y Cav
Griffin H G, Lt 112th Ill Vol
Gordon E, Lt 81st Ind Vol
Geasland S A, Lt 11th Tenn Cav
Grey F C, Lt 11th Pa Vol
Green C W, Lt 44th Ind Vol
Goss J W, Lt 1st Mass Art
Grafton B, Cap 64th O Vol
Gates J, Cap 33d O Vol
Grant A, Cap 19th Wis Vol
Green G W, Cap 19th Ind Vol
Goodrich A L, Cap 8th N Y Cav
Gamble N P, Lt 63d Pa Vol
Garbet D, Lt 77th Pa Vol
Good T G, Lt 1st Md Cav
Gordon H M, Lt 143d Pa Vol
Gray P, Lt 77th Pa Vol
Gallagher J, Lt 4th O Vt Vol
Galloway J L, C’p A A G
Green E A, Lt 81st Ill Vol
Green J L, A A G USA
Gove W A, Lt 3d Mass Cav
Grant S, Lt 6th Mich Art
Griffin T, Adj 55th U S C T
Gore J B, Lt 115th Ill Vol
Gross T, Lt 21st Ill Vol
Gordon G C, Cap 24th Mich Vol
Gerhardt H, Lt 24th Ill Vol
Gageby J H, Lt 19th U S Inf
Gutjahr C, Cap 16th Ill Vol
Galloway ——, Lt 15th U S Inf
Grayham P, Cap 54th Pa Vol
Godley M L, Lt 17th Iowa Vol
Gould D, Cap 33d W Va Vol
Grey W H, Lt 14th Ill Cav
Gude A, Cap 51st Ind Vol
Glenn S A, Cap 89th O Vol
Grey Philip, Lt 72d Pa Vol
Huey Pennock, Col 8th Pa Cav
Hetsler J W, Cap 9th O Cav
Hicks D W, Lt
Halsey T J, Major 11th N J Vol
Hutchinson J, Lt 2d W Va Mt Inf
Huffman J W, Lt 5th Iowa Vol
Hinds H H, Lt 57th Pa Vol
Hagler J S, Cap 5th Tenn Vol
Helms M B, Lt 1st W Va Vol
Hall C B, Cap “ “
Hallenburg G, Lt 1st O Vol
Hall A M, Lt 9th Minn Vol
Haveley T, Cap 79th Ill Vol
Hubbard H R, Lt 119th Ill Vol
Heffley A, Cap 142d Pa Vol
Hays A H, Cap 7th Tenn Cav
Hare T H, Lt 5th O Cav
Helm J B, Lt 101st Pa Vol
Heffley C P, Lt 142d Pa Vol
Hubbell F A, Lt 67th Pa Cav
Heffner W, Lt “ “
Harrington B F, Lt 18th Pa Cav
Hart E R, Lt 1st Vt Art
Hanson J B, Lt 1st Mass Art
Hodge W E, Lt 5th Md Vol
Hawkins S W, Lt 7th Tenn Cav
Henry C D, Lt 4th O Cav
Hays W W, Lt 34th O Vol
Hodge J F, Lt 55th Pa Vol
Hall R F, Lt 75th O Vol
Haight J T, Lt 8th Iowa Cav
Hastings T J, Lt 15th Mass Vol
Hock A, Cap 63d N Y Vol
Hill G W, Lt 7th Mich Cav
Heslit J, Lt 3d Pa Cav
Hazel E J, Lt 6th Pa Cav
Hanon J, Lt 115th Ill Vol
Herrick L C, Lt 1st N Y Cav
Hine J J, Lt 100th O Vol
Herbert R, Lt 50th Pa Vol
Harris S, Lt 5th Mich Cav
Heppard T H, Lt 101st Pa Vol
Hamilton W, Lt 2d Mass Art
Hastings G L, Lt 24th N Y Bat
Horton S H, Lt 101st Pa Vol
Huff H B, Cap 184th Pa Vol
Hampton C G, Lt 15th N Y Cav
Hard W B, Lt 17th Mich Cav
Heil J, Cap 45th N Y Cav
Hauf N, Lt “ “ “
Hitt W R, Cap 113th Ill Cav
Harris W, Cap 24th Mo Cav
Hobbie C A, Cap 17th Conn Cav
Holden E, Lt 1st Vet Cav
Hedges S P, Adj 112th N Y Vol
Hinds H C, Lt 102d N Y Vol
Hall W P, Major 6th N Y Cav
Hart R K, Cap 19th U S Inf
Hodge A, Cap 80th Ill Vol
Harvey W H, Lt 51st Ind Vol
Hay D, Cap 80th Ill Vol
Harmer R J, Lt “ “
Hart C M, Lt 45th Pa Vol
Hopper J, Lt 2d N Y Cav
Hand G T, Lt 51st Pa Vol
Hartzog R H O, Cap 1st N Y Cav
Hagler J S, Cap 5th Tenn Vol
Hintz H, Cap 16th Conn Vol
Hunt C O, Lt 5th Me Bat
Halpin G, Lt 116th Pa Vol
Hagenback J C, Lt 67th Pa Vol
Hagan P A, Lt 7th Md Vol
Holland W R, Lt 5th Md Cav
Hawkins H E, Cap 78th Ill Vol
Heer T A, Cap 28th O Vol
Hart G D, Lt 5th Pa Cav
Hull G W, Lt 135th O Vol
Hoyt H B, Cap 40th N Y Vol
Hamilton H E, Lt “ “
Hezelton D W, Lt 22d N Y Cav
Hovey H, Lt 78th Ill Vol
Hame D J, Cap 19th Mass Vol
Holahan C P, Lt 19th Pa Cav
Hamilton H N, Lt 59th N Y Vol
Hoppin H P, Lt 2d Mass Art
Huntington E S, Lt 11th U S Inf
Hutchison R C, Cap 8th Mich Vol
Hoyt W H, Lt 16th Iowa Vol
Hart P H, Lt 19th Ind Vol
Hughes R M, Lt 14th Ill Cav
Henckly L D, Lt 10th Wis Vol
Harkness R, Major “ “
Hewitt J, Lt 105th Pa Vol
Hastings C W, Cap 12th Mass Vol
Heston J, Lt 4th N J Vol
Hayes E, Cap 95th N Y Vol
Heffelfinger J, Lt 7th P R V Corps
Harvey J L, Lt 2d Pa Art
Hobart M C, Cap 7th Wis Vol
Hock R B, Cap 12th N Y Cav
Holman W C, Lt 9th Vt Vol
Hadley H V, Lt 7th Ind Vol
Hall C, Lt 13th Wis Cav
Hayden J A, Cap 11th P R V Corps
Hill J B, Lt 17th Mass Vol
Hallett M V B, Lt 2d Pa Cav
Hodge W L, Cap 120th Ill Vol
Henry A J, Lt “ “
Hamlin S G, Cap 134th N Y Vol
Holladay V G, Lt 2d Ind Cav
Havens D, Lt 85th Ill Vol
Hays C A, Lt 111th Pa Vol
Hastings J L, Adj 7th Pa R V Corps
Haines H A, Cap 184th Pa Vol
Hunter A W, Lt 2d U S (C’d) Art
Harris J W, Lt 2d Ind Cav
Heltemus J B, Cap 18th Ky Vol
Herzberg F, Lt 66th N Y Vol
Henry J M, Lt 154th N Y Vol
Harris G, Lt 79th Ind Vol
Holt W C, Cap 6th Tenn Vol
Harrison C E, Lt 89th O Vol
Huey R, Lt 2d E Tenn Vol
Henderson J H, Lt 14 & 15 Ill Vet Bat
Higley E H, Lt 1st Vet Cav
Hendryks W H, Lt 11th Mich Bat’n
Hull G W, Lt 135th O Vol
Hamilton W B, Lt 22d Mich Vol
Hendrick F, Cap 1st N Y Cav
Huston J, Lt 95th O Vol
Henderson R, Lt 1st Mass Art
Howe C H, Lt 21st Ill Vol
Haldeman J, Lt 129th Ill Vol
Hymer S, Cap 115th Ill Vol
Hieurod P, Cap 105th O Vol
Hackett A N, Lt 110th O Vol
Huntley C C, Lt 16th Ill Cav
Hand S P, Lt 43d U S C T
Hurst T B, Lt 7th Pa Res V C
Hale G W, Lt 101st O Vol
Hopf Geo, Lt 2d Md Vol
Hescock H, Cap 1st Mo Art
Hill O M, Lt 23d U S C T
Hall C T, Lt 13th Mich Vol
Heck F W, Cap 2d Md Vol
Hill V H, A Q M
Hogeland D B, Cap 76th Pa Vol
Hood John, Lt 80th Ill Vol
Hogue J B, Lt 4th Pa Cav
Holmes A J, Cap 37th Wis Vol
Haywood L E, Lt 58th Mass Vol
Irwin C L, Lt 78th Ill Vol
Irwin S E, Lt 3d Iowa Vol
Irwin W H, Adj 103d Pa Vol
Imbric J M, Cap 3d O Vol
Isett J H, Major 8th Ind Cav
Irsch F, Cap 45th N Y Vol
Isham A B, Lt 7th Mich Cav
Ingleden L, Cap
Jackson R W, Lt 21st Wis Vol
Jenkins J H, Adj “ “
Johnson H A, Lt 3d Me Vol
James H H, Lt 6th Ind Vol
Jones S F, Cap 80th Ill Vol
Johnson G, Lt 16th Conn Vol
Judd J H, Lt 27th Mass Vol
Jacobs J W, Cap 4th Ky Vol
John E P, L’t 135th O Vol
Johnson J C, Cap 149th Pa Vol
Jobe B A, Cap 11th Pa R V C
Johnson V W, L’t 10th N Y Cav
Jones J A, L’t 21st Ill Vol
Johnson C K, L’t 1st Me Cav
Jennings J T, Cap 75th O Vol
Jones D, Cap 14th N Y Art
Judson S C, Cap 106th N Y Vol
Jenkins H, Cap 40th Mass Vol
Jackson C G, Cap 84th Pa Vol
Jones J P, L’t 55th O Vol
Jenkins G W, L’t 9th W Va Vol
Jones C W, L’t 16th Pa Cav
Justus J C, L’t 2d Pa R V C
Jackson J, L’t 4th Ind Cav
Jackson J S, L’t 22d Ill Vol
Jones S E, L’t 7th N Y Art
Jones H, L’t 5th U S Cav
Jones W, L’t 38th O Vol
Jones M J, Cap 115th Ill Vol
Johnson R, Cap 6th N Y Cav
Johnson J W, L’t 1st Mass Art
Johnson W N, Correspt
Jones Alfred, R Q M 50th Pa Vet Vol
Johnson J D, Cap 10th N J Vol
Jordan E C, L’t 7th Conn Vol
Jacks J, L’t 15th W Va Vol
Kelley D O, L’t 100th O Vol
Krohn P, L’t 5th N Y Cav
Keeler A M, Cap 22d Mich Vol
Kendal T, L’t 15th U S Inf
Keniston J, L’t 100th Ill Vol
Keith C E, L’t 19th Ill Vol
Knowles E M, L’t 42d Ind Vol
Kreuger W, L’t 2d Mo Vol
Kreps F A M, L’t 77th Pa Vol
Kane S, L’t 38th Ind Vol
Kelly D A, Cap 1st Ky Vol
Kendrick E, Adjt 10th N J Vol
Kerr S C, L’t 126th O Vol
Kendall H T, Adjt 50th Pa Vol
Kelly A, L’t 126th O Vol
Keen J, L’t 7th Pa V R C
Kuchin A, L’t 5th Md Vol
Kees G W, L’t 18th Conn Vol
Kreiger A, L’t 67th Pa Vol
Knowles R A, L’t 116th O Vol
Knapp F H, L’t 9th O Cav
Kennaly J D, L’t 8th O Cav
Kempton J F, L’t 75th O Vol
Kline D J, L’t 75th O Vol
Kennedy J W, Lt 134th N Y Vol
Kankel E, L’t 45th N Y Vol
Kandler H, L’t “ “ “
Kidd J H, L’t 1st Md Art
Kendrick R H, Lt 25th Wis Vol
Kenyon G C, Lt 17th Ill Vol
Kidder G C, Lt 113th Pa Vol
Kelly H K, Cap 118th Pa Vol
Knox G, Lt 109th Pa Vol
Kelly J M, Lt 4th Tenn Vol
Kessler J G, Cap 2d Ind Cav
Kirby W M, Lt 3d N Y Art
King T, R Q M 101st Pa Vol
Keister W H H, Lt 103d Pa Vol
Kirk J B, Lt 101st Pa Vol
Krause J, Cap 3d Pa Art
Kempton F H, Lt 58th Mass Art
Kennits H, Lt 2d Mass Vol
Kauts J D, Lt 1st Ky Cav
Kellogg H, Lt 6th Mich Cav
Kronemeyer C, Cap 52 N Y Vol
King M D, Lt 3d O Vol
Kendal J, Cap 43d Ind Vol
King G E, Cap 103d Ill Vol
Knight H B, Lt 20th Mich Vol
Kelly J B, Lt 1st Pa Cav
Kirkpatrick G W, Lt 15th Iowa Vol
Knox J C, Lt 4th Ind Cav
Kepheart J S, Lt 5th Ind Vol
Kerin J, Lt 6th U S Cav
Kenyon P D, Cap 14 & 15th Ill V B
King Abe, Lt 12th O V Inf
King John, Lt 15th Ill Cav
Kissam Edgar, Cap 9th N J Vol
Kepheart J, Lt 13th O Vol
Kelton J, Lt 2d Pa Art
Kibby G L, Lt 4th R I Vol
Kendale W M, Major 73d Ind Vol
Kost R, Lt 6th Conn Vol
Kenfield F, Cap 17th Vt Vol
King John, Lt 6th Conn Vol
Kings S B, Cap 12th Pa Cav
Lindemeyer L, Cap 45th N Y Vol
Lemson A T, Lt 104th N Y Vol
Litchfield J B, Cap 4th Me Vol
Lombard H G, Adj 4th Mich Vol