Eight questions to consider before starting a business

Source: Internet
Author: User
Keywords Entrepreneurship entrepreneurship ideas online business
Tags beginning business check company customer key market not to

Starting a business and starting a marriage is very similar. At the beginning, it was just as beautiful as a beautiful dream, with a vision of changing the world, full of pleasures, including gains. But after too fast, the rest of the facts are: the product can not be completed on time, the departure of a key person, there is the customer may only discuss, but not to buy the product.

Guy Kawasaki concludes his book Reality Check on some of the key issues in starting a business . I see too many of these questions, which are almost similar to each company, no matter how powerful the team is. I tested any successful start-up and proved that they all avoided the following issues:

The creator has poor delivery of the product. Maybe he's the only one who can design the product you think, but delivering a scalable, high-quality product is another story. From time to time, he or she is now more interested in the design of the next product.

Product lags behind schedule. When I was a software development manager, I tried to get a "done once" estimated time from the team and then increased that time by 50%. We are always at a crisis in terms of delivery time, and the usual complaint is that "managers" are always forced to impose on developers unrealistic schedules.

Sales are not planned. The team has its own advocacy model and is fully predictive that customers will be able to skip all the barriers to accepting your product. You never want to dream that customers will slowly accept the unconfirmed product produced by an unknown new company in a downturn.

Team members can not live in harmony. Things always go wrong. Some in the team do not work together right from the start, and they do not completely believe in the ideas of anybody except on their own. As CEO, you have to make some tough decisions and spend more time communicating and mediating than you expected.

Your market does not reflect the reflected, even questioned by the negative. To create your own brand, you may be too busy with your own problems and ignore the timely hype, but your competitors are actively advocating and leaving you far behind. The news media focuses on what is already there, not your early marketing.

Demand changes halfway through the development cycle. When everyone is busy with the product and business models that you detail in your business plan, some early feedback from the industry market shows that some of your information is incorrect. Or a sudden economic deterioration, resulting in your high-end products no longer have a market.

Investment partners are pressing you. This may seem like microscopic control, but they are stressful, and whether the events you promised are going away from your schedule. Maybe you think they will not "roll up their sleeves," but this will not happen until you acknowledge your failure and ask for help.

No new inflow of funds right now, cash flow restrictions on you. To ensure that early sales do not put you in a mess, you need to continually invest in infrastructure. But at the moment there is not enough capital to go in, so you have to be busy with fund management and keep looking for a new round of investment.

If you are a real entrepreneur, any of these issues can be a threat to you, but none of this will be a deadlock for you. As I stated earlier, any new business will experience these issues. The key to success and failure is how effectively they deal with these issues, rather than avoiding them from the beginning.

Learn management challenges and sense of responsibility for the company's fate from the challenge. Remember when the honeymoon is over is when the real fun begins.

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