StartupMistakes

Many startups do not fail because of a lack of effort or technical capability.
They fail because they ask the critical questions too late.

The product is already built.
Features are completed.
The website is live.
The pitch deck is ready.

Only then do founders start asking customers:
“What do you think about this product?”

That is the moment a startup enters its riskiest path.

Why is “build first, ask later” so dangerous?

In many founders’ minds, the logic seems reasonable: customers can only give feedback once there is a concrete product. But in entrepreneurship, the learning sequence is completely reversed.

Startups do not lack products.
Startups lack evidence.

When founders ask only after building, the feedback they usually receive sounds like:

• “Looks interesting.”
• “Good idea.”
• “Let me think about it.”

These responses are not wrong—but they are useless for decision-making. They do not answer the survival questions:

• Who is willing to pay?
• Is the problem painful enough?
• If this product did not exist, would customers actively look for alternatives?

The psychological trap: the more you build, the harder it is to stop

Once founders invest time, money, and emotional energy into a product, it becomes extremely difficult to return to the original questions. This phenomenon is well studied in organizational behavior as escalation of commitment: the more people invest, the more they defend their initial decision—even when data suggests it is wrong.

At that point, customer feedback is no longer a learning tool. It becomes a confirmation tool. Founders selectively hear what supports their beliefs and ignore opposing signals.

The mistake is not “building” – it is building too early

Lean startup thinking does not oppose building products.
The problem is the sequence.

Many startups build:

• before clearly defining a customer segment,
• before understanding the buying decision process,
• before knowing which pain point is “painful enough.”

As a result, the MVP stops being a Minimum Viable Product and becomes a “mini full product”—smaller in scale, but still fundamentally wrong.

Customer discovery is not asking for opinions

Another common misunderstanding is treating customer discovery as casual surveys. In reality, discovery is about testing hypotheses, not asking for advice.

The right questions focus on:

• What are customers doing now to solve the problem?
• How frequent and costly is that problem?
• What frustrates or exhausts them most in the current process?

If founders cannot answer these questions with repeated, consistent data, building a product is a blind bet.

How “Build – Measure – Learn” gets misunderstood

Many startups claim they follow lean thinking because they “built an MVP and measured.”
But what they measure is the real issue.

When startups track:

• but do not measure:

a clear hypothesis,

• traffic,
• downloads,
• likes,

but do not measure:

• a clear hypothesis,
• retention rates,
• willingness to pay,
• repeat behavior,

they fall into the trap of vanity metrics—numbers that look good but do not guide the next decision.

At that point, startups believe they are learning, when in reality they are just tracking their own busyness.

How to escape the “build first, ask later” trap

Experience from KisStartup’s mentoring and incubation programs shows that startups learn fastest when they delay heavy building and invest more in asking the right questions.

One simple but powerful rule:
Do not write code or design interfaces without a clear customer hypothesis and explicit criteria for rejecting that hypothesis.

Small experiments—landing pages, pre-orders, paper prototypes, structured interviews—often save up to 80% of the cost compared to fixing a product built on the wrong assumptions.

An open question for founders

If you had to pause all product development for the next two weeks, would your startup have enough customer data to make the next decision?

Or are you continuing to build… simply because you don’t yet know what to ask?

The next article in this series will dive into a blind spot directly connected to this mistake:
“You have customers—but no revenue.”

Key References

This article is synthesized from the above sources and KisStartup’s hands-on startup coaching experience in Vietnam.

© Copyright belongs to KisStartup. Any reproduction, citation, or reuse must clearly credit KisStartup.

• Blank, S. (2013). Why the Lean Startup Changes Everything. Harvard Business Review.
• Ries, E. (2011). The Lean Startup. Crown Business.
• Graham, P. (2008). Startup Mistakes.
• CB Insights (2021). The Top Reasons Startups Fail.
• First Round Capital Review – case studies on customer discovery and founder bias.
• Wasserman, N. (2012). The Founder’s Dilemmas. Princeton University Press.