failure, which is around the founder of the start-up company is very common thing. In Silicon Valley, it’s almost an honor. However, according to statistics, the failure of start-up companies is still a terrible data, then what is the real reason for the failure of these startups? What can we learn from it?
we interviewed 8 successful founders of Young Entrepreneur (YEC), and asked them to share the reasons for the failure of the company they first created — and how did they do it at Council?
1 we didn’t focus on a little
I created the first company, when the team has a very ambitious idea, to encourage people to sustainable use of objects. If we can reach out to some people to track the frequency of their sustainable use of small objects, such as the use of a mineral water bottle to re fill the water use, re-use paper bags, etc.. We can build a culture that allows people around us to believe that sustainable use is common. It’s not just about changing our habits, but we think it will be a crucial element to make this sustainable gameplay. And sustainable education is also a key element. At the same time, we believe that social sharing is also important. At that time, we have a lot of ideas
if I were to re create the company, I would focus on the root causes of sustainable behavior, and only from one aspect. Now we see a lot of Companies in this area, but every company is focused on one thing. So, at the beginning of Create Company, to focus on a little, and then seek expansion. – Aaron Schwartz, Modify Watches
2 we entered the market too early
my first company failed because it was just a prototype that was too early to enter the market. We want to help people understand the risks of social media at the corporate level. What we didn’t expect was that the people at the time did not know what social media was. So we need to spend a lot of time explaining what is social media, and there is no opportunity for us to explain what we really want to do.
if we re do this project, we will be the first enterprise social media training, and then put them behind the hidden risks and mitigation programs. This time, we must ensure that our products or services have been very mature and then put into operation in the market, so that users do not need us to explain is also very much like this product, service. – Benish Shah, Vicaire Ny
3 we do not deal with cash flow
data is not only the oxygen of the business, but also a very important indicator. At that time, >