Phases of Startup life cycle

Phase 1) Notice Problem/Solution match

You have a plan for a product that you just just can’t get out of your head. Perhaps it absolutely was even born from one among your own desires. You’re off to a decent beginning.

At now, raise yourself few questions: "What downside am I compelled to solve?" and "Does my projected solution solve it effectively?" If you've got a transparent answer to the primary question and a assured "Yes" for the second, then you’ve got problem/solution match and a hypothesis, and it’s time to begin pressure testing your plan.

Best things during this stage:

  • Study the Lean Start-up framework and apply it to your discovery method.
  • Conduct problem/solution match interviews like sin.
  • Have a hypothesis concerning United Nations agency the target user is also for your product.

Phase 2) Build your product

The purpose of this next step is to check your product hypothesis with the tiniest attainable investment of your time and capital, hence, minimum viable product , during this phase you're proving demand and learning concerning client behaviour, along with that minimizing risk. Once you place your product out into the wild, specialize in obtaining users flowing into your product — this is often wherever the seeds of initial start-up growth are seeded.

Do remember

  • The associate degree player for one company might take some time to create and on addition it could take half-dozen months.
  • There are many alternative varieties of associate degree players where you need to use your judgement, in order to make a decision about how MVP will look  like which will ask you to adequately check your plans.

Phase 3) Work For Product-Market match

Your startup gained traction, you’re learning and iterating, you’ve got paying customers, they order once more and keep using your product on a daily basis, perhaps they’re even telling their friends while concerning about it. These are the tell tale signs of product/market match, that ever elusive entrepreneurial carrot.

Take these words to heart — invariably live retention rate and use it as your lodestar to navigate this whole start-up game.

One advise for this phase:

  • The same old rules of finding out product market match through restricted client acquisition and testing don’t apply if you've got no network effective business or marketplace like LinkedIn or Airbnb.
  • For two-sided market merchandise like these, you would like to realize some semblance of scale, with liquidity on either side, to really check whether or not your product works and folks keep mistreating it.
  • Merchandise during which the worth may be seasoned in spite of the network effects, like HubSpot or Evernote, show indications of product-market match before scale.
  • For a two sided business model, you would to like to urge to some important mass and refine the merchandise on the thanks to get to a must have product.

Phase 4) Scale

In the scaling section it’s time to show your "pings" into playbooks for growth.

A key to effective communication at this stage is to expand your growth team by hiring specialists with deep experience in your primary channels. If SEO may be a promising growth channel then bring associate degree SEO professional in house, if you’re hitching yourself to the instrumented vitality sled, then usher in a product person who’s got relevant expertise, and so on.

At some purpose, your favourite channels can begin to hit saturation points, thus it’s important for property growth, to think about your growth engine sort of a cake. 

Best thing to do during this phase:

  • Hire specialists for every channel and provide them the resources necessary to execute. which will mean giving them style or engineering support or a large allowed paid acquisition, among different things.

Phase 5) Maturity

Your rate of growth might curtail as an organization matures, however at the world’s high technical school corporations it never stops. 

Top corporations like Facebook, continue investment in their growth groups, however they additionally begin to seem towards M&A, internationalisation, and localization because the next frontier in growth. As an example, this year LinkedIn bought Lynda.com as the way to expand the worth they convey to their users and broaden their market.

Things to consider during this phase and for all next to come:

  • Look for opportunities to expand abroad. Build localized groups to adapt the merchandise expertise to the intricacies and cultural nuances of every new region.
  • Look for acquisition opportunities that align either directly or tangentially together with your product. Perhaps a sale target provides you access to a brand new however terribly similar market of users, or even a product helps you expand the worth you provide current users.
  • Keep investing in growth of your team and attempting to find new growth channels through continual experimentation. Search for pockets of attainable target users that haven’t adopted your product nevertheless and check out to uncover why they haven’t and notice ways in which to access them.