Demography of Startup Software Companies: An Empirical Investigation on the Success and Failure

Fatema, Kaniz; Mahbubul, M.M.; Saef, M.

doi:10.5120/ijca2020920313

Cited by 5 publications

(7 citation statements)

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“…Despite the importance of the PM role, a universally accepted definition is still lacking. The general consensus is that there needs to be an owner of the product [4] responsible for the product strategy, execution, and follow-up [18]. Informally, this role is often referred to as a PM.…”

Section: "Startup Founders Have No Clue What Product Management Is Pr...mentioning

confidence: 99%

“…Proper product management processes have shown to improve resource management efficiency (18%) [11], lead to increased business growth [12], better budget control [13,14], higher user satisfaction [12,15], increased release predictability [16] and faster release cycles [14,16,17]. All of these factors are positively associated with startup success [18]. However, this knowledge and practice are not widely known in entrepreneurial ventures [19], despite efforts by organizations such as the International Product Management Association (ISPMA).…”

Section: Introductionmentioning

confidence: 99%

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Enhancing Startup Success Rates: Towards a Pragmatic Framework for Product Managers (PFPM)

Pattyn

2023

2023 IEEE 31st International Requirements Engineering Conference (RE)

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This study addresses the underrepresentation of the Product Manager (PM) role in determining the success of startups, particularly in the Requirements Engineering (RE) domain. Despite the high failure rate (63%) among software industry startups, the PM role is often completely unknown to founders, and academic research on this issue is lacking. Through a preliminary literature study, 662 unique tasks, condensed to 122 activities, were identified, associated with the PM role, with cash flow management was only mentioned once in the literature, despite being a critical reason (82%) for startup failures. Only a small percentage (11%) of the papers focused specifically on the startup context. To address these issues, our aim is to develop a novel, startup-specific framework that reduces the number of PM tasks to those that are valuable in its context and suggests improvements for each task accordingly. This framework could enhance early-stage product decision-making for founders, including cash flow management related tasks, and increase their probability of success. Not only contribution have practical implications for startups, but it could also stimulate further collaborative academic research in the field of RE.

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Section: "Startup Founders Have No Clue What Product Management Is Pr...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Enhancing Startup Success Rates: Towards a Pragmatic Framework for Product Managers (PFPM)

Pattyn

2023

2023 IEEE 31st International Requirements Engineering Conference (RE)

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“…From the survey results, it has been notified that the most critical risk impact areas are [Unproven Technologies, User Communication, and Functional Requirements, Tight schedules, Budget changes]. Due to budget constraints, startups hire smart but inexperienced people during their early stages, resulting in software projects failure [8]. Secondly, after identifying and analyzing the survey and previous literature reviews, the paper has been proposed a hybrid model for mitigating risks in the next portion.…”

Section: B Processing and Analyzing The Collected Datamentioning

confidence: 99%

Risk Identification and Analysis in Software Development in Bangladesh IT Industry: A Hybrid Model

Rahman

Saha

Sohel

et al. 2022

AJSE

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Software risk management is a critical and multi-stage process. All over the world, IT Industries face some threats during software risk management processes. Bangladesh is not exceptional. Our principal goal is to manage risk for Bangladesh's IT Industry. To gain a clear and transparent idea survey is the most effective way. And so, we arranged a survey questionnaire and collected data for risk impact areas on Bangladesh IT Industry. A workable and feasible risk management approach prompts an idea for the risk-mitigating plan. In any case, the high proportion of IT project failures demonstrates the futility of risk mitigation activities. From the survey, it is discovered that the most irritating obstructions behind software disappointment for the presence of covered-up and inconspicuous risks and lack of user communication, and lack of proper training on new technology which is overlooked in the greater part of the models. The proposed model works with the improvement of the risk mitigation plan through four phases, the DVC committee, and the NUT train-up team. Depending upon the survey replies added another unique feature called the NUT train-up team. The model considered all four phases of risk management, with the mitigation phase and training on new technologies receiving the greatest attention.

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“…The main reasons were not using a minimum viable product and failing to create a sustainable and scalable company strategy. Fatema et al (2020) conducted extensive research on startup software firms, examining success and failure features and solutions for failure signals. Their study found that ineffective team building, lack of strategy, poor project management, product-market mismatch, cash flow problems and competition cause failure.…”

Section: Introductionmentioning

confidence: 99%

Why do Indian startups fail? A narrative analysis of key business stakeholders

Goswami¹,

Murti²,

Dwivedi³

2023

IGDR

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Purpose This paper aims to examine the factors that lead to the failure of startups in India and proposes a ‘Four Dimensional (4D) Strategic Framework’ to drive success. Design/methodology/approach This study is exploratory and uses a narrative analysis methodology to analyse the accounts of key startup stakeholders – founders, investors, former employees and consumers; to identify their failure factors. A conveniently selected sample of 165 startups was studied to understand better the reasons for their failure within a thematic framework developed from David Feinleib’s (2012) handbook “Why Startups Fail”. Findings Results indicate that a dearth of capital or running out of money and inadequate sales and marketing strategy, which leads businesses to fall behind rivals and lose money on each transaction, are the most common factors for startup failure in India. Originality/value “Startups” are substantial for emerging economies like India because they fuel technological innovation and economic progress and provide for the modern workforce’s needs and aspirations. However, they seem to be typically unprofitable, with a modest probability of survival. Subsisting studies mainly focus primarily on success factors and very few on why startups fail, with significant disagreement on an appropriate methodology. To the best of the authors’ knowledge, this is the first study that analyses failure factors of Indian startups using narrative analysis of its key stakeholders. It aims to aid the conception of profitable entrepreneurship by reducing the failure frequency in the startup and small business ecology.

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Demography of Startup Software Companies: An Empirical Investigation on the Success and Failure

Cited by 5 publications

References 0 publications

Enhancing Startup Success Rates: Towards a Pragmatic Framework for Product Managers (PFPM)

Enhancing Startup Success Rates: Towards a Pragmatic Framework for Product Managers (PFPM)

Risk Identification and Analysis in Software Development in Bangladesh IT Industry: A Hybrid Model

Why do Indian startups fail? A narrative analysis of key business stakeholders

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