# Startup ideas for 2025

The time of great change creates space for great opportunities. The year 2025 is of particular interest to entrepreneurs, as the world has finally adapted to the digital reality, and consumers have formed new habits and needs.

The modern market is characterized by several key features. Consumers have become more aware, and they value personalization and convenience. Technology is no longer an end in itself, but rather a tool for solving specific problems. Environmental responsibility has become not just a trend, but a basic market need. Under these conditions, the projects that combine technological advancement with an understanding of real human needs have the best chance of success.

Analyzing current trends and expert forecasts, we can identify the directions that will determine the business landscape of the coming years. Today, we have gathered for you the current ideas, directions that have a stable growth potential. Let's find out more! 

## 1. Online courses and digital educational products

The online education segment will reach $1 trillion by 2030, according to HolonIQ, and that's no exaggeration. The pandemic has changed the perception of remote learning: it is now seen not as a “simplified version of offline”, but as a separate, self-sufficient format.

In 2025, the key growth factor will be AI platforms that allow courses to be created in weeks, not months, and personalize the process for each student. On-demand training is in demand among corporate clients (employee skills development) and individuals who want to quickly master new skills, from data analysis to baking.

![Image from Freepik](img/close-up-student-online-class.jpg "Image from Freepik")

Image from Freepik

### Regional specifics

1. USA/Canada: B2B solutions for corporations dominate, average check $2,000-5,000 per course
2. Europe: Focus on compliance training and language courses, GDPR regulation
3. Asia: Mass courses on technical skills, low prices ($50-200), high volumes
4. CIS: Growing demand for IT courses and entrepreneurship, average check $300-800

### Critical risks

* Over-saturation of the market with basic courses
* High customer acquisition costs (up to 40% of revenue)
* Difficulties with retaining students (completion rates often below 15%)
* Technical barriers for older teachers

### Practical entry plan

* Month 1-2: Choose a niche (e.g., Excel for accountants), create an MVP on Teachable or Thinkific
* Month 3-4: Launch a pilot course for 20-30 beta testers, collect feedback
* Month 5-6: Scale through organic traffic (SEO, YouTube) and partnerships with professional communities
* Budget: Starting at $3000 (platform, advertising, video equipment)

## 2. Digital marketing agency with AI tools

The digital marketing market is valued at $740 billion in 2025, and its growth over the next 5 years is projected to be 13–15% annually. The reason is simple: companies of any size are forced to compete online, and those that fail to adapt to new formats (short videos, generative content, interactive advertising) lose customers.

Agencies that implement AI analytics and automation offer clients not just campaigns, but a system of constant growth in traffic and sales. The entry threshold is average, but demand is stable even during crises.

### Regional specifics

1. USA: Premium segment, clients are willing to pay $10,000-50,000/month for a full cycle
2. Europe: Strict requirements for privacy, focus on GDPR-compliant solutions
3. Latin America: Fast-growing SMB market, budgets $500-3000/month
4. CIS: Performance marketing and e-commerce dominate, with an average budget of $1,000-5,000/month

### Critical risks

* High competition and price dumping
* Dependence on changes in platform algorithms (Meta, Google)
* Difficulty in retaining customers (average LTV/CAC = 3:1)
* The need for the team to constantly learn new tools

### Practical entry plan

* Month 1: Specialize in a specific industry (e.g., fitness clubs or dentistry)
* Month 2-3: Master 2-3 AI tools (Jasper for content, Adverity for analytics)
* Months 4-6: Find the first 3-5 clients through personal connections, and work on the result
* Budget: $5,000-8,000 for software, training, and initial advertising

## 3. Repair services for technical and household equipment

The consumer focus on “repair, not throw away” has become not only an ethical but also an economic choice. European countries are already enshrining the "right to repair" in law, which is expected to lead to an increase in orders for small businesses in this area.

By 2030, this market in the US and Europe could grow by 25–30% due to rising prices for new equipment and a reduction in the number of manufacturers willing to offer cheap models.

### Regional specifics

1. Europe: Legislative support, high prices for services (€50-100/hour)
2. USA: Niche market for premium equipment, competition with official services
3. Asia: Mass market, low prices, high competition
4. CIS: Traditionally strong repair culture, growing demand for mobile services

### Critical risks

* Responsibility for the quality of repairs and warranty obligations
* The need for large investments in equipment and spare parts
* Difficulties with finding and training skilled craftsmen
* Competition with officially authorized services

### Practical entry plan

* Month 1: Choose a specialization (e.g., only smartphones or only household appliances)
* Months 2-3: Complete training, set up a workshop, and establish a parts supply
* Months 4-6: Launch local advertising, establish partnerships with electronics stores
* Budget: $10,000-15,000 for equipment, rent, and initial spare parts stock

## 4. Personal services: tutoring and training

Individual instruction and personal fitness are two areas where the emotional component is more important than the price. The consumer is looking for a human relationship and adaptation to their goals.

The personal fitness market is growing amid the wellness boom, and tutoring is being strengthened by the trend toward alternative education (homeschooling, proprietary programs). By 2030, the global tutoring market could exceed $200 billion.

### Regional specifics

1. North America: High rates ($50-150/hour), focus on results and metrics
2. Western Europe: Price-quality balance ($30-80/hour), certification is important
3. Eastern Europe: Growing market ($15-40/hour), high competition
4. Asia: Mass segment, group formats, technological solutions

### Critical risks

* High personal dependence on the coach/instructor
* Difficulties with scaling without losing quality
* Seasonality of demand (especially in fitness)
* The need for constant marketing to attract new customers

### Practical entry plan

* Month 1: Define the niche and obtain necessary certifications
* Month 2-3: Create programs, find first clients through social media
* Month 4-6: Scale through recommendations and local presence
* Budget: $2,000-5,000 for certification, equipment, marketing

## 5. Self-storage and flexible workspaces 

Storage units and flexible workspaces have become a business with almost "rental" logic: high predictability of income and long-term contracts. According to Mordor Intelligence, the global self-storage market will grow by 7% annually, reaching $80 billion by 2030.

A special driver is for microbusinesses in e-commerce that need to store goods, but it is not profitable to rent an entire warehouse.

![Image from Freepik](img/colleagues-work-office-using-computers-looking-aside.jpg "Image from Freepik")

Image from Freepik

### Regional specifics

1. United States: Mature market, high rental rates ($50-200/m²/month)
2. Europe: Developing segment, regulatory restrictions
3. Asia: Rapid growth in megacities, shortage of space
4. CIS: Niche market, low consumer awareness

### Critical risks

* High initial investment in real estate
* Dependence on local demand and economic situation
* Competition with traditional warehouse operators
* Regulatory risks and safety requirements

### Practical entry plan

* Months 1-3: Research the local market, find suitable real estate
* Months 4-9: Obtain permits, make repairs, install security systems
* Month 10-12: Launch marketing, attract first customers
* Budget: $50,000-200,000 depending on size and location

## 6. Eco-friendly solutions: carbon accounting and reusable packaging

Sustainable development is no longer an "optional" item. Major corporations are requiring contractors to provide ESG reporting, which means that even small businesses are looking for partners to calculate their carbon footprint or implement reusable packaging.

According to forecasts, the market for environmental B2B services will double by 2030, and startups in this niche will be able to attract venture capital investments at early stages.

### Regional specifics

1. Europe: Strict regulation, high demand for reporting
2. United States: Corporate initiatives, venture investments
3. Asia: Manufacturing focus, export of eco-solutions
4. CIS: Early stage, low awareness

### Critical risks

* Changes in regulation can both help and harm
* High R&D expenses for materials development
* Consumer skepticism towards "green" marketing
* The need for certification and compliance with standards

### Practical entry plan

* Month 1-2: Choose a specific niche (e.g., carbon tracking for restaurants)
* Months 3-6: Develop methodology, obtain necessary certifications
* Month 7-12: Find pilot customers, refine the product
* Budget: $15,000-30,000 for development, certification, pilot projects

## 7. Co-working and remote work services

The co-working spaces of the future are not just about a desk and Wi-Fi, but multifunctional centers with podcast studios, VR presentation rooms, and food services. The hybrid work format has taken hold, and companies will pay employees for "off-site work" as part of their benefits packages.

The Global Coworking Growth Study predicts that the number of coworking spaces worldwide will double by 2030.

### Regional specifics

1. North America: High prices ($200-500/month), corporate contracts
2. Europe: Government support, focus on community
3. Asia: Rapid growth, technological solutions
4. CIS: A growing segment, focus on the IT community

### Critical risks

* High, ongoing expenses for rent and utilities
* Sensitivity to economic downturns
* Competition with homework and traditional offices
* Difficulties in maintaining an occupancy rate above 80%

### Practical entry plan

* Months 1-3: Find a location in a business district, research competitors
* Months 4-8: Complete repairs, purchase equipment, obtain licenses
* Months 9-12: Start soft opening, attract community
* Budget: $30,000-100,000, depending on size and level

## 8. Concierge services and mobile services

Turn-key services with on-site visits to the client are growing at the intersection of several trends: saving time, growth of megacities, and the habit of delivery "everything at once". In 2025, mobile grooming, dry cleaning with a visit, or a tire change at the business center parking lot will already be perceived as a basic service, not a premium one.

### Regional specifics

1. United States: Tip-based culture, high rates ($20-50/hour)
2. Europe: Labor regulations, average rates
3. Asia: Mass market, low prices, high competition
4. CIS: Growing demand in large cities, informal economy

### Critical risks

* High dependence on the quality of personnel
* Logistical complexities and high transportation costs
* Seasonality of certain types of services
* Competition with traditional service providers

### Practical entry plan

* Month 1: Choose one service (e.g., car wash), test it on friends
* Month 2-3: Hire 2-3 contractors, purchase equipment
* Months 4-6: Launch local advertising, create a mobile app
* Budget: $8,000-15,000 for equipment, transportation, and the initial team

## 9. Event planning and audiovisual production

Events stopped being just a "gathering of people". These are marketing products with digital copies available on social networks. AV production and event planning now go hand in hand: presentations are accompanied by holograms, parties by live broadcasts, and exhibitions by VR tours.

According to Allied Market Research, the event services market is projected to reach $2 trillion by 2030.

![Image from Freepik](img/pexels-coralbellestudios-811572.jpg "Image from Freepik")

Image from Freepik

### Regional specifics

1. United States: Large corporate events, high budgets ($50,000-500,000)
2. Europe: Cultural events, strict safety requirements
3. Asia: Mass events, technological innovations
4. CIS: Corporate segment, weddings, medium budgets ($5,000-$50,000)

### Critical risks

* High dependence on the economic situation
* The need for large upfront investments
* Seasonality and cyclicality of orders
* Responsibility for the safety of participants

### Practical entry plan

* Month 1-2: Determine specialization (corporate events, weddings, exhibitions)
* Month 3-4: Create a portfolio, establish connections with contractors
* Month 5-6: Organize the first events, collect feedback

## 10. Niche e-commerce and eco-fashion

In 2025, consumers will increasingly choose unique products over mass-produced ones. Niche online stores are not only about "things with a story," but also a format in which it's easy to integrate eco-friendly solutions.

Eco-fashion and micro-brands of clothing made from recycled materials will grow by 9–10% per year, outpacing fast fashion.

### Regional specifics

1. North America: High willingness to pay for sustainability ($100-300 per unit)
2. Europe: Strict environmental standards, government support
3. Asia: Production base, exports to developed markets
4. CIS: Niche premium segment, low awareness of eco-fashion

### Critical risks

* High marketing expenses to attract e-commerce
* Difficulties in finding reliable suppliers of eco-materials
* Logistical challenges and high delivery costs
* Competing with fast fashion on price

### Practical entry plan

* Month 1-2: Choose a narrow niche (for example, eco-friendly children's clothing)
* Month 3-4: Find a manufacturer, create the first collection
* Month 5-6: Launch an online store, test marketing
* Budget: $15,000-30,000 for the first batch of goods, e-commerce platform, marketing

## Forecast through 2030: analytical block

If you break down the prospects by time scale, you can identify several patterns:

Short-term "rockets" (growth in 1–2 years): digital marketing with AI, mobile services, online courses. These niches benefit from the rapid adaptation of technology and low barriers to entry. However, this is where the competition is the highest and the risk of rapid saturation is greatest.

Mid-term "locomotives" (3–5 years): eco-friendly solutions, event AV, niche e-commerce. It's not the speed of the start that matters here, but the right position in the market and stable funding. These areas require time to develop expertise and a client base.

Long-term "infrastructure" projects (5 years): self-storage, coworking. They require large investments and a long payback period, but they provide a stable income stream and are less susceptible to economic shocks.

## Critical risk analysis by segment

### Technological risks

AI-dependent businesses (online courses, digital marketing) are facing rapid obsolescence of tools. Companies that don't invest at least 15-20% of their profits in R&D risk becoming uncompetitive in 2-3 years.

### Regulatory risks

Environmental solutions and personal data in digital marketing are under close scrutiny by regulators. Changes in GDPR, carbon taxation, or reporting requirements could drastically alter the economics of these businesses.

### Operational risks

Service businesses (tutoring, concierge services, equipment repair) are extremely dependent on the quality of their staff. High staff turnover (40-60% per year) requires constant investment in hiring and training.

## Economic context 2025-2030

Analyzing macroeconomic trends, several key factors that will affect all the presented directions should be taken into account:

Inflation and interest rates: High rates make capital-intensive projects (self-storage, coworking) less attractive to investors, but create advantages for cash-positive businesses with fast payback.

Demographic changes: An aging population in developed countries increases demand for personal services and appliance repair, but reduces the audience for some digital products.

Urbanization: The growth of megacities supports demand for mobile services and coworking spaces, but increases the cost of real estate for physical projects.

## Choosing a strategy in uncertain conditions

The year 2025 presents unique opportunities for entrepreneurs, but success will depend not only on choosing the right direction, but also on the ability to adapt to rapidly changing conditions.

### Key principles of success:

Focus on unit economics: In an environment of expensive capital, it's more important to create a profitable model at the level of one client than to chase rapid growth.

Technological flexibility: AI and automation should reduce costs, not complicate business processes. Implement technologies in stages, measuring the ROI at each step.

Sustainability as a competitive advantage: Environmental and social responsibility is no longer a marketing gimmick, but a factor in the choice of an increasing number of customers and investors.

Regional adaptation: Global trends require local implementation. What works in Silicon Valley may fail in Eastern Europe, and vice versa.

Given the analysis presented, the most promising models for 2025-2030 will be hybrid models that combine several directions: online courses with concierge support or eco-friendly solutions with digital marketing. It is such projects that can create sustainable competitive advantages and high customer loyalty in the long term.

From AI-driven marketing and online courses to eco-friendly solutions and niche e-commerce, with growth forecasts and market insights to help you choose the right path.

TOP-10 different business ideas to start in 2025 

# Rules of startup survival: How to become a winner

## The brutal truth of the numbers

When young entrepreneurs present their ideas at Demo Day with burning eyes, few mention the disappointing statistics: 75% of startups close before they become profitable. According to the Angel Investment Network, even those that have received seed capital often fail.

But the good news is that failure is not fatal. It is mostly the result of specific mistakes that can be foreseen and avoided.

### Anatomy of failures: What the research says

A consortium of analytical companies, [CB Insights](https://cbinsights.com) та [DesignRush,](https://www.designrush.com/news/business-growth-mistakes-2025) conducted a large-scale study, interviewing hundreds of founders of closed startups. The results are impressive:

**Top 6 reasons for startup failure:**

![Reasons of startup failures](img/снимок-экрана-2025-07-01-212245.jpg "Reasons of startup failures")

### Real stories from the ‘startup graveyard’

#### Quibi 

The story of Quibi is a masterclass in how even billions of dollars in investment cannot save you from a fundamental mistake in understanding the market. Jeffrey Katzenberg, a legendary Hollywood producer, and Meg Whitman, the former CEO of eBay, created a streaming service with a revolutionary idea: short TV series to be watched on mobile phones. The concept seemed perfect - quality content in the format of 10-minute episodes for the TikTok generation. They raised an incredible $1.75 billion from Silicon Valley's top investors and signed A-list stars including Jennifer Lopez and Steven Spielberg.

But the reality was brutal. Users simply didn't want to pay $5-8 per month for content that they could only watch on their phones. The COVID-19 pandemic added to the irony - people were sitting at home with big screens, and Quibi insisted on a mobile format. Six months after the launch, the service closed, losing almost all of its investments. The founder later admitted: ‘We created a product for a market that existed only in our imagination.’

#### Theranos 

The Theranos tragedy has become a symbol of how far a startup can go on promises alone. Elizabeth Holmes, a 19-year-old Stanford student, dropped out of school for the idea of revolutionising medical tests. She promised that their technology could perform hundreds of tests from a single drop of blood. The board of directors was impressive - former Secretaries of State Henry Kissinger and George Shultz, General James Mattis. The company reached a peak valuation of $9 billion, and Holmes became the youngest female billionaire in history.

There was only one problem: the technology didn't work. Edison's machines, which were supposed to be the heart of the revolution, gave inaccurate results, and the company had been using conventional equipment for years, diluting tiny blood samples to the right volumes. When the truth came out thanks to whistleblowers and investigative reporting by the Wall Street Journal, Holmes was convicted of fraud and sentenced to 11 years in prison. Thousands of patients were misdiagnosed, and trust in biotech start-ups was undermined for years.

#### Color 

Color represents a different kind of failure - a product in search of a problem. Bill Nguyen, a serial entrepreneur who had previously sold his company Lala to Apple, raised $41 million before the app was even released. The idea seemed innovative - geolocation-based photo-sharing, where people could share photos with those in their vicinity. Silicon Valley investors were excited about the team and the technical solution.

But when Color launched in 2011, users greeted it coldly. The app was confusing, the purpose was unclear, and most importantly, Instagram already existed and made photo-sharing simple and straightforward. People didn't understand why they should share photos with strangers who happened to be nearby. The team tried to change the concept several times, turning the app into a group photo platform, then a live streaming tool, but nothing worked. Four years later, Color closed down, burning through almost all of its investments and becoming an example of how big money and a talented team cannot compensate for the lack of a real market need.

![Image from Forbes](img/20171103_startup_failure.webp "Image from Forbes")

## Secrets of the Survivors

### Case Study 1: Airbnb 

October 2007, San Francisco. Brian Chesky and Joe Gebbia, two young designers, faced a commonplace problem - they didn't have enough money to rent an apartment. A major design conference was taking place in the city, all the hotels were booked, and the prices were going through the roof. The friends decided to rent out places to sleep right in their apartment, laying out three air mattresses and promising a home-cooked breakfast. They called the service AirBed&Breakfast - literally ‘air bed and breakfast’.

The first guests were found through a simple website. Three brave souls paid $80 a night - a young woman from Boston, a 35-year-old man from Utah, and a pensioner from India. This was a turning point: the founders realised that people were willing to sleep in other people's homes if it was cheaper and more authentic than hotels. Moreover, the hosts and guests really enjoyed communicating with each other.

Quick hypothesis validation was the key to Airbnb's success. Instead of spending years developing a complex platform, the founders started with a minimal product - a simple website with photos and a booking form. Every time someone complained about an inconvenience or suggested a new feature, the team responded immediately. They personally met with the first hosts, took photos of their apartments, and even cleaned the accommodation to make it more attractive to guests.

The search for the perfect business model lasted almost a year. At first, they charged a flat fee for listings, then tried a subscription model, but none of them worked. The breakthrough came when they introduced a commission from each booking - 3% from hosts and 6-12% from guests. This way, Airbnb earned money only when it created value for both parties.

Building a strong team turned out to be just as important as the product. Cesky focused on the company's vision and culture, Gebbia headed up design and user experience, and the third co-founder, Nathan Blecharczyk, became CTO. They were looking for people who shared their values - creating a world where everyone can feel at home anywhere in the world.

Today, Airbnb is worth over $70 billion and has changed the travel industry forever. The company has survived the 2008 financial crisis, numerous regulatory challenges, and even the COVID-19 pandemic, which wiped out 80% of bookings in a matter of weeks. The secret of sustainability is constant adaptation and sincere concern for the needs of users.

An interesting fact about survival in the early days: when money was sorely lacking, the founders created limited edition Obama O's and Cap'n McCain's breakfast cereals during the 2008 presidential election. They sold for $40 per box and raised $30,000, which allowed them to survive for several critical months. Later, investor Paul Graham said that it was this ingenuity and unwavering will to survive that convinced him to invest in the team.

### Case 2: Dropbox 

The story of Dropbox began with the personal frustration of Drew Houston, an MIT student. He was constantly forgetting his USB stick at home when he went to university, or taking the wrong stick that didn't have the files he needed. In 2007, cloud storage was virtually non-existent - Google Drive would appear only five years later, and iCloud would be launched four years later. Most people carried files on flash drives or sent themselves emails with attachments.

Houston decided to create a service that would automatically synchronize files between all the user's devices. The idea seemed simple, but the technical implementation was complex - it needed to ensure stable synchronisation, conflict resolution, and data security. Instead of developing the product in secret for years, Houston created a simple demo video to show how Dropbox works. The video gained millions of views, and the waiting list grew by 75,000 potential users overnight.

Dropbox's ingenious growth strategy was based on the natural virality of the product. When a user shared a folder with a colleague or friend, the latter automatically learned about the service. But the real breakthrough was the referral programme - for every friend invited, both users received an additional 500 MB of free storage. This simple mechanic turned every satisfied customer into an active promoter.

Dropbox's freemium model was carefully thought out. The free 2 GB was enough for the basic needs of most users, but active users quickly reached the limit and switched to paid plans. Unlike competitors who offered huge volumes cheaply, Dropbox focused on service quality and ease of use.

The result is impressive: in 15 months, Dropbox grew from zero to 4 million users with virtually no traditional advertising costs. More than 35% of new registrations came through the referral programme. Today, Dropbox has over 700 million registered users and generates over $2 billion in annual revenue

### Case 3: WhatsApp 

The story of WhatsApp began with rejection. Brian Acton, an experienced engineer at Yahoo!, applied for jobs at Facebook and Twitter in 2009 but was rejected by both companies. Instead of getting discouraged, he teamed up with his former Yahoo! colleague Jan Koum, a Ukrainian immigrant who came to the US at 16 and taught himself programming.

Koum had a personal motivation to create the messenger. He grew up in the USSR, where phone calls were tapped, so he valued privacy above all else. Their principle was simple: "No advertising, no games, no tricks. Only fast, reliable messages." This minimalist approach was very different from the messengers of the time, which were trying to become social platforms with a lot of additional features.

WhatsApp's unique approach was the complete absence of marketing. They didn't buy ads, hire PR agencies, or even have official social media accounts. Instead, the team focused exclusively on product quality - messages had to be delivered instantly and reliably, the interface had to be intuitive, and the app had to consume minimal battery and traffic.

The business model was revolutionary, simple - a $1 per year subscription after a free year of use. No ads, no premium features, no in-app purchases. Users paid for a product they actually valued, rather than being a commodity sold to advertisers.

The result exceeded the wildest expectations. WhatsApp reached 400 million active users with a team of only 55 employees. In 2014, Facebook acquired the service for $19 billion, the most expensive purchase in the history of social media at the time. It's ironic: Acton, who was rejected by Facebook at the interview, became one of the richest people in Silicon Valley. Koum left Facebook in 2018 due to disagreements over the monetisation of WhatsApp, remaining true to his privacy principles.

## A practical survival plan: A step-by-step guide

### Stage 1: Idea validation (0-3 months)

Test 1:

* Tell 20 potential customers about the problem (not the solution!)
* If fewer than 15 say ‘Oh yeah, that's a terrible problem!’, the idea is weak

Money test:

* Offer a pre-order for 10-20% of the cost of the future product
* At least 30% should agree to pay

Validation tools:

* Landing page with product description and ‘Buy’ button
* Google Ads for $100 to test demand
* Social media surveys
* Interviews with 50+ potential users

### Stage 2: MVP and first customers (3-9 months)

The 80/20 rule: Your MVP should solve 80% of the problem with 20% of the functionality.

An example of the right MVP:

* Buffer - a simple app for scheduling social media posts
* Only one feature, but it solves a specific problem
* Launched in 7 weeks, $1000 budget

Anti-example:

* A startup tries to make a ‘Facebook for pets’ with 15 features at once
* 18 months of development, $500K in costs
* Users don't understand why it's needed

### Stage 3: Product-Market Fit (9-18 months)

PMF metrics:

* 40% of users would say they would be ‘very upset’ if the product disappeared
* NPS > 50 (Net Promoter Score)
* Organic growth - at least 20% of new users come from recommendations

PMF signals:

* Customers themselves suggest new features
* Growth without marketing costs
* Difficult to sustain demand

### Stage 4: Attracting investment

What investors want to see:

Traction:

* Revenue growth of 20%+ per month
* Low churn rate (<5% per month for B2B)
* Specific case studies of successful customers

Team:

* Complementary skills (tech + business + sales)
* Experience working together
* Committed full-time

Market:

* TAM > $1bn (Total Addressable Market)
* Market growth 10%+ annually
* Opportunity to become #1-2 in the niche

## Tools and resources for founders

### Free validation tools:

Market research:

* Google Trends - query popularity
* SimilarWeb - competitor analysis
* Facebook Audience Insights - target audience size

MVP creation:

* Webflow, Bubble - no-code platforms
* Figma - design and prototyping
* Typeform - surveys and application collection

Analytics:

* Google Analytics - up to 10M hits for free
* Mixpanel - user behaviour
* Hotjar - heatmaps and session recordings

## The formula for getting to the top

Success in the startup ecosystem is not about luck or magic, but about systematic work, endurance, and adaptability. Failure stories in 75% of cases are a mirror of typical mistakes: a weak market, insufficient understanding of the client, too slow a response, or, on the contrary, unreasonable scaling. But there is another way.

Startups that are part of the lucky 25% are built on completely different principles. These are teams that are not just passionate about the product, but understand the real pain of the market. They are ready to test their assumptions quickly and painfully. They maintain financial discipline not only on the pitch deck but also in their daily decisions. These are the ones who know how to turn around in time, change their focus, and say no to functionality that does not bring value.

The main lesson is simple: a startup is not a romantic adventure, but a project with high pressure and a small amount of time. An idea without quality execution is worthless. But if you have a team that knows how to listen to the client, calculate costs, and change the strategy, the chance of success increases significantly.

Even if the result is not in numbers but in skills, this path will still make sense. Everything you put into this experience will come back: in a new project, a new role, or a new company.

Don't be afraid of failure - be afraid of not trying.

Research shows that most startups fail not because of fate, but because of predictable mistakes. Here's how to avoid them.

Why most businesses fail and how to be the one who stands out on the market?

# How to choose a venture capital fund for cooperation?

Funding is not just about getting money. This is an agreement that can determine the fate of a startup for several years to come. An erroneous choice of fund leads to conflicts, loss of time, loss of control over the company. If you haven't interacted with venture investors before, this article will help you figure out what to look for, how to behave and what questions to ask.

## Why you shouldn't agree to the first option

When choosing an investor, it is important not to rush. Some startups, having received an offer from the fund, accept it without unnecessary questions - simply because there is an offer. It can be costly.

Example: An agrotech startup received investments from a fund that had no experience in hardware solutions. A few months later, conflicts arose: the investor did not understand how production cycles work, and demanded reporting that the team could not provide. As a result - failure to meet deadlines, increased tension, disbandment of the team.

The fund should be suitable not only for the amount of investment, but also for expectations, communication style, experience and level of support.

## What distinguishes a suitable fund from an unsuitable one

There are three main criteria by which you can tentatively understand whether the fund is suitable for your project.

### Stage at which the fund operates

Funds vary in what stage of development they are willing to invest. Some work with ideas and prototypes, others only with companies that already have revenue.

Before going to the fund, you should ask yourself questions:

* At what stage is my startup;
* Do we have revenue;
* Are we ready to show an increase in metrics

If your project is at the idea stage, you should not waste time on funds that only work with Series A.

### Industry specialization

Funds usually focus on certain markets: fintech, healthcare, AI, SaaS, ecology. Even if the fund is ready to invest in you, but does not understand the specifics of your field, it is unlikely to be a useful partner.

Check the fund portfolio. If there are similar companies among portfolio projects, this is a plus. This suggests that the investor knows how processes work in your area and will be able to connect expertise and connections.

### Reputation and transparency

Funds rarely share failures. Therefore, it is best to communicate with the founders who have already worked with this fund. Ask directly:

* Did the investor help after the deal
* Did you interfere with operations
* Were there any difficulties at the stage of going out of business

Funds with bad reputations can put the brakes on a company's growth, create internal conflict or simply fail to deliver on promises.

## Questions worth asking an investor

It is important to remember: this is not an exam where an investor evaluates you. This is a dialogue. You also have to understand who you're going to work with. Below is a list of questions to ask a representative of the foundation at the first or second meeting:

![](img/снимок-экрана-2025-05-14-150727.png)

These questions will help identify the weaknesses and strengths of the potential partner.

## How to look for funds

1. Step-by-step instructions:
2. Identify the stage of your startup: prototype, growth, scaling 
3. Make a list of funds operating at this stage. Use sources:\
   Crunchbase,Dealroom, AngelList, accelerator and venture studio websites
4. Select funds by industry
5. Explore briefcase and cases
6. Find warm contacts through mentors, consultants, entrepreneurs
7. Interview
8. Ask portfolio funders for feedback

## Examples of successful fund selection

### Reface + Andreessen Horowitz

Reface has entered the international market with a product in the field of generative technologies. The foundation evaluated the potential of personalized content and provided funding without interfering with governance, but helping with entry into the U.S. market.

### Preply + Hoxton Ventures

EdTech startup Preply was looking not just for money, but for support in entering the European market. Hoxton Ventures invested at an early stage and became a link with new partners in the UK.

### People.ai + Lightspeed Venture Partners

The American-Ukrainian startup received support from the fund with expertise in B2B sales. The fund helped not only with money, but also with the strategy of entering the US market.

### What to do after the fund interests you

1. Find at least two funders from the fund's portfolio and chat with them
2. Ask for details on standard conditions
3. Clarify who will be your primary contact in the fund
4. Check the legal aspects of the agreement through an independent lawyer
5. Don't be afraid to refuse if conditions don't meet expectations

## Final thoughts

Choosing a venture capital fund is not a search for money, but a search for a partner. The more carefully you approach this process, the more chances that your business will grow sustainably and without unnecessary conflicts. There is no universal "best fund" - there are those that are right for you. And it is quite possible to find it if you take your time and ask the right questions.

This article will help you figure out what to look for, how to behave and what questions to ask.

How to choose a venture capital fund for cooperation?

# What venture funds are looking for in Gen Z startups - and what they are afraid of

One of the notable changes in the venture industry over the past five years has been the emergence of a new generation of founders. Young Gen Z entrepreneurs aren't just young faces on pitches. These are teams with new priorities, communication style, and attitude to business as a social, not just economic structure. They're already in the game - and it's a new reality.

But foundations are scared. How do you interact with someone who doesn't read the business press but instantly launches a TikTok campaign and gathers thousands of leads a night?

In this article, we take a real look at why some startups are exciting for funds and others are alarming. How pitching changes, what investors should retrain. We'll figure out exactly what they bring to the market - and what to do about it.

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## New optics: how Gen Z perceives business

Generation Z is those born after 1997. Today they are from 20 to 28. They haven't found a life without the internet, don't believe in the career ladder, don't expect stability, and have never seen it. According to the research platform [Morning Consult](https://pro.morningconsult.com/analysis/how-is-gen-z-doing-really), 53% of Gen Z are already freelancing or running their projects. More than a third of those surveyed (36%) say they would rather start their own business than work for hire.

This generation doesn't do "startup for startup". For them, business is a space for practical action. Create a project because nobody solves the problem in their neighborhood.

The [EY Future Consumer Index](https://www.ey.com/en_gl/newsroom/2025/03/ey-future-consumer-index-brands-fall-out-of-favor-as-pressure-mounts-to-win-back-faltering-customer-loyalty) study shows that 63% of Gen Z expect social position and transparency from brands. This is directly reflected in their business: they build companies that not only sell, but also talk with the market, users, and society.

### Real case: Glisten AI

The [Glisten AI](https://glisten-ai.vercel.app/) startup - an AI-based learning tool generation service - was founded by Yale student Lucas Lane in 2023. He was 21 and had already completed two accelerators (Antler and TinySeed). The Glisten team collected 2,000 active users in 4 months, without a marketing budget. Their presentation to investors consisted of Loom videos and screencasts in Notion.

They got $500k pre-seed from Lower Hippeau and Hustle Fund, and by summer 2024 they were out on MRR at $30k. Investors noted: the founders did not try to "sell" through the numbers - they simply showed how they simplified the routine for real teams. It worked.

## How pitching has changed: Now it's a story, not a model

A typical Gen Z pitch isn't 15 PowerPoint slides with linear logic. It's a set of tools, memes, community links, and real-time indicators. Instead of long introductions, API documentation. Instead of postponed forecasts, there is a Discord server with 5,000 subscribers who help set off the product.

They don't focus on turnover because they know how to organically get to early traction. Investors see it. According to Julia Howson, Lightspeed Venture Partners:

"We don't need a perfect business plan - we need a team that has the nerve and a real response from the market. Gen Z has it more often than not."

## What funds see in Gen Z startups

![](img/снимок-экрана-2025-05-20-153836.png)

[Moonhub](https://www.moonhub.ai/), a startup for AI recruiting, was founded in 2022 by Stanford graduate Nishita Shetty. She was 24. In its first year, the team conducted more than 10,000 AI interviews, received feedback from HR departments at Amazon, Netflix, and Stripe, and closed a seed round of $10 million from Khosla Ventures.

Shetty did not build a "loud brand",  but she made each demo session as product-centric as possible. Investors noted: she did not have a "background in business", but there was a lively response from clients. It's more fun than cases from previous jobs.

One of Gen Z's most valuable skills is the ability to quickly change strategy. They don't hold onto the hypothesis unless it works. They don't have long to explain why pivot. They read metrics, do AMA sessions with users, and test new features over the weekend.

But if the fund will require 40-strange presentations and quarterly reporting, the team can just go to another investor. Or even choose a bootstrap and no-code, so as not to be rejected by anyone.

The good funds understand that. They change the format of communication, shorten the cycle of making decisions, go to the pre-seed stage, and build trust not through the boards of directors, but through Telegram chats and quick calls.

## What does it mean for the market?

New teams create products faster. They don't ask for permission - they test. They don't copy Western models, they do theirs. They make business out of the pain they experienced.

And they have something that doesn't measure up to the table: Passion and energy. They believe in what they do. That belief is the fuel that can turn the market around.

Gen Z looks at the market as a flexible system, not a pyramid scheme. They're not about hierarchy - they're about ecosystems. Not about control - about joint creation.

If they don't need a fund tomorrow, they'll go the other way. But if the fund gives not only money, but also the opportunity to develop, it will be a partnership.

What ventures are looking for in Gen Z startups

How is pitching changing in 2025?

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