Houston Voices

3 reasons venture capitalists say no, according to University of Houston research

Most venture capital rejection is because of one or more of these three reasons. Miguel Tovar/University of Houston

One of the most common questions that pops up in startup circles is, "Why did they turn me down?" There are myriad reasons why a venture capitalist might turn down pitches and decline funding. Here, I'll present the three most common.

They don't understand your business

Einstein once said, "If you cannot explain it to a six-year old, you don't understand it yourself."

If you spend an entire presentation showing well-researched facts and figures, talking about how groundbreaking your idea is, and presenting detailed charts and graphs, but your audience still has no idea what you do, you're in trouble.

Moreover, avoid overusing jargon and esoteric terms in your pitch. Speak simply.

If you cannot explain in simple terms what your startup does and why it's marketable, potential investors have no reason to believe you will know what you're doing with their money. To sum up, they'll think you don't understand your own business.

They don't think you've done the legwork

Some venture capitalists invest in early stage startups, so it's totally normal for them to sit through pitches where a product has not even been built yet. Consequently, the problem comes when it becomes evident the startup founder has failed to do any legwork. As a result, investors are likely to feel insecure about giving their money to someone who couldn't even do simple research.

Sure, the product hasn't been built, but that is not an excuse to sit back on cruise control. In other words, don't take your foot off the gas. Move forward constantly and don't stop learning more about your industry.

What have you done for customer development? Customer discovery? How many potential customers have you talked to? How much would they pay for your product or service? Have you studied the competitive dynamics of the market for which you will enter? Who is your competition and what are their strengths and weaknesses? You get the picture.

Certainly, one big misstep among startup founders is that they tend to believe work should not be done until they attain funding. Wrong. During your struggle to attain money, you should be busy learning everything about your industry, market, and customers. That way, once you finally get that meeting with an investor, they will feel much more confident that you will use their money intelligently.

They don't see that you have a strategy

It's an unfortunate commonality that a startup founder will put together a great pitch, get deep into it in front of a venture capitalist, and then unravel the entire presentation by exposing themselves as not having a plan of attack for the market. To clarify, it is a huge waste of your time to undo all your hard work by showing you don't have a strategy. Remember, investors are looking for reasons to pass on you.

When asked about their strategy for reaching the market, a common refrain is, "we will provide this awesome service (or make this awesome product) and the customers will roll right in." Or even "we will partner with this corporate giant who will sell our product because it's that amazing."

Above all, you must show your potential investor that you have the wherewithal to create, polish, and scale a reliable process that reaches your customer base.

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This article originally appeared on the University of Houston's The Big Idea.

Rene Cantu is the writer and editor at UH Division of Research.

Choosing the right city in which to launch your startup can make or break your company. Miguel Tovar/University of Houston

Choosing the best city for your startup can mean the difference between success and closing up shop prematurely. It's important to think outside your home city for a startup launch because your home city may not have the ecosystem set up for your particular startup.

If you give in to your emotions; staying in your hometown because it's, well, your hometown, you risk preventing your company from launching in a city more conducive to its growth.

Here are three keys to making sure you choose the right city for your startup.

A city's ecosystem

Few things are more valuable to a new company than a web of like-minded companies, investors, social groups and connections. You want a city that uses its resources to grow and maintain its startups. Whether it be accelerators or pitching events or entrepreneur conferences, the city you choose needs to be active in the startup community. Establishing your startup in a city with a weak ecosystem will halt the growth of your company because it'll be that much harder to boost your company without a city's support.

A city's social network

A city with a robust social circle of like-minded entrepreneurs is a city that is doing something right for startups. First of all, if the city is rich in like-minded entrepreneurs, then that means they are living there. So there has to be a reason for that: the city is startup-friendly. Second, a city with a strong social sphere of startups means you have more opportunities to make connections and network. You can meet with other business owners to discuss issues important to your companies and even learn new things from each other. What's more is you have a chance to work with other companies to help each other grow. The city of New Orleans has Krewe de Nieux, for example. This social group is a resource for over forty technology startups in the city.

A chance to give back

Opportunities to give back. The best city for your startup will have plenty of opportunities to give back. For example, giving high school students real-life work experience to expand their knowledge and prepare them for a career in the field. A city with a plethora of opportunities like charities, youth groups, internships and career and business organizations allows startups to barter: we will give you experience and you can help us get work done. You help each other grow. In doing so, you blossom the city's startup community as a whole.

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This article originally appeared on the University of Houston's The Big Idea.

Rene Cantu is the writer and editor at UH Division of Research.