Getting clear about why startups fail - the real truths behind failure(not for the faint-hearted)

I recently read a post about startups & why they fail. Given my background in startups, (15 personally, and hundreds in conversation), I couldn't help but address this mis-information.

The key reasons early stage businesses and startups fail is often a lack of 3 things: 

1. Clarity - about ‘who’ they are and what problem they solve in the market. 
2. Financial Mastery – knowing what to measure and what it all means (including how well their current marketing efforts are working) 
3. An Action Plan - that includes specific targets and strategies to ensure they stay focused.

However, Our team of 27 Mentors & advisors (who between them have helped thousands of startups) all agree

THESE 3 reasons ARE WRONG

Worse, taking this advice will cause you to focus on solving the wrong problems.

Not all advice is equal. Let me be frank. There are a lot of people out there giving advice on startups, that have never done one themselves, or worse, have never 'failed'.

But don't just take my word for it (which is the point of the article). Here's what a few 'failures' had to say on the topic.

The great NFL football coach, Tommy Lasorda famously said "About the only problem with success is that it does not teach you how to deal with failure". 

"Many of life's failures are people who did not realize how close they were to success when they gave up." -Thomas Alva Edison

"Develop success from failures. Discouragement and failure are two of the surest stepping stones to success." -Dale Carnegie

"I learned more from the one restaurant that didn't work than from all the ones that were successes." -Wolfgang Puck

"My imperfections and failures are as much a blessing from God as my successes and my talents and I lay them both at his feet." -Mahatma Gandhi

"Anyone who has never made a mistake has never tried anything new." -Albert Einstein

So let's get to it. 

There are 8 real reasons why startups fail,  and they boil down to 2 indesputable truths as to why entrepreneurs fail.

The 8 Reasons. 

1. You have the wrong, poor or mis-aligned guidance, or you don't heed it. 

(Note:, the rest all follow from this first one)

2. Your business model is flawed.

3. Your personal life sucks

4. Your team is weak, or non-existant.

5. Your strategy is mis-aligned with your vision. 

6. Your message is incongruent with your offering, or poorly crafted or delivered.

7. Your execution is 'sub-optimal'.

8. Your Resourcing skills  (finding customers, partners, suppliers, supporters, JVs, funders, fans, advocates) are not aligned with your capabilities. 

And the the great news is, because these things is these are all your responsibility, they are also within your control. 

There-in lies your opportunity. (And my own, for that matter).

And the 2 indisputable truths?

1. Your reason 'why' is not strong enough, or

2. Your compelling 'vision' is not big enough or powerful enough. 

Here's the best part. If you address the 2 first, you are halfway to fixing the 8 reasons. 

Again, don't take my word for it. Find out for yourself. Ask your own mentor/ advisors -show them this email. The clever ones might even manage a wry smile. 

If you'd like to learn more, we are about to launch 3 new weekly podcast series, the 1st of which is called 'Rising STARtupS' for startups, by startups, about (you guessed it)....starting up. 

We'll be promoting the podcasts through our meetup & LinkedIn groups, so join that & you'll get the updates. 

And please share this with that person you know that has been talking for ages about starting 'one-day', and with your 'tribe'. 

Have a great day

Daniel Mumby

CEO & Founder

StartUp Foundation

- The Startup Accelerator for Professionals

- Presenter - Rising STARtupS Podcasts

- Events Co-Ordinator - Startling StartUp Ideas

What is Startup Success really?

Why 15 startups? Can't you succeed at anything?

Great insight often comes from great guidance. One of my newer mentors (who didn't know much of my history) asked this question of me yesterday. 

Not because he was trying to be rude or critical, but because he recognised that anyone from outside of the startup space would genuinely ask that question. And it's a valid one. 

What do you call a success?

Is it a startup that went on to make it's founders millionaires? 

And what is failure?

Is it a failure to properly execute a strategy? To launch prematurely?

Or is it an idea that has inherenent weakness (as most do) that cant easily be overcome?

Or perhaps its an interesting idea, that you successfully launched but later ran out of resources (team/money/ execution) for? 

Or hits a unanswerable questions or barriers (such as scalability/ licencing/ politics/ market) ?

Or a launched business that you later closed because there was substantial risk (eg of itself of being disrupted)?  

Or perhaps you didn't know/ learn/ do / listen enough?

Or one of a hundred other reasons.

These are interesting questions, at least to me, and perhaps to a few other entrepreneurs. 

What I do know, is that the average number of projects that an entrepreneur has attempted before reaching substantial success (what ever that is) as a Founder (as opposed to an investor) appears to be between 8-14, according to the wise advice of 2 of my great mentors. 

Why is that important?

Because for every 1000 entrepreneurs who start the race, only a few will ever make it to this mythical finishing line (or perhaps its just a new starting line). 

Let me expand. A recent report by PWC, analysed the dropout rates of failed startups in Australia as being about 60%, which means that founder retry rates are 40%.

For example, in any one year if you had a cohort of 1000 aspiring entrepreneurs that had failed on their 1st attempt, 600 would leave, and 400 would retry. 

(In the absence of any data about the return rates of subsequent founders, we can only use that continuing ratio). 

So of the 400 that retry, (and because most of these will fail), only about 160 of these will go on to try a third time, and 64 a fourth, 25 a fifth. 

By the end of the time series that marks the 6th attempt, from the original cohort of 1000, we would have a very interesting statistic.

Only a handful of entrepreneurs will have successes, and an equivalent handful number will have achieved failure, both over approximately the same time scale. 

Both will have learned similar things, such as how to build & resource teams, overcome adversity, build connections, obtain great guidance, craft and deliver a compelling story, and engage an audience. 

Some will say that the main difference will likely only be the size of their wallets. 

However, one group will be disproportionately stronger in another area.

You can't buy it, borrow it, or lease it (though some might try to fake it). 

And once you have it, it can't be take from you. 

Character. 

Character comes not from money - it comes from facing & overcoming adversity. 

It is what defines, and refines you. It says what you will, or won't stand for. 

Character forces you to search your soul for who you really are. 

Character comes from standing against the small voice in your mind that tells you to take the 'easy' shortcut. 

Character comes from pushing on, when all about you have fallen, or given up, or taken the easy path.  

Character tells you get up again after you fall down. 

Character will cause others to rally around you when you fall, and reach out to you, to help you to your feet again

Character, is the compelling and endearing qualities of your integrity, values and standards, all wrapped up. 

Success is Character.

Are you on track with your startup idea, or 'pushing s#!t uphill"?

Time and again in customer conversations, I am reminded of why I'm building my current startup, (Startupfoundation.com.au).  Daily, I hear "That's exactly what I've been looking for", or "Where were you when I started x years ago?"

If you are talking to potential customers and not hearing those phrases, then you have a problem. A big one.

They (customers) might not care about your solution to their problem. Or perhaps you don't really understand their problems, or they just don't think you do.

Either way, you are now (and apologies for the vernacular) "pushing s#!t uphill", as we say downunder. Every 'conversion' is a battle, every conversation is a firefight, every sale is an Everest.  But it shouldnt be.

If "Minimum Viable Product", is a flawed propositon for you (as it is for many startups, such as for those by experienced professionals), why not start with a "Minimum Desirable Product"? 

Why not build something that not only solves the customers' problems, but that they care about enough to actually want to put down their hard-earned-readies for? Why not meet their needs the first time round, instead of taking 6 or 10 iteratons to get there, and alienating many of your ealy potential customers in the process?

I could describe in detail the difficulities of finding, & the very high cost of acquisition, for obtaining early leads. But its a simple fact; if your market loves your products 12 months sooner, that's 12 months of 'extra' conversions, referrals, revenue, repeat buiness, PR etc. Its probably the difference between you running out of 'runway' (personal or business capacity) and making it your next milestone. In short, the difference between succes & failure. 

So, before you build your 'product', let me ask you this. Would you hire a housing builder to build your dream home using an MVP, and then 'test & iterate' or would you want it done in a more desirable way?

Perhaps its time for a whole new way of thinking for building a digital startup. Perhaps its time to think about how to imagine the endgame & then reverse engineer the process, so that you start with a solid foundation. 

Or perhaps we should just change the way that we build houses?

Startup #10- a big opportunity with a Social Media Language Translator

Opportunity #10 is in a big space.

in late July 13, I took an idea to a Launch 48, a pitching competition & 'hackathon', with the idea to testing it, & perhaps forming a team around it, either for that idea, or maybe another. Not only did we win that competition, and put together a large team to build the opportunity,  I also learned a whole lot in the process.

What we created was a working prototype proof of concept and a business model for a very large startup, called TerraLingo (I'll come to the size of it in a minute), which is a social media language translator, with interesting big data analysis and corporate partnership opportunities.The challenge is that to build something within the opportunity space that we saw,that could scale at a worldwide level, would take easily between $20-30 million of venture capital over 3-5 years. Like many startups in that space, it had a high failure capacity.

The problem was that because most of our team was 30+, and would be initially part-time, no startup accelerator in Australia would've approved our application, which is seen as almost mandatory to obtaining tech VC seed capital. And the normal model means giving up a fair chunk of equity to a VC (often here at very unfavourable terms), in order to get the cash you need to grow the business to a big enough level. To do a startup well, means having cash, and spending that cash wisely, whilst we validate our model, whilst gaining traction and creating revenue.To grow it means a location to operate from, cash to pay for staff, research, services, consultants, advisors, software, business infrastructure etc

Also inherent in the problem for most of us older guys doing a startup, is that we have 'golden handcuffs', - obligations. We have wives (or husbands), kids, mortgages, school fees, lifestyles, etc. Which meant that life for us in a startup requires us to have a new (better) plan, none of which would work for a VC-funded venture (or at least, not for any of the one's I've met).

To make matters even worse, the local VC's that I directly pitched to didn't get it, so seed funding was going to be really hard, which meant we really needed a better plan. As my great mentor, Neville Christie, recently told me -"It's not a lack of resources that you suffer from; it's a lack of resourcefulness".

So the plan expanded to bootstrap through direct customer investment, and create a range of services to allow us to stretch our resulting cash further. We developed a model which should give us access to all the people, resources, mentors, corporate clients & money that we'll need to build out TerraLingo, without VC money at onerous terms (eg 2 x Participating, preferred stock, anti-dilution, ratchet clauses, board seats, controlling interests, and....... the list goes on). My apologies for the jargon.

To get really creative, we looked to our own ingenuity. For example, instead of us paying $7k per person at a co-working space (do the math on 3-12 people), we could operate from effectively our own venue that a separate group/team has setup for us, leaving the cash from that saved expense free for more important costs like marketing & a bigger team; instead of outsource our core requirements, we 'insource' them.

To generate cash, you should also get creative, and by spending our time seeking customer, rather than VC money (often called 'bootstrapping'), we not only would validate our startup but raise the value of the business before obtaining external financing. I'll demonstrate the value of this method in one line:-
Angelist recently raised a Series A round of $24m, on a $150m Valuation - a series A! in doing so, demonstrate how other startups could use them & replicate their model = more value in their clients and their model.

I'll lay out the whole plan shortly, but what we've been creating (on the side) has become a fully vertically integrated accelerator & co-working space model, for which TerraLingo would be an anchor client.

And with the early equity that we don't have to give up to an accelerator or VC, we can reserve a larger slice for the team, and offer some up to group of direct investors, advisors, consultants and mentors to accelerate our growth. Just like Ycombinator & 500 startups do. In effect we create our own VC model - and then allow other startups to piggyback onto our model, expanding it to support "from ideation to exit".

I promised you an outline of how big an opportunity TerraLingo is; to give you a sense of scale, it was announced yesterday that Topsy was acquired by Apple for $200 million, and DataShift is worth even more. Perhaps we were too late to the table, though its a shame that some of our 'clever' VC's didn't get it.

However, we think we might have 'accidentally' created something far more valuable.