Why Startups Fail: A Top 10 List From Geoff Entress, Seattle’s Prolific Angel Investor

4. They react too slowly to changes in the market. This includes things like not changing their overall cost structure quickly enough, not cutting staff deeply enough, and not adjusting the business model.

5. They don’t hire the right team as the business grows. Startup founders often don’t “scale” to large public company CEOs.

6. They don’t listen to their customers. Customers can be “sold,” but they usually know better than you what they want.

7. They don’t change their business model when it becomes obvious that it is flawed. Be decisive, be flexible, learn what works and do more of it. (Entress gave one good example—Shelfari trying out numerous features and letting users say whether they like them or not—and one bad example, his own startup UrbanEarth.com, which folded in 2000.)

8. They don’t raise enough money. Focus on milestones required for the next financing, and structure the financing appropriately (in terms of preferred stock, convertible debt, common stock, or LLC interests).

9. They raise money from the wrong investors. All money is green, but it is not all the same. Different types of investors (venture, angel, other financial, strategic) have different return and timing expectations.

10. They don’t leverage their board and investors. Communicating via monthly updates (at a minimum) is key. Your board and investors will have contacts and insights that you won’t. Your investors need to agree on key strategic decisions like raising money or selling the company. Existing investors are your backup source of financing.

As a corollary (Entress labeled it 10+ on his list): They don’t sell when the opportunity is right. That means in a period of high growth, high demand in the market, or when they are a strategic “absolutely must have.”

These certainly all sound like good rules for startups to live by. But there is one final reason for failure, as Entress pointed out, and it is a wildcard…

11. They have bad luck. No matter how good your product is, sometimes bad things will happen, you will run out of money, and you will fail.

Author: Gregory T. Huang

Greg is a veteran journalist who has covered a wide range of science, technology, and business. As former editor in chief, he overaw daily news, features, and events across Xconomy's national network. Before joining Xconomy, he was a features editor at New Scientist magazine, where he edited and wrote articles on physics, technology, and neuroscience. Previously he was senior writer at Technology Review, where he reported on emerging technologies, R&D, and advances in computing, robotics, and applied physics. His writing has also appeared in Wired, Nature, and The Atlantic Monthly’s website. He was named a New York Times professional fellow in 2003. Greg is the co-author of Guanxi (Simon & Schuster, 2006), about Microsoft in China and the global competition for talent and technology. Before becoming a journalist, he did research at MIT’s Artificial Intelligence Lab. He has published 20 papers in scientific journals and conferences and spoken on innovation at Adobe, Amazon, eBay, Google, HP, Microsoft, Yahoo, and other organizations. He has a Master’s and Ph.D. in electrical engineering and computer science from MIT, and a B.S. in electrical engineering from the University of Illinois, Urbana-Champaign.