Creating your own business can be a dream for many people. However, many creators and managers who have launched their business regret having done so. Indeed, they quickly find themselves faced with major obstacles, ranging from financial stress to the daily management of teams or demanding partners. According to a recent INSEE study, almost 50 % of newly created companies do not exceed the course of the first five years, proof that the entrepreneurial adventure requires solid preparation and a steel mind. For business leaders or entrepreneurs already launched, understanding the deep causes of these difficulties is a first step towards success.
The impact of financial realities
Entrepreneurs come up against the complexity of financing procedures very early on. Obtaining a bank loan, convincing investors or calling on public devices involves devoting considerable time to the constitution of files and the drafting of detailed business plans. A study by the Banque de France stresses that the leaders of VSEs and SMEs sometimes spend more than a third of their time managing their cash and securing their financial resources.
As soon as the activity starts, the pressure is still rising a notch. Between the fluctuation of sales and the weight of fixed charges (rents, wages, social contributions), budget forecasts must be regularly updated. The entrepreneur finds himself juggling with complex economic equations, often without being able to rely on the same safety nets as a large company. This financial uncertainty creates permanent stress which requires the manager of the manager of management and an increased capacity for management and an increased capacity.
The loneliness of the manager
Starting in entrepreneurship often involves leaving a structured work environment to take responsibility for multiple decisions alone. This situation can quickly generate a feeling of loneliness, especially since the business manager does not always have the opportunity to share his doubts or his fears with his professional entourage. According to a survey by Bpifrance Le Lab, more than half of SME leaders admit to suffering from isolation, failing to be able to discuss their difficulties freely.
This loneliness acts as an aggravating factor in times of crisis or during a slowdown in activity. Without confidence or mentor network to validate strategic choices, the entrepreneur is struggling to keep the necessary step back and is exposed to hasty decisions. Consequently, the development of a circle of experts or belonging to professional networks (chambers of commerce, sectoral associations, clubs of entrepreneurs) becomes useful to break this isolation and benefit from advice and keep motivation.
Permanent uncertainty
Bringing is navigating in an environment that changes constantly. Consumer trends are changing quickly, competition arises from new horizons and regulatory changes can upset a sector overnight. According to an analysis of the Harvard Business Review, the ability to manage uncertainty and adapt its continuous strategy is one of the main criteria for a young business.
This uncertainty is translated on a daily basis by a permanent questioning. Adapting a product to a new customer segment or adjusting an economic model requires constant agility, without certainty of short -term return on investment. Far from a linear journey, the entrepreneurial route is conceived as a series of successive experiences, punctuated by tests, errors and strategic pivots. To hold on the duration, the manager must learn to be resilient and to accept that each attempt, even unsuccessful, constitutes a learning stage.
Innovation requirements
Innovation is frequently presented as the key to differentiation, especially in saturated markets or in full recomposition. Whether it is to develop a new product or rethink a customer experience, the entrepreneur must constantly question his practices. This need for innovation is, however, accompanied by a considerable challenge: finding the right balance between creativity, technical feasibility and financial constraints. Studies by Kauffman Foundation show that start-ups often fail because they have not validated the real interest of the market before mobilizing significant resources.
To succeed, it becomes essential to establish a culture of experimentation within the company. Prototypes, pilot tests and user feedback are all tools that quickly validate the relevance of an idea, before initiating more substantial spending. This “test-And-learn” approach promotes rapid adaptation to changing market needs. Nevertheless, it also requires an ability to manage uncertainty and accept a possible partial failure, an essential condition to bounce back later.
The role of the entrepreneurial ecosystem
Faced with the multiple pitfalls that mark the journey of a business creator, the entrepreneurial ecosystem can play a decisive role. Support devices (incubators, accelerators, business nurseries) provide valuable support for strategic advice, material resources or training. The studies of the Global Entrepreneurship Monitor underline that start-ups benefiting from structured support display a higher sustainability rate than those that advance alone.
In parallel, the ecosystem is also made up of customers, suppliers and partners who support the young company in its development. Maintaining these relationships and relying on solid collaborations helps limit the isolation of the manager and better anticipate market developments. A partnership approach, based on transparency and exchange, helps reduce the pressure on the shoulders of the business manager.
A challenge that is worth it
Despite obstacles and constant uncertainty, entrepreneurship remains a unique adventure that attracts new talents each year. The financial constraints, the loneliness of the manager or the need to innovate tirelessly may seem insurmountable, but they also shape profiles of more agile and resilient leaders. Beyond figures and statistics, it is determination and passion that feed these sometimes epic projects.
In reality, the difficulty of undertaking is also what makes it all the value. Each challenge taken up, each problem solved, each new opportunity seized helps to forge an experience that does not be acquired otherwise. It is precisely in this ability to transform the tests into a growth springboard that resides the very essence of entrepreneurship. For those who manage to overcome these challenges, the reward goes far beyond financial success: it is in the freedom to build a future in accordance with their ambitions and their convictions.
