Revelation of Entrepreneurship: 13 years have gone through 11 failed start-up companies

In the last 13 years I've been a founder, co-founder, and 11 different startups that haven't been successful. Each company is different, but the reasons for failure are similar. Looking back, I learned something. These are the things I want someone to tell me before I start my first venture. Distinguish and provide the user wants as a programmer, we are problem-solving. Our task is to find a solution to the problem (sometimes difficult). Naturally, when we start a business, we assume that we know exactly what people want. But we don't really know. This is a completely erroneous view. Don't feel like you know what people want when you start a business, and you're going to create it. If you think about it, you spend a lot of time and resources doing things that people don't need. Seth Godin said, "Don't look for customers for your products, look for products for your customers." "Pretend you don't know anything and try everything. How do you know what people want? It's 1.1 o ' land. You're going to talk to people. You have to do a lot of talking, you have to browse the forums and message boards, not read about the tech news that the startup company sold a great deal of money. You have to try to feel the problems people encounter and the emotional factors that make them buy. Then you try and see what happens. Start with an attitude that doesn't understand anything. Write down your assumptions and verify them, even if you think they're stupid. Start small and step forward you don't have to do the whole business plan at first. In fact, it is almost impossible to do so. There are too many things you don't understand, your business, market, customer. Those are the things you learned step by step. That's what you're proving from the hypothesis. Your goal is to do your best to learn. Start small, and then see where the customer guides you. Take one small step and then one small step. Repeat. Repeat. Make the necessary adjustments. Learn to do advertising and marketing if you do nothing else, you must be sure to learn to do advertising and marketing! Many programmers think advertising is evil. That's not true. Advertising is where you spread your value to potential customers. Don't just hire a marketing guy and assume everything goes smoothly. But often backfired. Don't assume the client will come to you. They won't. Learn about advertising and marketing, just as you learn a new programming language. Send out ads to track market feedback, like you're debugging a program. To at least half of the business is in advertising and marketing. Start reading Claude Hopkins,robert Collier,victor Schwab,john Caples and David Ogilvy the books they wrote. Then practice as you learn to program. The idea that sales are the most important thing for startups is sales, which may be a challenge. But a business that doesn't make money is not a business. We'll catch the eye first, then we'll findLooking for profit, this attitude is problematic. Only a small number of companies can attract enough eyeballs, enough money to apply to this model. The best test for a business is whether someone is willing to pay for the product or service. You can advertise all day, but when you ask someone if they can pay you, if they want to buy your product or service, you might be able to do it. Or you can't. No sales, no business. Sales can feed your business, grow it, and maybe make you do what you want to change the world. Let people pay for your product or service. Choose partners and employees to be very careful when choosing partners is like getting married. Recruiting employees is like forming a family. You will (hopefully) and these people have worked long hours before. You have to trust them to work hard and work hard, regardless of whether the situation becomes difficult or harder. More than half of the companies I've been through have failed because they're looking for the wrong person. I've seen a partner who's been out of work for over a year. I've seen entrepreneurs do not know how to do their due diligence, and not learn. I have also seen untrained employees improve themselves and become the value-worthy people in the team. Remember to choose a partner who is able and likely to be responsible for the success or failure of your company. Take some time to get to know them. Separate everyone's accusations from the face. The same is true for employees. When there is a problem, tell them earlier than later. Failure is not the end of the start-up company is complex. They are difficult to operate, not just chaotic and unpredictable. They force you to grow and become addicted. But they are not the end of the world. If you fail, it's OK. Learn lessons from them. Breathe in a deep breath and stand up and regroup. Do a little more each time and add up. I like what Mark Cuban said, you just have to do it once.