What follows is a excerpt from my early doctoral dissertation draft about startup failure. This text didn’t make it to the final draft, so that’s why sharing it now.
I got introduced to network pictures by Valtteri Kaartemo a few years back, and thought it was a cool idea. Since then, I’ve realized — after talking to many startups — that it’s more than a cool idea. It’s actually useful. That’s because startups routinely overlook their networks and just focus on competitors. They make positioning to competitors, not to…
A major challenge for many SaaS businesses is to provide continuous value, so that the users are compelled to continue using the service. There’s a risk of opportunism if the user can achieve his goals with one-time use; he then either uses the free trial version, or only subscribes for one month. For example, some SEO tools enable data download,…
Grassblade model of startup acquisition = an incumbent is waiting until an upstart rival exceeds a KPI threshold x (e.g., 1 million users). Observations: ‘x’ needs to be defined so that it is big enough to prove the momentum, yet small enough to give a decent valuation — let the startup grow long enough, it can a serious competitor the…
I was reading through old emails while backing up my Gmail inbox with Gmvault, an open source command-line tool. Among other interesting trips to memory lane, one message was about the first startup user study I was involved with. It was for a life-coaching startup that eventually failed. In retrospect, it’s interesting to reflect on what went wrong and how…
Remora’s curse takes place when startup attaches itself to a large platform in the attempt to solve the chicken-and-egg problem of getting users. The large platform then exercises its greater power to void the investments made by the startup into the platform, essentially causing more or less deadly delays and needs for re-design. The idea originates from Don Dodge who…
More than truthfulness of the numbers, investors evaluate the assumptions underneath a pitch. They are not asking “Are these numbers real?” but “Could they be real?”. The assumptions reveal the logic of thinking by the founders. When examining them in detail, one should get logical answers to questions like: How many sales people are needed to hit the sales goals?…
We had an interesting week with the Qatar Science and Technology Park (QSTP) that had invited several high-profile entrepreneurs from the US to evaluate the technologies of Qatar Computing Research Institute (QCRI). Unfortunately, I wasn’t able to attend all the sessions, but from what I saw I picked up a few pointers for due diligence work done by investors when…
Introduction – the first-order problem The first-order problem for startups often is, they are not making something people want enough to pay for. As you can see from the CB Insights data, founders identify this as the most common reason for failure. Figure 1 Reasons for startups failure Notice the connection between 1 and 2: We can paraphrase that as…
Introduction This post is about startup thinking. In my dissertation about startup dilemmas [1], I argued that startups can exhibit what I call as ‘reference point bias’. My evidence was emerging from the failure narratives of startup founders, where they reported having experienced this condition. The reference point bias is a false analogy where the founder compares their startup with…
