Starting up a new venture, or launching a new product, is fraught with danger – and ripe with myths – for both green-horn and veteran entrepreneurs. Those who survive and thrive have learnt from their mistakes.
Before Christmas my phone rang. It was a young entrepreneur, launching his third venture. It was a web-based publishing business that was reliant on advertising revenue, and he wanted to pick my brains.
I quickly pointed out a major flaw in his model. He only planned to publish every few months. “You will need to publish a lot of content regularly to build the traffic to ensure advertisers get a return on their investment,” I told him (harshly, I thought). I could not really see the business working with the business model he proposed.
Imagine my surprise when he rang a few weeks ago to say he has built the website and could I tell him what email marketing technology I was using? He has mortgaged the house, has moved into an office and worse, he expected me to be pleased. I felt dismayed. He had made a number of crucial errors.
As the economy tightens, it is going to get harder to launch a business or new products and services. But people should not be deterred. Great businesses are born from hard times and innovations are spun from the need to do it better, cheaper, faster.
But don’t get caught. If you go in with your eyes wide open, you will have a much greater chance at survival.
Here are 20 misconceptions I have observed entrepreneurs make when launching a new product or venture, and some examples – and some advice about what they should do at each stage.
Really? Says who? Many entrepreneurs start with a great idea for a product or a business. When the business doesn’t work they blame lack of money, wrong people or claim the market doesn’t get it. But most times they have simply not done a proper plan.
They are so enthusiastic, might have great networks, can give you a long list of potential customers. But their assumptions are flawed. And often important issues are not even considered.
Why? Two reasons. Enthusiasm gets in the way of reasonable planning. Secondly – and I believe more often – the entrepreneurs do not know all the questions to ask. They then find out the hard way.
To circumvent this problem, sit down with more experienced business people who will question your assumptions. You also must do a business plan. Why? The main reason is that on there somewhere will be an element of the business that you have simply not even thought about, and can then change your business model.
I call this The China Syndrome. As soon as anyone tells me they have found a billion dollar market, I challenge them. Broad statements like this mean they do not understand the much smaller segments that make up every market and the costs of reaching that market.
Many entrepreneurs try to sell to the small business market. In
There might be a billion dollar market, but you will only get a slither of it. So which slither are you after, and how much will it cost to reach it?
No you don’t. Many entrepreneurs design, brand and market a product at a particular customer base.
But the problem is the customer is not the buyer. Take a lawyer as an example. A lawyer may set up a publishing business to provide content to other lawyers. The lawyer knows what lawyers want to read. But the lawyer is counting on advertisers for income. So in affect the advertiser is their customer. Yet the lawyer knows nothing about the advertising market.
Or take companies which design products for the children’s market. The customer is the child right? But who are the buyers of these products? Mums and dads.
Martin Chimes, founder of Unistraw, found this out the hard way. He designed a flavoured milk staw to look like a lolly candy. Very appealing to children – but has had to be redesigned, and now it looks like a health product and appeals to the real customer; parents.
So don’t ask who will buy my product? Ask where will the money come from to buy that product? That is your true customer.
No, they don’t. Look at the stats and have the guts to make the big decisions, and quickly. Many entrepreneurs refuse to believe their strategy could be wrong. And let’s face it – after just a few months it can be humiliating, infuriating and frustrating to sit the staff down and tell them the business model needs a complete renovation. But heed the signs, and be prepared to change strategy radically if necessary.
Phil Ruthven, founder of IBISWorld, was a chemical engineer when he set out to launch an online database. The business world was not interested. But instead of giving up he changed tack and started a strategic consulting firm. “But I soon realised I couldn’t compete internationally against the likes of McKinsey,” he says. “Changing from a consultant in late ‘87 we almost went under, as almost all companies do. It wasn’t all misery, but it was very tough.”
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