Why are so many startups hanging up?

Editor's note, this article comes from Bob Dorf, a retired entrepreneur. One of the Startup owner S Manual co-authors.

The success rate of startups is not in our control, and 2 of the 1000 may be able to value 100 million dollars. I have 40 years of investment experience, often see entrepreneurial http://www.aliyun.com/zixun/aggregation/5707.html "> founder of the face said:" We almost let it appear in front of the user, "I know their products are dead , no time to get user feedback ... But I often give advice: let them appear for a week, and see if anyone notices it? Did they respond seriously? According to my years of experience, a start-up company will often hang up with the following deficiencies:

1. Your product does not revolve around problem solving. Many founders asked me why "customer discovery" is divided into "problem" discovery, "solution" found two steps, in fact, nothing, is to emphasize that you have to solve the problem first, can expect customers to face up.

To provide users with a number of difficult solutions to the problem to lock the user well, it's better than you can imagine a product and spend 20,000 hours spreading it around, so you have to face real, substantive needs, because without enthusiastic customers, the most passionate entrepreneurs can't change anything. Dropbox is a good example of a dawning solution to the painful problems that millions of of users desperately need to solve, so the product is so good, useful, and simple that it is as popular and fast as it was at the beginning of Hotmail and Gmail.

2. Failed to find the right track for the company, not to create a sustainable, repeatable profit engine not every startup is as great as FB, Square, and Google, and all you have to do is know where your startup is and keep your founding team aligned, It's better if investors agree with the founders.

Many startups want their products to be faced with a niche market that will quickly develop into a 100 million-dollar company, struggling with the idea of rapid profitability and rushing to the market.

But you have to find the right track for your company to ensure a sustainable, repeatable profit engine. So in the rush to profit, listing of the struggle to develop users to identify potential niche market, customer base, to ensure that you do is the services they need, keep it will not be a mistake.

3. Solution is not outstanding hundreds of enterprises never spend one day Google its own industry, some people through the user to improve the product only in order to beat the opponent's products, put aside those assorted thoughts, really provide users with a good solution, you will not be like a headless fly kind of disorderly bump.

4. When the team is stagnant, muddle along with another. The worst thing I've seen is a team stalled, user growth slow, and week after week no big deal. But the team still works, no one mentions the core issue, what are they waiting for?

5. Do not know to go back to the truth of many enterprises on the one hand desperately marketing, while the unresolved customer issues in the customer service mailbox, and holding a short-term solution can not be perfunctory, the attitude of inaction. The reason to make a business great is to look back at the events that mean "failure": Low user adoption, slow growth, low recommendation, and no need to expand more users for the time being, before you solve the problems that make your clients very painful.

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(Responsible editor: The good of the Legacy)