Anna Kachurec, co-founder and general manager GroozGo
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Before launch own business I worked in large companies, including Rusnano. Working with innovative projects helped me understand how vast this market is and that technology can be applied in any field. I had an idea - to create a kind of Uber for transportation around the city: mobile application, where you can order transportation by communicating with the owners vehicles directly. The path from the idea of the project to its launch and successful operation was long and difficult. And although all the difficulties of the first year of work were overcome, the memory of all the “bumps” is still fresh.
Finding a Niche
I carried the idea of the project within me for a very long time. At first I wanted to create a city cargo taxi: a mobile application for calling a truck. I was confident of success and first of all I started developing the design, and then the application itself. I encountered a lot of problems, for example, a lack of IT specialists who could efficiently bring the idea to life. I changed two teams, spent a lot of time, effort and almost half a million rubles earned over a long time. What I received was a 1/5 finished application and, what’s most unpleasant, outright plagiarism. The guys with whom we worked on the project for some time simply stole the idea and launched a year later, without even changing the name too much. My main mistake was that I immediately started investing money and implementing my plan. But this is not where you need to start.
Advice: If you want to make a really cool and popular project, the first thing you need to do is study the market. See what proposals already exist, what problems there are and how they can be solved.
Soon I met Oksana Pogodaeva, who by that time had extensive experience in logistics. She, like a specialist, sorted everything out. We have carefully studied the commercial market road freight transportation, which is estimated at no less than almost 853.7 billion rubles. per year according to BusinesStat, and also analyzed the problems and needs of market participants. We did several large interviews with target clients - customers and carriers - to understand what concerns them, then we created a one-page website, which began to receive requests. The procedure is called customer development. After that, we realized that there was a niche. We have a global task - to make the process of organizing cargo transportation as fast and cost-effective as possible for all participants. To achieve this, it was necessary to resolve the issue of empty mileage on the way back (when the carrier returns empty after delivery), to simplify and speed up the process of selecting a carrier, generating and exchanging documents, and tracking the car, which is what we planned to do.
Monetization
At first it was a subscription model: the carrier paid for a month of using the service. But it didn’t work, because the service only functioned for a month, there were few orders, and there was no money for advertising. Then we started testing the option of paying for each order taken. But here a problem arose - it was not clear whether the order would eventually be completed. Nobody wanted to pay for an ephemeral service. We switched to a commission model: the customer and the carrier communicate directly, and the order itself is placed through our legal entity. But no one wanted to pay the commission. We conducted a survey and, as it turned out, all customers understood that the service in any case takes a percentage for its services, but they did not like that it was so obvious. In addition, questions arose: who is responsible for the safety of the cargo? Who checks the carrier? And only after that we found our model: online service cargo transportation, which is responsible for the cargo, carefully checks all carriers and generates documentation. Our experience - shining example what happens if a project is launched too early, without a carefully designed and analyzed business model.
Advice: don't rush to spend money. Research the market, study the client. The idea can be very cool, but it is important to confirm your assumptions with real numbers, to understand whether the proposal will be interesting to the market, and not just to a couple of friends. Conduct customer development. When communicating with representatives of your target audience, write down everything they say. This will be useful for creating a value proposition.
Investments
At first, GroozGo existed with the founders’ own money. To attract investors to the project, serious work needs to be done. First of all, develop a business plan, write down the estimate, all expenses. Come up with and describe scenarios for the development of a startup, both optimistic and pessimistic. Don’t forget about risks and payback periods - you need to talk about this too. It is important to consider options for withdrawing invested funds in case the project turns out to be unprofitable.
You need to look for investors at events relevant to your business, as well as special exhibitions for startups; there are plenty of them now. In our case, residency in Skolkovo helped. We received a grant to participate in the Transrussia exhibition and went there, although our stand was, frankly speaking, meager (as often happens, the money began to run out as soon as the project began to grow). But the most important thing for us was to show the product, to attract attention with a real business project. And it worked: there was interest from visitors, and one of those interested was our future investor - the KPD company. The “never give up” strategy has paid off investment agreement was signed within a month, at Skolkovo Startup Village
Advice: you need to take part in exhibitions, accelerators, apply for grants. This is very important for a startup. Not only can you find partners and investors there, it is also an excellent experience in presenting a product and finding clients, a kind of testing.
Criticism
Before we started working with our current partner, KPD, a large logistics company, we were treated differently. Mostly skeptical. We have heard more than once that cargo transportation is not a woman’s business, and it would be better if we opened some kind of beauty salon. At first it hurt. There was no talk of recognizing us as professionals at all. We turned criticism into our advantage and began to attend specialized events more often, where we clearly stood out from our competitors and were remembered. We just had to use it wisely and prove that we are really pros and have a cool product. We exceeded the expectations of investors and clients, and they forgot about gender, starting to consider us as possible partners.
Doubts about the success of GroozGo are still heard. Some people think that the market is too big and difficult, others don’t believe in automation. At the beginning of our journey, we went to the IIDF correspondence accelerator, where every week buckets of criticism and negativity were poured out on us about the idea, its implementation and ourselves.
Advice: even if you regularly hear criticism, don’t quit your job. Henry Ford has a great saying: “If I had asked people what they wanted, they would have asked for a faster horse.” So behind criticism you can always find a rational grain, some kind of problem and propose a solution to it.
Already today, GroozGo receives more than 500 applications monthly, more than 2,200 carriers are registered. We work only with cargo owners and transport owners, excluding all the numerous intermediaries. The service technology allows you to quickly (within a maximum of 3 hours) obtain suitable transport for both urgent and regular downloads. GroozGo has implemented an automated scoring system that checks all documents for the car and driver, automatically generates documents and tracks their status. At the same time, the service is not just an advanced IT system, it solves problems real world. For example, we paid for the carrier's services. Thus, the performer immediately receives money for his work, and the customer pays this amount to the service later. After all, small carriers, who are the owners of the vehicles, cannot financially endure long deferred payments. Thanks to a convenient and reliable system, we were able to conclude large contracts for regular transportation with companies such as Uncle Vanya, Dymov, Severstal, Lamb Weston Belaya Dacha.
Advice: test all ideas. Do you want to implement a feature? Make a cheap prototype, a landing page, a hand-drawn screen. It is necessary to constantly maintain a dialogue with the client in order to understand whether the new functionality will improve his life or will only complicate the work process.
At the very beginning of our work, before we found our audience, we introduced both card payments and an electronic wallet. In the end, this turned out to be unnecessary, since we went to work with legal entities who are not interested in these opportunities - they work according to the account. But implementing tools takes time and money. Don't waste your resources.
Implementing an idea is actually not as difficult as it seems at first glance. It is much more difficult to ensure that the product is sold in an unwinding growth spiral and is “in the market.”
The traditional idea of a startup as something exciting, dynamic, not requiring a plan and not tolerating routine, on the one hand, is correct, but, on the other hand, it leads to the fact that the majority of undertakings fail at the very beginning. Dreams, energy, passion are invested in new enterprises - resources that cannot be overestimated. Is it worth it to thoughtlessly throw them away, hoping for luck or good fortune? A startup can and should be managed. And this is the paradox of this seemingly chaotic phenomenon.
How often have we heard such stories of “success”: daring and brilliant, a university dorm, with only modern technologies and enthusiasm - so, on the knees, the birth of a business from scratch took place. Then the first successes that attracted funds, and the appearance of a brilliant product on the market. Then friends joined in and a team of professionals gathered. The business locomotive, which can no longer be stopped, rushed forward at full speed...
And suddenly a startup that promised great success fails. But this shouldn't have happened. Television, newspapers, movies, blogs insist that intelligence coupled with perseverance, the right timing and, of course, a wonderful product will certainly lead to entrepreneurial happiness - fame and fortune. In fact, it turns out to be a beautiful fairy tale. Very tenacious, nevertheless.
Why is this myth so popular? Maybe it’s because of his alluring attractiveness and the fact that you can always find an excuse in case of failure? If it didn’t happen, it means the product turned out to be unsuitable, bad luck, or the choice of place and time was wrong. This means that boring details and other accompanying business processes can be omitted and not mentioned.
What do business and management have in common?
In fact, business, especially the initial one, is management. Those same boring processes that turn out to be the main ones in planning success and which, fortunately, can be learned.
A lot of literature is devoted to business strategies, the qualities of business leaders and the search for revolutionary ideas. Despite this, it is still very difficult for modern startups to make their dreams come true. Anyone who is looking for new approaches and does not rely on chance when it comes to how to make a startup successful, sooner or later comes to the concept of a “lean startup” based on the principles of lean manufacturing. Toyota, using this approach, achieved success at one time on such a scale that allows it to occupy a leading position in the automobile production market today.
If you want to make your startup successful, try to follow a few principles called the Lean Startup principles.
What are the principles that both entrepreneurs and investors in their projects need to know? There are not many of them - only 5.
Lean Startup Principles:
- Entrepreneurs are everywhere. You don't have to sit in a garage or dorm room to create your own startup. This means that the Lean Startup is applicable to any industry, to companies of any size, including very large enterprises. An entrepreneur is anyone who has a start-up - an established enterprise that develops goods and services.
- Entrepreneurship is a form of management. A startup is not only a product. This is, first of all, an enterprise for which it is necessary to develop a new type of management. It must be adapted to the conditions of uncertainty in which a startup actually exists.
- Confirm your startup vision with facts. Producing goods, making a profit and serving customers are not all the areas of activity that a startup should limit itself to. You should learn how to build a viable business. Using scientific approach By constantly experimenting and testing in practice any component of your business vision, you can acquire invaluable knowledge in this direction.
- Implementation of the cycle “created - evaluated - learned”. The tasks of a startup are to turn an idea into a product, evaluate consumer reactions and, finally, decide whether to continue on the intended course or take a turn. Getting feedback from the consumer, and as quickly as possible, is what all startup processes should be aimed at.
- Accounting and assessment of innovations. Metrics by which to measure success, setting business priorities and milestones... Taking into account these "boring" details will help improve the startup and keep innovators accountable.
These key ideas are followed by companies such as Toyota, Google, Facebook, and they are effective for any type of business. After all, “business is too important to rely on luck” (Scott Cook, Intuit).
Video
The video talks about a successful startup.
Aspiring businessmen who are inspired by the idea of their business are looking for opportunities to implement it. Often, to implement an idea, initial capital is required, which is not available. And the search for investors begins, and those who are weaker in spirit completely refuse to implement the idea. Is it even possible to organize a startup without a budget? There is already an answer to this question: “Really!”
In order not to be unfounded, the article provides examples from world practice when startups were created with a zero budget, growing to companies with million-dollar turnover. How did they do it?
Startup without a budget: what's most important?
It’s not worth saying right away that newcomers have little chance of realizing global ideas. That dreams will remain dreams without financial support from investors and a highly paid professional team. But everything is not as banal as it seems at first glance.
After all, there are examples of entrepreneurs who, despite the lack of money, moved towards their goal and achieved it. Why do some people succeed and others don't?
Why are the teams entrusted with high hopes, do not live up to expectations, but someone without connections or money can bring the idea to life? A striking historical example!
Inventor Samuel Langley had good team, there were excellent connections. He worked at Harvard, was a mathematics professor, and had open doors to the most successful people who could support him.
He was given a $50,000 grant from the US Department of Science to invent the world's first flying machine. His work was covered by journalists, to whom he constantly promised the first plane.
At the same time, the Wright brothers were also trying to build an airplane in Ohio. They didn't have a grant, they didn't have any connections, they didn't have funding. They were in their garage, where they sold bicycles, got together with their friends and invented an airplane. On December 17, 1903, the Wright brothers flew the first airplane, and they changed the world.
What is the principled approach of S. Langley and the Wright brothers. Langley wanted popularity, strived to be the first, the brothers, in turn, wanted to improve the world. And their friends who helped them were like-minded people who also had this dream.
Moving forward towards your dream depends on motivation and belief in success!
What is the secret to a successful startup?
Simon Senech, a speaker on the popular TED show, made the following conclusions.
100% of companies know what they do, what product and service they produce.
— Some companies understand how they differ from others, what their competitive advantage is.
- Few companies know why they are doing this business. This does not mean profit, since it is only a result. Why is the original reason, belief in something, a dream, the engine of the process.
What can get you out of bed in the morning? Why is your startup needed? Why should they love him? The answer to the question “Why?” - this is the secret key to the client’s heart!
Scientists conducted studies of the most successful people and concluded that they think, communicate, and approach their work perfectly in a special way. What they do is completely different from what others do.
Let's look at an example if Apple company was the same as everyone else. How would she communicate with her clients?
— We produce computers. They are easy to use and beautiful in design! Want to buy?
This approach is the main one of many manufacturing companies. 
A similar example in other sectors:
We are open! Grocery store 24 hours! Come visit us!
-We are a large law firm. We serve such and such prestigious clients. Waiting for you!
This approach is not effective.
What is the ideology of Apple that brought them popularity?
“Everything we do, we believe it brings new standards of quality. We believe it is possible to think differently. Believing in this, we make our products easy to use, modern and beautiful. It just so happened that we make good computers, iPads, and iPhones.”
The very first buyers of these products were the first to believe in what they believe.
Believing in the company’s ideology that it is changing the world for the better, products are bought for a lot of money, despite the cheaper analogues of competitors!
Another example. The first MP3 player was released by the Singaporean company Creative Technology called 5GB3MP, but it was not popular. 21 months later, Apple released an iPod player called “100 Favorite Songs in Your Pocket,” which everyone loved. Do you feel the difference in the presentation of goods? 
When we tell you what we do, what we produce, this should not force people to buy our product. How can we make customers loyal for many years? Demand for a product cannot be maintained only by constantly giving discounts.
We need something that will enable customers to become like-minded people with the manufacturer. And this can only be done if we broadcast ideas in which we ourselves believe.
What target audience should you attract?
Why is it important to find like-minded buyers? Because they are the engine in creating new demand!
There is a well-established rule for developing demand. The entry of a product into the market consists of several stages:
1. 2.5% of customers who will be the first to buy a product are innovators;
2. 13.5% early adopters;
3. 34% previously majority;
4. 34% late majority
5. 16% laggards.
When purchasing a new product, the very first customers rely on intuition and impressions of the product; they will be the engine of further sales through word of mouth. You need to find clients who will believe in what you do.
How to create a team of professionals without money?
When selecting people for your team, you need to look for like-minded people who will also believe in your idea, who are ready to work for free until the result is achieved, and not for the sake of receiving a salary.
A striking example was the creation of Facebook, when development partners were offered a share in the company instead of a salary, because no one knew what this could lead to.
There are other non-monetary motivators, for example, creating a flexible work schedule, convenient place work or the opportunity to work remotely from home, public praise of employees, arranging entertainment for them.
Where can you look for employees? Good way negotiate with higher and specialized educational institutions, where to get trainees to get practice as interns. In turn, you can be useful to them as a mentor. 
Instructions for implementing a startup!
- Make a plan of what you would like to achieve in the market, i.e. ultimate goal. Knowing it, you need to understand what approximately you will have to do to achieve this. An ordinary business plan here is doomed to failure, because... it is static, not flexible. Don't try to fit the development of your new idea into some old market framework. Write what you would like, without being limited by anything.
- Analyze the current market situation according to this direction. Find niches that have the least competition. Choose one as your main one.
- Make a trial batch of a product or service and offer it to customers. We need to make sure that people want to buy it.
- Make short-term planning for the quarter. The main emphasis should be on achieving immediate goals.
- Officially register in tax authorities. Build a system of repeating business processes.
- Release of goods and services in proportion to sales.
There is no need to make a large inventory. Minimize costs. - Adjust business development.
Take into account changes in market dynamics, remove inconvenient processes. Plan short-term, while leaving the opportunity to quickly make adjustments to the current plan.
Where to make money: 5 unique ideas for business that will help you get rich! How to make money quickly on the eve of the holidays? Working methods from Anatomy of Business!
- Translation
This guide is a series of classic blog posts by pmarca, or in real life Marc Andreessen, creator of the Mozaic browser from which Netscape and later Mozilla grew.
Links are specifically given to old versions of sites, modern articles stored in the Internet Archive.
In this series of posts, I will share with you my knowledge and experience in creating high-tech startups.
My experience in this area comes from working at three companies I co-founded: Netscape, sold to America Online in 1998 for $4.2 billion; Opsware (formerly Loudcloud), a software company with a capitalization of about $1 billion; Ning, an internet company providing a social networking platform.
Overall, I've been fortunate to be involved in about 40-50 startups since arriving in Silicon Valley in 1994, and the involvement was deep enough that I knew what I was talking about. I have been a board member, angel investor, advisor, friend to many founders, and a venture capitalist.
So I will talk not only about those things that relate to my companies - most likely these will be stories from the life of various startups in the fate of which I was directly involved.
My experience is based on working in Silicon Valley, its culture, people, venture capitalists, etc. Some will be useful in other parts of the world, some will not be. Caveat emptor (http://en.wikipedia.org/wiki/Caveat_emptor)
With that explanation out of the way, let's start over: why you shouldn't start a startup.
Startups, even after the crash of 2000, have always been shrouded in mysticism - everyone read how cool it is, how fun it is, investments in the future, free lunches, table football and other goodies.
Certainly, There are a lot of cool things about startups.. In my experience:
The ability to control your destiny. You yourself won or you lost. Nobody tells you what to do. For people with a certain type of character, this is already enough.
The opportunity to do something new is the same “ blank slate" You have the opportunity, and in fact the obligation, to imagine a product that doesn't exist yet and create it, without any of the restrictions usually associated with large companies.
The opportunity to change the world is to give people new way communication, a way to share information, work together, or whatever else you come up with to make the world a better place. Do you think that it will be easier for people with low incomes to lend? Launch Prosper. Do you think television should have an unlimited number of channels? Launch Joost. Do you think computers should run Unix and use open standards? Launch Sun.
Possibility to create ideal culture and work in a dream team that you can assemble yourself. Do you want your culture to be based on people who have fun every day and enjoy working together? Or a team of fierce competitors who compete in both work and play? Or a team creating new technologies? It’s up to you to choose, and it’s up to you to build a suitable culture.
Well, money. A properly created startup can be very profitable. It's not just about greed - when everything works well, your team and subordinates will be provided for, they will be able to support their families, send their children to college, achieve their dreams - and that's really cool. If you are very lucky, you will be able to engage in charity work and support other projects.
However, there are many more reasons don't start a startup.
First, understand that a startup will require emotional turmoil and stress from you that you have never experienced before.
You will constantly move from the euphoric awareness that the world belongs to you, to the depressive confidence that everything is lost, and back again. And so on in a circle. And this is only with those who are emotionally strong and stable.
There are so many unknowns and risks in everything you do. Will the product be released on time? Is it fast enough? Are there too many bugs? Will it be easy to use? Will anyone use it? Will your competitors get ahead of you? Will there be reviews in the press? Will there be investors? Will this up-and-coming engineer join you? Will the chief interface designer leave you at Google? And so on and so forth.
Sometimes everything will go well, sometimes it will go very badly. And the stress that will crush you will increase these emotional ups and downs to unprecedented levels.
Veselukha?
Secondly, in a startup nothing happens by itself. Startup founders and employees immediately face this.
In a running company, no matter how poor and demoralized, everything goes on as usual. People come to work, code is written, interfaces are designed, servers are maintained, markets are analyzed, prices are studied, sales are made, trash cans are taken out, etc.
There are no established procedures, rhythm, or infrastructure in a startup.
In a startup, it can easily happen that the code is not written, the interface is not developed...
People may not show up for work and baskets may remain full.
It's your responsibility as the founder to create and set up all these systems and procedures and get everyone rowing. Not even in the right direction yet, just row harder to set sail.
Until you do this, nothing will happen. Unless, of course, you do everything yourself. Have fun taking out your trash cans.
Thirdly, you are often rejected. Really often. If you haven't been in sales, you're probably not prepared for rejection. It's not very fun.
Watch Death of a Salesman and Glengarry Glen Ross. That's pretty much how it is.
You will be rejected by potential employees, potential investors, potential clients, potential partners, journalists, analysts... Time after time, time after time. And when they don’t refuse you, in half the cases they will call you back in a couple of days and still refuse. Start practicing not really smiling.
Fourth, hiring employees is a terrible headache.
You'd be surprised how many people want to "just watch."
Many people want to work at a startup, but when it comes time to leave their jobs at HP or Apple, they change their minds. It's easy for the average engineer or manager to be tempted into employee on a startup team - you can be part of this exciting venture without having to do the actual hard work.
As a startup founder, it will be extremely difficult for you to search core team. When Jim Clark decided to start a company in 1994, I was one of a dozen people from various Silicon Valley companies he talked to about joining the startup that would become Netscape. And only I decided to tell him “yes” (mainly because I was 22 years old and there was no reason not to). The rest changed their minds and didn't do it. And this was Jim Clark, an industry legend who came from the very successful company Valleys 1994 - Silicon Graphics Inc.
How easy do you think it will be for you?
Then, even after you sift through a bunch of people and hire someone, it will be successful in at most 50% of cases, and only if you are a large hiring specialist. I mean, more than half of people won't make it in a startup - they'll be too lazy, too slow, too slow, or just plain crazy. And then you have to either live with them or fire them. What do you like best?
Fifth, and God help you, at some point you will have to hire executives. You thought hiring subordinates was difficult and risky - wait until you have to hire a development director, marketing director, sales director, HR director, etc.
Sixth, working hours.
There has been a lot of talk in the Valley about how to balance work and free time, about how you need to do a startup and at the same time be able to live normal life. Personally, I sympathize with this point of view. And I try very hard in my companies (at least in the last two) to do everything possible so that work does not crush people. But it's very difficult. The bottom line is that startups are very expensive and require a lot from people even in the best of circumstances.
Just because you want to give people a good balance of work and personal time is very difficult to do when you are running out of funds, the product has not yet come out, you had a falling out with your co-founder, and your competitor is from Menlo Park, a company with an average age of 19 years old, stepping on your toes. And it will go on like this almost all the time. Even if you can give this balance to your subordinates, you will not be able to provide it for yourself. In case you were wondering, yes, working long hours increases stress.
Seventh, it is very easy for startup culture to go in the wrong direction. Due to a combination of the first and second reasons. Emotional swing affects not only you, but also the entire company. It takes time for a work culture to settle. So that all people on the team understand what they do, what the value of each person is, how they face challenges and adversity. IN best case scenario you will be constantly active, created by people who gather, support each other, and together try to bring the dream closer. At worst, you will get pessimism, bitterness, frustrated dreams, cynicism, bad morals and depression. And as a founder, it won't be as easy for you to influence all of this as you think. Guess which of the two directions things usually go.
Eighth, there are a lot of unforeseen circumstances that can meet you on your way and hit you in the head - and you can’t do anything about them.
Market crashes. Terrorist attacks. The whims of nature.
A startup with better funding, a more experienced team, who has worked harder than you, and quietly - suddenly launches a product that instantly captures your market and takes away your opportunities - and you didn't even know it.
At best, any unforeseen factor can cut off your funding, cause customers to delay or refuse payment - and at worst, close your company.
The Russian mafia (sic!) may start
In Europe and America, the new word “startup” has been used for a long time and means a young business. Since the late nineties of the last century, IT startups began to appear frequently. And in the countries of the former Soviet Union This is what information projects are called.
Startup project
The most frequently cited definition for startups is Steve Blank's. “A startup is an organization that is created to find a business model that is repeatable and scalable”. The word "reproducible" means that the model can be sold over and over again. And “scalable” means prospects for significant growth of this product.
There is no single definition of the word “startup”. And to summarize all the definitions, a startup is a young company that is just beginning to develop and builds its activities on the basis of the latest innovations and modern technologies.
So what is a startup project? This is not a smaller copy of a large company in a traditional business, because the basis of a startup is innovation. A startup only creates a product, either software or physical. Since only the product is reproduced many times without increasing the number of workers. How does a startup develop? At the beginning, a product prototype is created, which is developed into a full-fledged product. During all stages of startup development, this product continues to transform and develop, and its complexity increases. The goal of creating a startup is to sell a product to a large corporation or continue operating as a separate company.
A startup is a full-fledged business. And a startuper is, accordingly, an entrepreneur. By profession, a startup entrepreneur does not necessarily have to be a businessman. This could be a person far from business, engaged in design and software development, he could be an economist or an engineer. But the creation of startups is successful when two people cooperate– an entrepreneur who knows how to search, predict, offer and promote the created product, and directly a technician involved in product development.
Dream Team - Entrepreneur and Techie
Large companies that have long held significant shares in the business use well-known products without searching for and creating new ones. This is the reason for the successful development of startups. They are mobile, they take on the implementation of new ideas. To create a new startup you need an innovative idea, which is the main resource. Unusual ideas get paid large sums, even if it only exists on paper. In addition, it must be in demand and necessary for the consumer.
Most often, startupers are young people in their twenties. They are passionate about their idea, they strive for success, so they are persistent in their work to achieve everything. And a well-coordinated team is also important. Not to look for money. And in order to develop a strategy, manage and enter the market. In a team, everyone should complement each other, as discussed above. And to ensure that nothing interferes with the development of a startup, of course, money is needed.