This is not my experience.

I'm guessing my split would be more like:

  sales & marketing - 10%
  analysis          - 15%
  design            -  5%
  development       - 50%
  implementation    - 10%
  support           - 10%

Sales and marketing was never a problem. There is business everywhere. I mention what I do everywhere I go (who doesn't), and find business almost anywhere. Everyone uses software these days and everyone needs something. I've gotten 5 figure deals at parties, family functions, networking events, and mostly from word of mouth.

I love to hack, but I also love to talk about what I do. I may not be typical, but isn't helping people with cool tech what it's all about?

In my mind, the problem isn't the time needed for selling and marketing. The real problem is that this kind of business (consultingware, one-off packages, lite package with customization, whatever you want to call it) isn't scalable.

If my competitive advantage is better value because "the boss" (not some lightweight on an 800 number) is supporting you, then it's also my biggest limitation. I only have so many hours in a year. Sure, I can extend myself with advanced methods and technology, but sooner or later, I hit my limit. That's why it's so important to find a way to convert your consultingware business into a product business. Not an easy feat, but certainly worth the effort.