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7 Shortcuts That Can Kill a Startup Business

 

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Starting a new business is not an informal process, and it should never be treated like a hobby between friends. Unfortunately, as a startup advisor and angel investor, I’ve seen too many ventures with great potential get destroyed or set back by legal and other shortcuts that should not have been allowed to happen. The path to true success does not allow for shortcuts.

I’m not suggesting that any startup should demand perfection, but I do recommend that they learn and follow common business practices from the beginning. Mark Zuckerberg can tell you a horror story about how his early informal breakup with a co-founder ultimately cost him a settlement worth $4 billion. Many other business-owners have lost everything by taking shortcuts.

I’m not talking about fraud or even intentional efforts to mislead people. Here are a few examples of situations and results I’ve seen that happened because of ignorance, poor communication, lack of a paper trail or procrastination:

  1. Count a discussion between friends as a firm agreement. I’m not suggesting that formal legal documents are always required, but agreements without some paper or email trail are easily forgotten or misconstrued. A co-founder who loses interest and backs out early will likely be back to claim his half after you reach unicorn status.
  2. Delay incorporating until required by investors. This approach has tax implications you won’t like, since the IRS will tax your founder’s shares immediately at the valuation you give investors. If you incorporate much earlier, and file the proper forms with the IRS at that time, there will be no taxes until much later when shares are sold.
  3. Reveal “secret sauce” before filing intellectual property. Filing a provisional patent costs very little if you do it yourself, and it holds your place in line for a year. Trade secrets need to be documented and dated, and business plans should be labeled as confidential. The alternative is to watch someone else claim first rights to ownership, with no recourse.
  4. Do not disclose your new venture to a current employer. I always suggest an early and open discussion with a current employer about a new venture you are contemplating. Clarify upfront the potential for a conflict of interest or violation of a non-compete clause, and confirm the answer in writing. Late surprises lead to lawsuits.
  5. Give away more equity than required to drive the business. A common myth these days is that every startup needs an investor, and large investments are better than small ones. In reality, the most common startup success results from bootstrapping, and too much money leads to poor control and sloppy decisions. Don’t give away your business.
  6. Skip any due diligence verification on interested investors. You may be getting desperate for a cash infusion, assume that money is always green, and forget that every investor is as different as every employee. While fraud is always a potential concern, a the real issue is finding partners who support you rather than seek to control you.
  7. Rely on commitment to a higher cause to get you through. Remember that all businesses, even non-profits, require revenue to survive and prosper. The fact that your business is “green,” or cures world hunger does not guarantee you investors or even customers. Reality-check first your seizing of the opportunity, your competition, and your margins.

Running a successful business is all about effective written and verbal communication, documented agreements, and conformance to legal and business norms. Too many entrepreneurs assume they can save money or time by shortcutting these early, and catching up after the business has more traction. They forget that good business practices lead to success—not the other way around.

Actually, the biggest shortcut I see in new entrepreneurs is a lack of planning ahead. I recognize that every startup will encounter challenges that cannot be anticipated, but it pays big dividends to prevent the ones that can. You won’t survive if you don’t learn from the mistakes of others and repeat their expensive shortcuts, along with those you create.


 

Reprinted by permission.

Image Credit: CC by ITU Pictures

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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