7 Startup Habits Investors Read as Staying Power


I’m always looking for evidence of early startup characteristics that might be predictors of long-term success. Every investor has his own list, usually based on his own very small sample or simply his gut feeling. Of course, we would all like to have a magic list based on more definitive tracking of many real startups over time.



In that context, I came across an old study of 27 startups featured in Inc.’s annual “Anatomies of a Start-up,” done for “The Journal of Business Venturing,” and published by George Gendron in Inc. Magazine. As it turned out, 17 of the 27 companies were still in business 7 years later, which is at least double that of other studies. The points all still ring true today.

To determine what factors made a difference, the researchers compared the 27 companies using several variables. Of all those variables tested, only 7 proved to be reliable predictors of survival. Here is my own net of those seven habits:

1.    Founder is ready, willing and able to learn.

We have all known entrepreneurs whose egos are so large that they can’t be bothered listening to any advice from friends or experts, and they insist on doing things their way. Effective entrepreneurs are always open to learning, no matter what their prior experience.

2.    Seek out established suppliers and channels.

The challenge of creating a new product or service is tough enough without insisting on a new supply chain and a new distribution channel. The most effective startups focus on their core competency, and work hard to pick the best of the rest for partners.

3.    Pays close attention to new potential competitors.

Effective startups are never comfortable just because the features they plan for rollout in 6 months are ahead of what competitors have now. Things move fast in the startup world, and real competitors never stand still. Reassess new entrants and competitors every month.

4.    Spend more time on initial positioning.

Like the old saying goes, you only get one chance for a great first impression. Overcoming a bad image, or even changing a non-image, takes a lot of time, money and effort. Your initial business identity can make or break your startup.

5.    Do your homework on minimal capital requirements.

Usually that means have a Plan B and a Plan C, just in case your initial source doesn’t materialize or takes much longer to finalize than you expected. Running out of capital midstream is a brick wall that can derail even the best plans.

6.    Offer customized products or services.

It’s very difficult for a startup to jump quickly to the volume required to sustain them as the low-cost producer. Big gorillas with deep pockets find it hard to scale products that are designed or produced to order.

7.    Choose a large market in a growth industry.

By definition, a growth industry has a history and an outlook of at least double-digit annual growth. A large market means at least $500 million in potential sales if the company is asset-light and $1 billion if it requires plenty of property, plants and equipment.

This study jibes with other academic research showing that no single factor is a reliable predictor of success, but taken together they do add up to a considerable advantage. In my view, a necessary but not sufficient first predictor of success is the habit of building a plan.

It’s the plan-building process that provides the value and gives you real insight into your market, your customers and the competition. After that, it’s all about learning and execution. If you see a startup with the execution habits listed above, that may be the horse you want to bet on and ride to the finish line.

Reprinted by permission.

About the author: Martin Zwilling

Martin is the CEO & Founder of Startup Professionals, Inc., a consultancy focused on assisting entrepreneurs with mentoring, business strategy and planning, and networking.

Martin for years has provided entrepreneurs with first-hand advice, mentoring and business plan assistance as a startup consultant. He has a unique combination of business and high-tech experience, and executive mentoring and connecting startups with potential investors, board members, and service providers.

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