An MVP should encompass only the core features that demonstrate the primary functionality of your product. For example, a basic ride-hailing app that merely connects users with drivers could serve as an MVP for a company like Uber. There’s no need to incorporate features like an integrated wallet or a sophisticated user interface at this stage; those can come later. Your initial focus should be on having users interact with your MVP to evaluate the utility of its core features. You can wear your ideation hat in the later stages.
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## Entrepreneurial tech

# The Comprehensive Guide to Starting a Successful Tech Startup

## Crafting your startup odyssey, from conception to sustained triumph

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Sep 10, 2023

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## Introduction

In today’s landscape, the buzz around startups is palpable. It seems like the new-age gold rush, where anyone can access the potential for extraordinary success, or, as some prominent publications might put it, “A trend that enriches the wealthy while leaving the less fortunate even further behind.”

I’m not referring to traditional mom-and-pop grocery store entrepreneurs here. Instead, I’m diving into the world of technology-enabled companies that tackle real-world problems and aim to make life as seamless as possible. Startups span a wide spectrum, from space technology to defense. The financial resources available to startups vary widely depending on their industry, business model, and the complexity of their products or services. The availability of funding plays a pivotal role in a startup’s ability to test hypotheses, iterate on ideas, and bring innovative solutions to market. Some make it to the top, competing head-to-head with established businesses, while others run out of steam.

In this burgeoning landscape, where does one find the gateway to riding the wave of innovation? A word of caution: It’s an arduous journey, and the complexity of the challenges may evolve, but the magnitude only intensifies with time. To set the stage for this discussion, we need to delve into the step-by-step process of building a startup. A superficial understanding of this process is a recipe for inevitable failure.

## Why listen to me?

The world of entrepreneurship, ranging from tiny three-person teams to massive organizations with thousands of employees, is nothing short of mind-boggling. The intricate interplay of countless variables to deliver seamless user experiences that seem almost magical has always held a deep fascination for me. If you’re reading this, you share this fascination. I threw myself into the world of startups with intense passion, devouring hundreds and thousands of articles, books, and courses with the ambition of becoming a virtuoso in the field. Yet, there was a critical error in my approach. I attempted to master the art without getting my hands dirty in the real world.

My journey included launching a cryptocurrency company, gaining entry into an incubator, turning down a $120,000 seed funding offer that required relocation, and eventually shuttering the venture as the crypto market entered a downturn. Undeterred, I initiated a startup validation agency, taking on no more than two clients. This venture taught me that running an agency primarily involves managing people rather than addressing tangible, real-world problems. Undaunted, I am now developing a content curation startup in the EdTech sector.

When you compare the troves of theoretical knowledge with the lessons from these hands-on experiences, the latter stands out as the superior teacher.

## Should you start a company?

We understand that the allure of entrepreneurship is enticing. What entrepreneur wouldn’t want to become a billionaire or earn a coveted spot on the Forbes 30 Under 30 list? However, there’s a critical consideration: Don’t let the desire to start a startup drive you to first search for a solution and then scramble to find a matching problem. It should be the other way around.

Entrepreneurship is for individuals who possess an intimate understanding of the problem they’re solving, preferably because they’ve experienced it themselves. Don’t start a startup merely for the sake of it. The initial motivation will fizzle out, and you’ll find yourself in need of external incentives to keep going, with minimal chance of pivoting it into a successful business. Founders and the core team must be deeply passionate about the product they create, as this passion is the driving force to align interests and sustain momentum.

## Ideation: A startup’s genesis

Ideation isn’t merely about brainstorming a list of ideas with no substance. Such a list lacks value. Instead, ideas should find you. Get into the ring where you test your core competencies, making you the best of the lot to solve that particular problem.

Ideas come out of a catalog of problems that you intimately understand. It’s crucial that ideation take place within the framework of your core competencies. You should possess an amalgamation of passion to solve the problem and a deep understanding of the market. This is a focal point for investors when assessing whether the right team is crafting the right product. Gather with friends, engage in discussions about industries, do thorough research, keep it stimulating, and, most importantly, remain inquisitive. Keep your senses sharp and alert; the right problem will present itself when the time is right.

## Validation: Ensuring your startup idea holds water

It’s easy to get caught up in the excitement of imagining oneself as a billionaire with a list of startup concepts. However, validation is an imperative step. It not only saves you time but also addresses one of the most challenging phases of the startup journey. During this phase, your ideal future customer reigns supreme. You’ll need to delve into every document and community imaginable to identify the right audience for your startup. In the beginning, this audience may be quite niche. They will inform you about the issues they encounter and what they perceive as the actual problem requiring a solution. Swiftly rectify any discrepancies between your startup’s initial vision and the genuine problem you’re addressing. Once aligned, your product already has a market.

Furthermore, it’s vital to attend to fundamental considerations. These include delving into critical data, such as market size (in its various dimensions: total, addressable, and serviceable), and discerning whether the market is in a sunset phase (e.g., the conventional gasoline-powered automobile market) or a sunrise phase (such as artificial intelligence).

Though it may be difficult to accept that market conditions cannot be compensated with any other startup metric, it matters little whether your product, team, or pivot is top-notch when the markets are not on your side. A quick validation method I use for all my ideas is as follows:

- Construct a landing page that succinctly outlines your startup’s purpose.
- Request expressions of interest by collecting email addresses.
- To attract relevant people to your landing page, launch targeted ads. Example: For an investment platform, your target customer could be a user who is actively following financial influencers.
- Analyze the collected data.

Next, conduct one-on-one interviews with a multitude of individuals. Frame your questions thoughtfully. Your goal should be to determine if interviewees are willing to pull out their wallets for your product. Once you receive confirmation that the product is wanted or needed, you’re on the right track.

Before launching their team communication platform, Slack’s co-founders conducted one-on-one interviews with potential users. They found that many people were frustrated with email overload and the lack of a centralized platform for team communication. These insights guided the development of Slack, which quickly became a widely adopted tool for businesses, demonstrating the power of understanding customer needs through interviews.

Getting people interested in your product can be tricky because some may lose interest when it’s time to pay. One way to tackle this is to have a pre-ordering system in place.

## MVP (Minimum Viable Product): The launchpad for success

Many mistakenly assume that the next logical step is to secure funding before building the product. In reality, raising funds with just an idea and some validation is challenging. For hardware, you need a prototype, and for software, you need a Minimum Viable Product (MVP). Ideally, a prototype or MVP precedes raising capital, but there are many exceptions. OpenAI is a great example here; it raised millions of dollars before getting to their MVP stage, the caveat being the heavy research and training costs of their models.

An MVP should encompass only the core features that demonstrate the primary functionality of your product. For example, a basic ride-hailing app that merely connects users with drivers could serve as an MVP for a company like Uber. There’s no need to incorporate features like an integrated wallet or a sophisticated user interface at this stage; those can come later. Your initial focus should be on having users interact with your MVP to evaluate the utility of its core features. You can wear your ideation hat in the later stages.

MVPs are typically developed without external funding, relying on support from friends and family. However, if your MVP is on the resource-intensive side, you can explore angel investors who may offer monetary support without active involvement in your venture or even VC money for companies like OpenAI, as mentioned before.

## Fundraising: Fueling your startup’s growth

Not everyone needs to secure external funding. If you have personal savings or alternate means to advance your business without diluting equity, it’s a prudent path to pursue. This approach, known as bootstrapping, entails using your own capital and reinvesting profits generated by the company back into the business. While growth may be slower, you’ll retain full control over your company and vision, minimizing the risk of distress-driven pivots that may undermine your initial business goals. For those lacking sufficient resources, look for the right investors, such as incubators or accelerators. Y Combinator, Accel Partners, and Sequoia Capital are good examples.

Unfortunately, the world of venture capital still heavily relies on networking. The most effective way to secure meetings with potential investors is often through referrals. Your pitch deck is a make-or-break component of the fundraising process and should captivate an investor’s attention within the first two to three slides. Simplicity is key. Your pitch deck should incorporate the following slides:

1. Problem: Define the primary and secondary problems your startup addresses.
2. Solution: Explain how your product or service resolves these issues.
3. Story: Share your personal encounter with the problem and your journey to discover the solution.
4. Market: Analyze the size of the market and its potential for growth.
5. Business Model: Outline your revenue generation strategy.
6. Competitive Landscape: Highlight your unique advantages in the market.
7. Traction: Showcase relevant metrics, such as daily active users (DAU), monthly active users (MAU), gross merchandise value (GMV), depending on the niche your company operates in, and ideally, revenue.
8. Team: Detail what makes your team the ideal candidate to tackle this problem.
9. Ask: Clearly state your financial request.

## Sustaining: From survival to thriving

Congratulations! You’ve either secured funding or chosen to bootstrap your startup. Now, you enter the phase of sustaining and nurturing your business. This stage can be even more demanding than the initial launch, as you’ll face competitors, operational hurdles, and the constant need to adapt to shifting market conditions. Here’s how to navigate this phase successfully.

Build Your Team: As a founder, you may have started as a one-person operation or with a small team. Now, its time to scale up and recruit the right talent. Your team is your most valuable asset. Avoid complex employee hiring and management software until it is required. Choose people who are “all in” over people who may be more skilled but don’t buy into the vision. Bharatpe, a fintech startup, used a unique hiring technique:

It used its distribution and ran a promotion, offering a free BMW bike to new hires instead of paying the same amount in commissions to hiring agencies. This attracted a lot of applicants and gained free publicity from major publications.

Product development: Your MVP served as a starting point, but it’s far from the final product. Getting the imperfections of the product out the door one at a time should be one of the top priorities.

Before diving into building the MVP, or Minimum Viable Product, it’s crucial to consider significant technical decisions. These choices can have a lasting impact on your product’s scalability and performance.

- Software Project Management Methodology The main project management methodologies are Waterfall and Agile . Waterfall came first. Agile followed later, to address Waterfall’s rigid, non-iterative, sequential nature. Waterfall is still used, primarily in huge government software projects, but Agile is much more common.

A popular form of Agile is Scrum, where you build your product in multiple sprints based on the importance of the features you are building. Scrum is a widely adopted framework by many software product teams. There are other Agile methodologies to choose from based on the scale and structure of your startup, such as Kanban.

- Architectural Decisions Architectural decisions, such as whether to adopt a monolithic or microservices architecture, are crucial. Monolithic systems are simpler to start with but might face limitations as your product grows. Microservices, on the other hand, offer scalability but come with added complexity.
- Tech Stack Selecting the right programming languages and frameworks is another critical decision. It impacts the development speed, maintenance, and integration capabilities of your product. You need to decide what tech stack to use for product development. Popular examples include:

1. MEAN (MongoDB, Express.js, Angular, Node.js) — Ideal for building real-time web applications and single-page apps

2. MERN (MongoDB, Express.js, React, Node.js) — Great for creating modern web applications with a focus on user interfaces.

There are countless other tools and frameworks to consider.

- Use of Open Source and Third-Party Packages In software development, critical decisions include whether to leverage open source and third-party packages to expedite development or opt for in-house solutions. This choice can impact development speed, costs, and security. For instance, Facebook extensively uses open source technologies and contributes to projects like React and GraphQL, which have become industry standards.
- Cloud-Based or On-Premise You may need to decide whether your application will be hosted in the cloud or on-premises. Dropbox, for instance, initially relied on Amazon Web Services (AWS) for its cloud infrastructure, allowing it to scale rapidly while focusing on its core product offerings. Both choices require careful evaluation to align with your project’s needs and budget.
- Validation

Validation has to happen at every level, be it a new product line being launched or a small new feature. Consider different sets of techniques, like A/B testing for UI/UX and CSAT (customer satisfaction) scores for new functionality, to get your product assessed directly by your customers. These techniques usually fall under Product-Led Growth (PLG) techniques.

Marketing and Sales: Develop a robust marketing and sales strategy. Whether it’s through content marketing, social media advertising, or traditional sales techniques, you need a well-defined plan to acquire and retain customers. An important strategy that holds your startup’s distribution together is the Go-To-Market (GTM) strategy.

A GTM strategy includes:

- Value proposition: A clear definition of the value and benefits your startup provides. A helpful tip for new founders is to keep refining your value proposition until it fits into just one sentence
- Ideal Customer Profile (ICP): A list of features and characteristics your ideal customer should possess, including demographics (age, gender, location), technographics (operating system, screen time, credit or debit card user), behavioral metrics (purchase history, social media activity), or even custom metrics(industry, number of active online subscriptions).
- Distribution channels: Identifies the most effective channels through which the product or service will be delivered to customers. This can include direct sales, partnerships, e-commerce platforms, or distribution networks.
- Timeline: A roadmap with a defined set of dates to establish priorities.

- Customer Acquisition Cost (CAC) — How much do you spend to get new customers to buy your product? (Tesla has a near-zero CAC.)
- Customer Lifetime Value (CLV) — Once you acquire a customer, what overall amount will they spend on the platform?

Ecommerce platforms sometimes spend more to acquire you as a customer than the cost of the product you are going to buy. They are betting that your overall spend on upcoming purchases will surpass the CAC, thus resulting in a higher CLV. The metrics mentioned can do wonders for a SaaS or e-commerce startups, but your north-star metrics depend on your deployment and monetization models.

Financial Management: Create a budget, manage expenses diligently, and maintain a keen eye on cash flow. Maintain at least 12 months of runway (cash in your bank account to run operations). Invest in tools so that you can track your metrics and analyze them to help you in decision-making. Xero, a cloud-based accounting software for small and medium-sized businesses, and Freshbooks, an accounting software, are a few examples.

In 2023, every investor is eager for their portfolio companies to turn profitable and not turn into a Daily Active User (DAU) farm. Zoho took 27 years to reach 100 million users across its 55+ business applications, but has consistently shown profits without any external investments.

Adapt to Challenges: Startups often encounter unexpected challenges. Customer needs can change, and markets can go up, down, or swirl in circles. These challenges may impact your business model, requiring iteration. You might respond by reducing marketing spend or changing Go-To-Market (GTM). Otherwise, you might need to make some major pivots. Netflix is a great example here; we know it today as the place to binge-watch our favorite TV shows, but originally it delivered DVDs to your mailboxes. It had to adapt to the technological transition that happened from DVDs to online streaming.

Customer Support: Exceptional customer service will set you apart from competitors. Happy customers are more likely to become loyal advocates for your brand. Let your developers gain firsthand insights into customer needs, preferences, and pain points by having them make software fixes for customers. When engineers engage with customers, they better understand the real-world context in which their software or product is used. This understanding is invaluable for making immediate improvements and enhancements based on customer feedback.

The suggestion to involve engineers in customer interactions doesn’t mean they moonlight as customer support agents. Instead, it means creating opportunities for engineers to periodically engage with customers directly.

When focusing on customers, you will face choices like:

1. Response time vs. efficiency: It’s challenging to balance quick response time and efficiency. Many companies use AI chatbots to handle simple issues while assigning support specialists to focus on complex queries.
2. Personalization vs. scale: Depending on your niche, you may choose to broadly scale generic functionality or customize for a limited set of customers willing to pay for an ideal fit. If it’s a luxury brand with a high average order value, it's better to provide an exclusive hand-held experience with more human touchpoints. If it’s a generic product’s business, and the mass public is your target market, integrate tools for the users to help themselves.
3. Product improvement vs. immediate solutions: Whether to rapidly deliver custom fixes or stick to your product roadmap is a common dilemma. This is another balancing act. If an issue faced by a customer is a) highly disruptive or b) common to your customer base, prioritize fixing it ASAP. Don’t allow your positioning to drift away while fixing every customer’s problem!

## Conclusion

Success in entrepreneurship rarely follows a linear trajectory. You’ll put in long hours, encounter setbacks, learn from failures, and celebrate milestones. It’s a hard journey that doesn't get easier. And most start-ups fail.

Start the journey only if your primary goal isn’t to make money, but to solve a burning problem that excites you. Only that passion will motivate you to keep going. Valuations, exits, and unicorn status are just by-products.

If you found this piece insightful, please consider following me for more.

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