What do Indian Startups Expect from Startup Accelerators? [Report]

There are co-working spaces, business contests and startup conferences which also support founders in their own ways and can collaborate as well. Venture building model is where the organisation will build companies using their own ideas and resources.

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New teams can be formed for validated business ideas internally or from corporates, governments and universities. To capture new markets, offer high touch programs and improve the quality of deal flow, accelerators will expand their reach into other regions and launch virtual programs to tap into this explosion of innovation.

Toronto-based Ryerson Futures Inc. There will be tremendous pressure for new and small accelerators to attract quality deal flow with increased competition as the market becomes saturated.

Startups have many options to choose and under funded players will gradually die. Turner , a broadcast network shut down its media camp accelerator after working with 27 startups during its 3 years operation.

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Its founder Balaji mentioned "We have not found the clarity and direction that we needed to continue". Last year, two Bangalore based startups made news as they exited after being a part of an accelerator program. It will be interesting to see how accelerator models will evolve to improve the chances of success for their portfolio ventures. Feel free to share your thoughts on accelerator model changes in the coming years in India and globally. This website uses cookies to ensure you get the best experience on our website.

When I say external collaboration, I mean startups talking about the accelerator program that they are a part of, when they attend events or meet clients. This is one way an accelerator can raise its profile within the community, as well as enable the program to attract new talent and entrepreneurs. There is no one-size-fits-all model. Feedback always helps in improving the program and its output. Failing fast has several positives to it.

Most importantly, it enables the entrepreneur to preserve resources. Within an accelerator set-up, failing fast can lead to a high quality resource being acquired by another growing startup. Startups need to be coachable, especially when you have high quality mentors guiding you. While it is important to have conviction in the path that an entrepreneur or startup has chosen, at the same time, if a seasoned mentor is providing his insights or feedback, the startup must at least hear them out.

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Being brash and insulting can put off a mentor, who is offering pro-bono time for such a session; and this in turn affects the accelerator programs ability to access their time in future. If services are pro-bono, they should not misuse them or show less respect.

While there is no harm in it; it only reduces the engagement to a large extent. I'm sure it is a common global trend but, personally, I feel it may not be the best thing to do, unless you are moving from a local program to say, a Y-Combinator or so. Jumping accelerators is almost like changing jobs laterally, which won't give you that exponential career growth.

Also, startups need to be very choosy in picking the right accelerator. Just like a product-market fit, there has to be a startup-accelerator fit as well, and startups have to be strategic in the approach to apply for intakes. Checkout some of the interesting startups from Zone's portfolio.