Hoe richt ik een tech start-up op aub?
- VincentMeyers
Het aantal startende ondernemingen zit al enkele jaren in de lift. De groeitrend die zich de afgelopen jaren voordeed, blijft zich ook nu volop doorzetten. Ondanks deze positieve opstartcijfers zijn één op de drie starters niet meer actief na de eerste vijf jaar. Het is dus voor veel starters, waaronder ook start-ups, geen evidentie om van de opstartfase door te groeien naar een stabiele en succesvolle onderneming. CB Insights lanceerde in 2019 een onderzoek naar de meest voorkomende oorzaken van het falen van start-ups.
Figuur: Top 20 reasons startup fail (CB Insights, 2019)
Zoals te zien op deze figuur, wordt een start-up geconfronteerd met verschillende problemen die uiteindelijk kunnen leiden tot het falen van de onderneming. Veel technologische start-ups houden zich vaak uitsluitend of grotendeels bezig met de ontwikkeling van hun product wat mee kan spelen in het falen van de start-up. Daarnaast blijkt uit onderzoek dat een onderneming successen kan boeken als het verkoop- en marktgericht handelt. Bij een marktgerichte cultuur staan marketing en sales centraal aangezien zij de verantwoordelijke rol hebben om klanten met het bedrijf te verbinden. Veel literatuur is het er over eens dat vanaf het moment dat ondernemingen een hogere klantwaarde aanbieden, er een concurrentievoordeel kan bekomen worden en bijgevolg een betere marktprestatie gecreëerd kan worden. In deze paper wordt er uitsluitend gefocust op topics die een sluitend antwoord kunnen bieden op onze onderzoeksvraag binnen het onderzoeksdomein “The clash between sales and marketing”. Aangezien dit een breed onderzoeksveld omvat, gaan we ons richten op het effect van een marktgerichte aanpak bij technologische start-ups. Ons onderzoek legt dus de nadruk op één specifieke hoofdvraag: “Hoe oriënteert een succesvolle marktgerichte tech start-up zich in Vlaanderen a.d.h.v. sales- en marketingactiviteiten?”.
Werkwijze
Deze studie biedt een meerwaarde doordat de visies van de start-ups werd afgetoetst met mentoren en consultants uit Vlaanderen. Er bestaat dan ook weinig voorgaand onderzoek over de visie op gebied van marketing en sales van mentoren en consultants bij de innovatie van de tech start-ups. Deze methodiek heeft als opzet om de problematiek van product-market fit vanuit een ander perspectief te benaderen. Er werd begonnen met de verzameling van bruikbare data aan de hand van 56 diepte-interviews. Vervolgens wordt deze data geanalyseerd door middel van de kwalitatieve analysetool NVivo.
Hieruit is een eigen conceptueel model naar voren gekomen waarbij we een onderscheid maken binnen de groep van technologische start-ups. De bevraagde tech start-ups werden onderverdeeld in twee groepen. Enerzijds de tech start-ups die zich bevinden in fase één genaamd ‘Exploration & development’ en anderzijds fase twee genaamd ‘Growth en scaling-up’.
Figuur: Conceptueel model
Bevindingen
De algemene conclusie is dat in de in de eerste fase onvoldoende wordt ingezet op sales en marketing door een te grote focus op productontwikkeling door de vaak technische onderlegde founder. Het gaat hier om beperkte fysieke en financiële middelen die resulteren in zwakke marketingacties. Er wordt enkel aan marketing gedaan door tech start-ups indien deze een positief effect hebben op korte termijn. Ondanks het feit dat sales en marketing al vanaf de beginfase een grote meerwaarde kunnen vormen, wordt hier nog al te vaak geen prioriteit aan gegeven. Dit door de technische achtergrond van de founder, de beperkte budgetten, de interne focus op productontwikkeling en het niet inzien van de voordelen van strategische marketing op lange termijn. Vanaf fase twee wordt sales en marketing belangrijker en beginnen ze de meerwaarde van sales en marketing in te zien. De tech start-up is in de beginnen voornamelijk gefocust op het verkopen van zijn goederen of diensten, het stimuleren van de verkoop en het uitbouwen van een verkoopteam. Hierbij wordt marketing nog te vaak gezien als een operationele taak. Dit komt door het feit dat de tech start-ups bij de onderliggende keuzes omtrent: HRM, het uitbouwen van een organisatiestructuur, groeistrategie, rol van de founder, productontwikkeling en business relaties een te nauwe marktgerichte visie hebben. Start-ups kunnen dit oplossen door gebruik te maken van een uitgebreid strategisch plan met duidelijke doelstellingen op korte en middellange termijn en zich te beroepen op extern advies. Concluderend kunnen we stellen dat de tech start-up vanaf de beginfase, naast productontwikkeling, sterk moet investeren in sales en marketing om tot een succesvolle groei en differentiatie strategie te komen waarin de klant centraal staat. Hierbij staan sales en marketing centraal en bieden ze een ondersteunende rol bij de uitbouw en het succes van de tech start-up.
Deze masterproef tracht de werking tussen sales en marketing van Vlaamse tech start-ups in kaart te brengen aan de hand van een vijftigtal diepte-interviews. Bijgevolg is ons beeld over het ondernemersklimaat in Vlaanderen verruimt met interessante en vernieuwende inzichten. Het is een zeer interessante case waar we ons het afgelopen jaar met volle overgave op hebben gefocust en waardoor we de kans gekregen hebben om in contact te komen met enkele zeer intrigerende personen. Vandaar dat we via deze weg graag gebruik willen maken om enkele mensen te bedanken. De relaties die we hebben uitgebouwd hopen we verder uit te bouwen. Daarnaast staan we altijd open om nieuwe personen te leren kennen. De koffie staat alvast klaar!
Figuur: Overzicht
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