Why do software startups fail so easily?

Is it a technical problem or a market problem? Or is there something else? Many people analyze that the main reason is that the members of the entrepreneurial team have contradictions in the process of starting a business. To put it mildly, several shareholders disagree, resulting in internal strife or internal friction; To put it mildly, it is the lack of an excellent entrepreneurial team. It can be seen that an excellent entrepreneurial team can determine the success or failure of an enterprise, and failed entrepreneurs have laid the fate of entrepreneurial failure from the beginning. The "iron triangle" theory: that is, the candidates for the three roles of technology, market and operation should be in place, and they are all tough guys. Of course, the programmer's role is in technology. You should be a research-oriented leader. You have many years of experience in software project/product development and management, and are familiar with various technologies or tools. Your ability to solve problems is very strong. You can write beautiful technical solutions. The most important thing is that you have a thorough understanding of the business process of an industry and know what customers need. Some entrepreneurs are really skilled, but they seem to have done everything. Everyone has a little knowledge of business processes, which is very dangerous, because you will gradually understand that technology is often just a tool to realize business processes. For many domestic IT enterprises, there is actually no core technology worth mentioning. The core is an in-depth analysis and understanding of business processes in an industry, such as financial software and ERP software. What matters is not what the development technology or database technology is, but the business model and process. Therefore, in such an enterprise, the biggest headache is the market. Although I am not old, I have a deep understanding of this and have been planted here. IT is no exaggeration to say that a large part of IT enterprises in China are market-oriented, that is to say, there is a market first, then entrepreneurship, then technology, rather than a technology or product, and then open up the market. This approach is too risky unless your product or technology is truly core and unique. And it usually needs a lot of start-up funds, which is not an ideal way for programmers to start a business, unless VCS becomes stupid and gives you muchmuchmoney for no reason, but will this good thing happen? We need daydreaming to be whimsical, hehe. Therefore, when starting a business, we must put the market first, that is, find a marketing expert as a partner. He must have strong market planning and execution ability. After years of hard work, he has established a lot of market resources, which are useful and effective for your newly established company. Newly established companies are generally made by shareholders themselves, so you must not have that kind of self-righteous dream. For example, we recruit a marketing manager and then help the company develop the market with great fanfare. Such people are too hard to find and too expensive. The smart thing is to find a marketing partner of NB and let him lead ordinary marketers. Shareholders who really play a key market role are the direct beneficiaries of market effects. As you may know, Mr. steve ballmer, the current CEO of Microsoft, is really a talented operator. He is always enthusiastic, humorous, inspiring and has strong operational planning ability. With him, Bigger can go fishing on the island every day or do charity work with his wife. For an enterprise, this role is very needed. He is the decision maker of the company strategy. He can comprehensively and thoughtfully analyze the opportunities and risks faced by the whole company, and consider the sources of cost, investment, income and expected income, even including the company's management regulations, long-term planning and design. He is always full of passion, and his speeches can always bring great encouragement to sleepy programmers, full of all kinds of beautiful blueprints for the future. Above, we have discussed the ability requirements of each role and its role in the enterprise. Let's briefly discuss some problems that need to be paid attention to between roles. First of all, each role is an independent individual, everyone has his own views and values, and the perspective and attitude towards problems may be different. Therefore, contradictions and conflicts are inevitable, but they must be pragmatic, and any contradiction can be resolved and settled in a short time. This requires all members to be familiar with and understand each other, and everyone is very clear about their own strengths and weaknesses, as well as the strengths and weaknesses of other members. In the words of an online friend, it is: classmates studying in the classroom, comrades fighting in the trenches, gambling friends playing in casinos, friends having sex in the room, hehe. Remember: entrepreneurial teams don't need strangers! Secondly, the roles must be complementary, and it is best not to repeat the abilities.