Conquering Hurdles: An Analysis of Challenges Faced by Business Startups

@ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 44 Global Jou nal o Resea ch in Business Managemen ISSN: 2583-6218 (Online) Volume 05 | Issue 05 | Sep .-Oc . | 2025 Jou nal homepage: h ps://gj publica ion.com/gj bm/ Resea ch A icle Conque ing Hu dles: An Analysis o Challenges Faced by Business S a ups *Cha i y B. Ma quez 1 and Jamaica E. Es ada 2 1,2 Ins uc o , College o Business Educa ion, Qui ino S a e Uni e si y *Co esponding au ho : Cha i y B. Ma quez Ins uc o , College o Business Educa ion, Qui ino S a e Uni e si y 1. INTRODUCTION Due o eme ging echnologies, changing cus ome needs, and mo e global connec i i y, he business landscape has unde gone emendous change, inspi ing many people o seek en ep eneu ship. S a ups a e essen ial o economic g ow h and inno a ion, bu hey also ace obs acles ha could p e en hem om succeeding. In line wi h he UN's Sus ainable De elopmen Goal 8: Decen Wo k and Economic G ow h (Uni ed Na ions, 2020), his s udy examines hese conce ns and p o ides solu ions o hese issues. The goal o he esea ch is o assis in he es ablishmen o a obus en ep eneu ial ecosys em ha p omo es economic g ow h by o e coming hese challenges. The p ima y aim o he esea ch is o examine he di icul ies encoun e ed by s a ups and o e p ac ical ecommenda ions. Unde he s uc u e o he en ep eneu ial ecosys ems’ amewo k (S am & an de Ven, 2021), which highligh s he in e ela ed elemen s ha a ec success, i iden i ies majo obs acles, hei e ec s on s a -ups, and sugges ions o s akeholde s. High ailu e a es highligh he need o comp ehending bo h iumphs and ailu es, pa icula ly in he ea ly s ages (Eesley & Wu, 2021). Along wi h highligh ing he impo ance o in es o backing and go e nmen al egula ions in p omo ing s a -up g ow h, he s udy also examines esilience ac ics in dynamic Abs ac S a ups a e essen ial o p omo ing inno a ion and economic g ow h in he e e -changing wo ld o mode n en ep eneu ship. Bu hese businesses equen ly encoun e majo obs acles ha can p e en hem om succeeding, especially in de eloping na ions. Wi hin he con ex o en ep eneu ial ecosys ems, his s udy examines he signi ican obs acles ha new businesses in Qui ino P o ince, he Philippines, mus o e come. The esea ch seeks o o e use ul sugges ions o imp o e he esilience and sus ainabili y o s a ups, in line wi h Sus ainable De elopmen Goal 8 o he UN: Decen Wo k and Economic G ow h. Employing a desc ip i e-quan i a i e app oach, he s udy examines key a eas o conce n, including inancial cons ain s, ma ke en y challenges, egula o y hu dles, eam-building issues, and echnology adop ion. Da a we e ga he ed h ough a s uc u ed su ey o 60 s a -up owne s, and he indings highligh signi ican challenges, such as managing cash low, in ense ma ke compe i ion, and na iga ing complex legal equi emen s. The s udy also unde sco es he impo ance o assembling he igh eam and le e aging echnological asse s o d i e business success. The esul s e eal ha al hough s a ups unde s and he i al ole ha inno a ion and echnology play, access o he equi ed in as uc u e con inues o be a hu dle. S a -ups also encoun e signi ican challenges in ob aining capi al and c ea ing compe i i e s a egies in compe i i e ma ke places. This s udy gi es ecommenda ions o s akeholde s, including as legisla o s, in es o s, and academic ins i u ions, o encou age he expansion and sus ainabili y o new companies. I also sheds ligh on he s a up ecosys em in Qui ino P o ince. The s udy ad ances he mo e gene al objec i es o sus ainable economic de elopmen and he es ablishmen o a s ong en ep eneu ial ecosys em. Keywo ds: Business S a ups, Challenges, En ep eneu ship, Hu dles, Success. Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 45 ma ke places (B own & Mason, 2020; Acs e al., 2022; Huang & Knigh , 2022). Coope a ion be ween academic ins i u ions, co po a e execu i es, and accele a o s is c ucial o inc ease s a -up success. This esea ch aims o con ibu e o he b oade goal o sus ainable economic de elopmen by p o iding p ac ical ecommenda ions o suppo ing s a -up g ow h and success. Figu e 1. Pa adigm o he S udy 2. RESEARCH METHODOLOGY This sec ion ou lines he esea ch design, esea ch locale, sampling p ocedu e, scope and delimi a ion, esea ch ins umen , da a collec ion p ocess, da a analysis, and e hical conside a ions. Resea ch Design This s udy employed a Desc ip i e-Quan i a i e App oach, ga he ing nume ical da a and analyzing i h ough ma hema ical me hods. This me hod sough o assess he issues and challenges ha Qui ino P o ince's s a ups encoun e ed. Resea ch Locale and Sampling P ocedu e The s udy, which was conduc ed in he p o ince o Qui ino, concen a ed on he business en i onmen , sociocul u al aspec s, and local economy as hey ela e o en ep eneu ial endea o s. A well- ounded ep esen a ion o en e p ises was ensu ed h ough he use o pu posi e sampling, which selec ed pa icipan s om a a ie y o indus ies and phases in hei en ep eneu ial ca ee s. Scope and Delimi a ion The s udy ocused on he di icul ies aced by business owne s in he p o ince o Qui ino, co e ing a ange o indus ies, including e ail, ag icul u e, echnology, and se ices. The s udy ocused on he i s phases o business s a -ups wi hin he designa ed s udy pe iod; i did no include he ope a ional o exi phases o expand o o he p o inces. Resea ch Ins umen A modi ied su ey ques ionnai e de i ed om Im an Nkun (2020) was employed in he s udy. The ques ionnai e, which was di ided in o i e sec ions, co e ed esponden p o iles, challenges encoun e ed, issues ha a ec ed success o ailu e, s a egies o o e coming di icul ies, and ollow-up ques ions o addi ional insigh s. Inpu P ocess Ou pu P o ile o he en ep eneu s. The Issues and Challenges aced by En ep eneu . Su ey Ques ionnai e Da a ga he ed h ough su ey ques ionnai e. Analysis o da a h ough S a is ical Package o he Social Sciences (SPSS) so wa e. In e p e a ion o da a O e ing insigh s in o po en ial solu ions and s a egies o add ess iden i ied issues and challenges o business s a -ups. Re o m in egula o y amewo ks o c ea e mo e suppo i e en i onmen o s a - ups. Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 46 Da a Ga he ing P ocedu es A s anda dized su ey ques ionnai e in ended o add ess s a -up challenges was used o ga he da a. In o de o e i y he comp ehensi eness and cla i y o he ques ionnai e, a pilo s udy was ca ied ou . Ques ionnai es we e gi en ou in pe son a e consen was ob ained, ensu ing pa icipan con enience and con iden iali y. A hema ic analysis o he quali a i e esponses was combined wi h quan i a i e da a analysis. Da a Analysis F equency and pe cen age coun s we e u ilized in he s udy o examine demog aphic da a, and esponse weigh s we e calcula ed using weigh ed mean. Responses we e in e p e ed using he Like scale, wi h co esponding ema ks anging om "S ongly Ag ee" o "S ongly Disag ee." E hical Conside a ion Pa icipan s we e in o med o he s udy's objec i es, me hods, bene i s, and po en ial d awbacks. They had he eedom o wi hd aw wi hou consequences. Con iden iali y and anonymi y we e main ained h oughou , and p ope academic ci a ion p ac ices we e ollowed. 3. RESULTS AND DISCUSSION Table 1. Socio-demog aphic p o ile o he business owne s Socio-demog aphic p o ile % Gende Male 23 38 Female 36 60 LGBTQIA+++ 1 2 Age 18-24 5 8 25-34 21 35 35-44 18 30 45-54 11 18 55 & abo e 5 8 Educa ional Backg ound High School 8 13 Bachelo 's Deg ee 36 60 Mas e 's Deg ee 14 23 PhD. o o he ad anced deg ees 2 3 Indus y/Field o wo k Technology 14 23 Heal hca e 11 18 Manu ac u ing 13 22 Se ices 16 27 O he s 6 10 Yea s in ope a ion Less han 1 yea 17 28 1-2 yea s 36 60 3-5 yea s 7 12 Numbe o employees 1 o 5 35 58 6 o 20 19 32 21 o 50 6 10 Mo e han 50 0 0 To al 60 100% Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 47 Table 1 shows he socio-demog aphic p o ile o business owne s and i was e ealed ha mos o he esponden s a e emale (60%), ollowed by males (38%) and a small pe cen age iden i ying as LGBTQIA+++ (2%). A s udy ound ha i is in a o o women aking on mo e en ep eneu ship, especially in de eloping na ions whe e hey make a subs an ial con ibu ion o social and economic ad ancemen (Elam e al., 2019). In addi ion, he age g oup o 25 o 34 yea s old accoun s o 35% o all business owne s, wi h he nex la ges age g oup being 35 o 44 yea s old (30%). This is in line wi h global ends ha show younge people a e mo e inclined o s a hei own businesses since hey ha e g own up wi h access o echnology and a as -paced business en i onmen (Bosma e al., 2021). In e ms o educa ional backg ound, a majo i y o pa icipan s (60%) possess a Bachelo 's deg ee, while a lesse p opo ion (23%) and (3%) ha e a Mas e 's o PhD deg ee. Highe educa ion has been associa ed wi h a highe chance o en ep eneu ship success because i gi es people access o business expe ise, c i ical hinking abili ies, and a s ong ne wo k (Ma el, Da is, & Sp oul, 2016). This sugges s ha educa ion is s ill qui e impo an o hose who wan o pu sue en ep eneu ship. The dis ibu ion o esponden s by indus y e eals ha he majo i y wo k in he se ices sec o (27%), which is ollowed by manu ac u ing (22%), echnology (23%), and heal hca e (18%). The dominance o he se ices sec o is a e lec ion o wo ldwide ends, as en e p ises ocused on p o iding se ices a e inc easingly in luencing economic en i onmen s (Global En ep eneu ship Moni o , 2022). Fu he mo e, he majo i y o businesses (60%) ha e been in exis ence o one o wo (1 o 2) yea s, sugges ing ha he sample is p ima ily made up o ela i ely new companies. This is in line wi h ends ha show how impo an a company's i s ew yea s o exis ence a e o i s abili y o de elop and su i e (SBA O ice o Ad ocacy, 2020). A some poin , mos o hese businesses a e small, wi h 58% employing 1 o 5 employees, and 32% employing 6 o 20 employees. The g owing numbe o small i ms is indica i e o a wo ldwide end in en ep eneu ship, whe ein mic o and small businesses se e as he ounda ion o economies, pa icula ly in de eloping na ions (In e na ional Labou O ganiza ion, 2019). The o e all p o ile sugges s a di e se and dynamic en ep eneu ial en i onmen , d i en by educa ed indi iduals p edominan ly in he se ices sec o , ope a ing small-scale and ela i ely new en u es. Table 2.1. Challenges o Business S a ups as o Funding/Financial Challenges Funding/Financial Challenges Mean Ve bal In e p e a ion 1. Lack o Ini ial Capi al. 3.43 Ag ee 2. Lack o access o adi ional unding sou ces (banks, en u e capi alis s, e c.) 3.18 Neu al 3. Tough ules o quali y o unding p og ams. 3.47 Ag ee 4. Di icul y Secu ing Funding. 3.30 Neu al 5. Lack o suppo and guidance o na iga ing he unding p ocess. 3.17 Neu al 6. Limi ed awa eness o al e na i e unding op ions (c owd unding, angel in es o s, e c.) 3.55 Ag ee 7. Managing Cash Flows. 3.95 Ag ee 8. Insu icien cash ese es o co e ope a ing expenses. 3.45 Ag ee 9. Rising le el o deb s wi hou a co esponding inc ease in e enue. 3.25 Neu al 10. Ope a ing expenses consis en ly exceeding e enue. 3.40 Neu al GRAND MEAN 3.42 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee The inancial di icul ies ha newly es ablished businesses encoun e a e shown in Table 2.1. "Managing Cash Flows" has he highes mean sco e o 3.95, in e p e ed as Ag ee. This sugges s ha managing cash lows co ec ly is he bigges obs acle acing en ep eneu s, unde sco ing he signi icance o p ese ing a s able inancial clima e o ensu e he longe i y o hei businesses. This is con inually co obo a ed by he li e a u e, which highligh s ha one o he main easons s a -ups ails is inadequa e cash low managemen (B inckmann, G ichnik, & Kapsa, 2022). On he o he hand, "Lack o suppo and guidance o na iga ing he unding p ocess" (Mean: 3.17, Neu al) had he lowes mean sco e. This implies ha al hough some business owne s ha e ouble inding ad ice and help, i is no gene ally ega ded as a signi ican obs acle. The neu al esponse would sugges ha he e a e some suppo ne wo ks ou he e, bu hey migh no be adequa e o accessible o all new businesses (B own & Mawson, 2019). Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 48 The g and mean o 3.42, which can be in e p e ed as "Ag ee," shows ha inancial di icul ies a e a signi ican conce n o newly es ablished businesses. En ep eneu s gene ally ecognize ha hese challenges could impede hei business ope a ions and g ow h, e lec ing he b oade challenges iden i ied in ecen s udies (Robb & Robinson, 2020). Table 2.2. Challenges o Business S a -ups as o Ma ke En y and Compe i ion Ma ke En y and Compe i ion Mean Ve bal In e p e a ion 1. Iden i ying he speci ic needs and p e e ences o he a ge audience is di icul . 3.90 Ag ee 2. Unde s anding ma ke demand is ha d. 3.58 Ag ee 3. Building cus ome base is a big challenge. 3.92 Ag ee 4. The p esence o es ablished compe i o s wi h s ong b and ecogni ion and cus ome loyal y. 4.08 Ag ee 5. Na iga ing go e nmen egula ions and legal compliance equi emen s is a bu den. 3.62 Ag ee 6. De eloping a unique and compelling alue p oposi ion in a c owded ma ke . 3.80 Ag ee 7. A ac ing and e aining skilled alen is ha d. 3.68 Ag ee 8. Changing ma ke ends and cus ome p e e ences is ha d o adop and main ain. 3.68 Ag ee 9. Building us and c edibili y wi h cus ome and s akeholde s is di icul o a ain. 3.47 Ag ee 10. Analysis o compe i o s’(SWOT) S eng hs, Weaknesses, Oppo uni ies, and Th ea s is a big challenge. 3.83 Ag ee 11. Unp edic able u u e ma ke ends. 3.58 Ag ee 12. Technological ad ancemen impac . 4.02 Ag ee 13. Op imal p icing s a egy in he ma ke . 4.03 Ag ee 14. Cul u al nuances and social ac o s ha in luence consume beha io . 3.87 Ag ee 15. In ense compe i ion in he ma ke . 4.15 Ag ee GRAND MEAN 3.81 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee "In ense compe i ion in he ma ke " has he highes mean sco e o 4.15, acco ding o he da a shown in Table 2.2, which indica es he di icul ies expe ienced by s a -ups in ega d o ma ke en y and compe i i eness. This sugges s ha s a - up companies eally belie e ha one o he bigges obs acles is he exis ence o in ense compe i ion. New businesses ind i di icul o ob ain ma ke sha e due o he eno mous obs acles c ea ed by well-es ablished compe i o s wi h g ea b and ecogni ion. S udies co obo a e his, e ealing ha in ense i al y equen ly pushes s a ups o inno a e quickly o ace alling sho o hei compe i o s (Mason & B own, 2020). On he o he hand, "Building us and c edibili y wi h cus ome s and s akeholde s" has he lowes mean sco e (3.47). E en while his is s ill seen as "Ag ee," i implies ha , despi e i s di icul ies, de eloping us could no be seen as being as impo an as managing ma ke posi ioning and compe i i e challenges. Howe e , as e idenced by s udies highligh ing he signi icance o c edibili y in a ac ing clien loyal y, es ablishing us is s ill essen ial o long- e m success (Hecha a ia e al., 2022). The g and mean o 3.81, in e p e ed as "Ag ee," shows ha s a -ups conside p oblems linked o ma ke en y and compe i ion o be conside able in gene al. This is consis en wi h he la ge body o s udy on en ep eneu ship, which iden i ies hese elemen s as c i ical o he success o ailu e o a s a -up (Al a ez & Ba ney, 2021). Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 49 Table 2.3. Challenges o Business S a -ups as o Regula o y Hu dles and Legal Challenges Regula o y Hu dles and Legal Challenges Mean Ve bal In e p e a ion 1. Unde s anding and complying wi h complex egula ions is a bu den. 3.88 AGREE 2. Delays o challenges in ob aining necessa y licenses and pe mi s. 3.92 AGREE 3. Na iga ing legal pape wo k and con ac s. 3.83 AGREE 4. E ol ing en i onmen al egula ions impac ing p oduc ion p ocesses. 3.97 AGREE 5. Keeping up wi h changing egula ions and legal equi emen s. 4.02 AGREE 6. Regula moni o ing o changes in laws and egula ions a ec s he business. 3.97 AGREE 7. An icipa ion o new legisla i e de elopmen s may impac business ope a ions. 3.73 AGREE 8. Inc easing cos s associa ed wi h mee ing egula o y equi emen s. 3.80 AGREE 9. Renewal di icul ies o exis ing licenses. 3.63 AGREE 10. Heigh ened egula o y secu i y o in es iga ions in business ope a ions leading o issuance o ines, penal y and sanc ions by egula o y au ho i ies. 3.95 AGREE GRAND MEAN 3.87 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee In acco dance wi h ecen esea ch highligh ing he egula o y bu den on s a -ups as a signi ican ac o ha can slow down business ope a ions and esul in addi ional cos s, Table 2.3 e eals ha "Keeping up wi h changing egula ions and legal equi emen s" has he highes mean sco e o 4.02. This indica es ha s a -up businesses s ongly ag ee ha s aying complian wi h e ol ing egula ions is one o he mos c i ical challenges (Ba ik e al., 2021). Howe e , "Renewal di icul ies o exis ing licenses" has he lowes mean sco e (3.63), which is s ill in he "Ag ee" ange. This indica es ha while dealing wi h cons an ly changing egula ions may be mo e p essing han license enewal, which s ill p esen s challenges. Addi ionally, esea ch backs up he idea ha , despi e he complexi y o license enewals, i ms usually p io i ize managing he la ge egula o y landscape (Pa ke & Van P aag, 2022). The g and mean o 3.87, in e p e ed as "Ag ee," indica es ha s a -up success is usually ega ded as being signi ican ly hampe ed by legal and egula o y obs acles. These di icul ies highligh he necessi y o new companies o ha e obus compliance plans and consul wi h legal p o essionals in o de o s ay ou o ouble inancially and main ain e icien ope a ions (Law ence & Mo se, 2022). Table 2.4. Challenges o Business S a ups as o Building Team and Talen Acquisi ion Building Team and Talen Acquisi ion Mean Ve bal In e p e a ion 1. Assembling he igh eam. 4.25 S ongly Ag ee 2. Rec ui ing skilled – pe sonnel – inding candida es wi h speci ic skills and expe ience we need is di icul . 4.03 Ag ee 3. Managing Team Dynamics. 3.98 Ag ee 4. O e ing compe i i e sala ies and bene i s is challenging due o limi ed esou ces. 3.93 Ag ee 5. Employee dissa is ac ion and lack o engagemen make hem lea e. 3.68 Ag ee 6. The as -paced and unce ain na u e o s a -ups can be una ac i e o isk-a e se candida es. 3.75 Ag ee 7. Ou emo e o lexible wo k a angemen s a e no appealing o e e yone. 3.33 Neu al 8. We lack es ablished ec ui men p ocesses and channels o e ec i ely a ac alen . 3.37 Neu al 9. Ou on-boa ding and aining p ocesses a e no well-de eloped, making i di icul o emain new hi es (ca ee de elopmen pa h). 3.48 Ag ee 10. Compe ing wi h es ablished companies o alen is a signi ican obs acle. 3.73 Ag ee GRAND MEAN 3.78 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee I is e iden om Table 2.4 ha s a -up owne s ha e a di icul ime assembling a eam ha has he p ope combina ion o alen s and compe encies. The highes mean sco e o 4.25 is no ed o "Assembling he igh eam," wi h a e bal in e p e a ion o "S ongly Ag ee." This is in line wi h s udies showing ha one o he mos impo an challenges acing Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 50 s a -up companies is inding op pe sonnel, since he success o a i m is equen ly de e mined by i s i s eam (Klo z e al., 2022). The s a emen , "Ou emo e o lexible wo k a angemen s a e no appealing o e e yone," ecei ed he lowes mean sco e (3.33), wi h a neu al in e p e a ion. This shows ha al hough lexible o emo e wo k a angemen s p o ide ce ain di icul ies, people do no iew hem as signi ican ba ie s. This esul is consis en wi h esea ch indica ing ha while emo e wo k is becoming mo e and mo e common, no all wo ke s ind i pleasan , pa icula ly in s a up se ings (F iedman & Sykes, 2020). The g and mean o 3.78, which is classi ied as "Ag ee," indica es ha while s a -ups gene ally unde s and he alue o assembling a good eam, hey ace a numbe o challenges ela ed o hi ing, e aining, and eam managemen . In o de o ec ui and keep alen ed employees, s a ups mus p o ide compe i i e wage packages and ca ee de elopmen oppo uni ies. This is because es ablished o ganiza ions a e ypically agg essi e compe i o s o alen (De a o, 2021). Table 2.5. Challenges o Business S a ups as o Inno a ion and Technology Adop ion Inno a ion and Technology Adop ion Mean Ve bal In e p e a ion 1. Insu icien inancial esou ces in in es ing new echnology. 3.82 Ag ee 2. Lack o access o necessa y echnology in as uc u e (e.g., high-speed in e ne ). 3.53 Ag ee 3. Limi ed echnical expe ise wi hin he eam. 3.60 Ag ee 4. O ganiza ional esis ance o change and new ideas. 3.62 Ag ee 5. Fea o ailu e and po en ial isks associa ed wi h inno a ion. 3.65 Ag ee 6. Unce ain e u n on in es men (ROI) om adop ing new echnologies. 3.43 Ag ee 7. Compe i ion om es ablished companies wi h g ea e echnological esou ces. 3.82 Ag ee 8. Rapidly changing echnological landscape making i di icul o keep up. 3.75 Ag ee 9. O ganizing agili y in emb acing eme ging echnologies. 3.78 Ag ee 10. Technology se es as an asse o he company. 4.05 Ag ee GRAND MEAN 3.70 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee Table 2.5's esul s e eals he di icul ies ha ce ain companies ha e, pa icula ly wi h ega d o inno a ion and echnology. Technological asse s a e ega ded as essen ial o a business's ope a ions, wi h a mean sco e o 4.05, highligh ing he signi icance o u ilizing echnology o compe i i eness. This is consis en wi h s udies ha highligh s he necessi y o s a -ups in es ing in digi al solu ions and echnology ools in o de o s ay compe i i e in he ma ke . S a -ups can s eamline ope a ions, cu expenses, and scale e ec i ely wi h he use o echnological asse s including au oma ion ools, so wa e, and cloud compu ing (Chalme s e al., 2021). The high sco e indica es ha s a -ups s ongly ag ee on he ole echnology plays in business success. A signi ican ba ie s ill exis s, wi h a mean sco e o 3.53, despi e he signi icance o echnological asse s, access o high-speed in e ne and o he necessa y echnology in as uc u e. The a o emen ioned inding unde sco es he endu ing p oblem o digi al dispa i ies ha nume ous s a ups encoun e , especially in de eloping na ions o unde p i ileged a eas. Acco ding o A ie a and Woods (2020), s a -ups may ind i mo e di icul o p ope ly u ilize echnological ad ancemen s i he e a e digi al di ides in he a ailabili y and cos o dependable in e ne se ices. This gap es ic s he po en ial o g ow h by making i di icul o businesses o ope a e, communica e, and access in e na ional ma ke s. The g and mean o 3.70 indica es ha s a -ups gene ally concu wi h he di icul ies p esen ed by inno a ion and he up ake o new echnologies. While inno a ion is essen ial o ma ke compe i i eness and dis inc ion, s a -ups equen ly ace challenges because o hei lack o esou ces, expe ience, and knowledge. Acco ding o Roge s e al. (2021), adop ing new echnology calls o a cul u al ans o ma ion ha emb aces change, ongoing lea ning, and accep ing isks in addi ion o a mone a y commi men . These elemen s add o he di icul ies newly es ablished businesses encoun e in main aining hei echnological acui y and in en i eness in a quickly changing business clima e. Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 51 Table 2.6. Challenges o Business S a ups as o Cus ome Acquisi ion and Re en ion Cus ome Acquisi ion and Re en ion Mean Ve bal In e p e a ion 1. Limi ed b and awa eness and ecogni ion. 3.93 Ag ee 2. High p icing p oduc s and se ices. 3.82 Ag ee 3. Lack o speci ic p omo ions and discoun s/loyal y p og ams. 3.42 Ag ee 4. Di icul y in iden i ying and a ge ing ideal cus ome s. 3.28 Neu al 5. Va ious subs i u e p oduc s/se ices p esen in he a ea. 3.65 Ag ee 6. Lack o clea and di e en ia ed alue p oposi ion. 3.25 Neu al 7. Inabili y o e ec i ely build and nu u e cus ome ela ionships. 3.35 Neu al 8. Di icul y in measu ing and scaling cus ome acquisi ion and e en ion e o s. 3.28 Neu al 9. Rapidly changing cus ome p e e ences and expec a ions. 3.52 Ag ee 10. Fea u es and se ices don’ mee cus ome ’s needs. 3.68 Ag ee GRAND MEAN 3.51 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee The esul s o Table 2.6 e eal se e al o signi ican obs acles ha new businesses mus o e come in o de o a ac and keep cus ome s. The bigges obs acles, acco ding o he mean sco e o 3.93, a e poo b and iden i ica ion and awa eness. This is in line wi h esea ch conduc ed by Kelle (2022) ha emphasizes he impo ance o g ea b and isibili y o bo h success ul ma ke pene a ion and consume loyal y. In a compe i i e ma ke , s a -ups ind i di icul o s and ou wi hou a well-known b and, which impedes hei abili y o de elop. E en while acqui ing new cus ome s is c ucial, he lowe mean sco e o 3.28 indica es ha s a ups s ill ha e ouble pe ec ing hei clien segmen a ion ac ics. Acco ding o Royle and Laing (2021), many s a -ups lack a ho ough g asp o he demands and habi s o hei cus ome s, which makes i di icul o e ec i ely iden i y and a ge he igh clien ca ego ies. The g and mean o 3.51 emphasizes ha , in o de o s a -ups o achie e sus ainable g ow h, clien acquisi ion and e en ion con inue o be majo a eas o conce n ha need cons an wo k and s a egic imp o emen . Table 3. Issues ha Impac he Success o Business S a ups Issues Mean Ve bal In e p e a ion 1. Inadequa e o un ealis ic business plans may esul in lawed s a egies, insu icien esou ce alloca ion and di icul y secu ing unding. 4.22 S ongly Ag ee 2. A lack o s ong leade ship, ision and decision making can impede a s a -ups abili y o na iga e challenges and execu e s a egies e ec i ely. 3.85 Ag ee 3. Inabili y o di e en ia e p oduc s o se ices om compe i o s may lead o di icul ies in a ac ing cus ome s. 4.02 Ag ee 4. En e ing he ma ke oo la e o oo ea ly can a ec a s a -ups abili y o capi alize on oppo uni ies and espond o changing ma ke condi ions. 3.90 Ag ee 5. Challenges in eam cohesion, communica ion and collabo a ion can hinde p oduc i i y and inno a ion. 4.15 Ag ee 6. Lack o awa eness o compliance wi h indus y egula ions may esul in legal challenges, ines, o epu a ional damage. 3.77 Ag ee 7. Failing o keep up wi h echnological ad ancemen s. 3.72 Ag ee 8. Failu e o c ea e and implemen e ec i e ma ke ing s a egies. 3.95 Ag ee 9. Lack o ho ough ma ke esea ch may lead o an inadequa e unde s anding o cus ome needs, p e e ences and ma ke dynamics. 4.10 Ag ee 10. Insu icien inancial esou ces can hinde ope a ions, g ow h and he abili y o wea he unexpec ed challenges. 4.02 Ag ee GRAND MEAN 3.97 AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee Global J Res Bus Mng. 2025; 5(5), 44-54 @ 2025 | PUBLISHED BY GJR PUBLICATION, INDIA 52 Table 3 p esen s se e al b oad issues ha ha e an impac on he success o s a -ups. The issue ha esponden s a e mos conce ned abou is inadequa e o un ealis ic business plans, wi h a mean sco e o 4.22. This highligh s he need o s a egic planning and app op ia e esou ce alloca ion because businesses ha don' ha e s ong business plans ha e a highe chance o ailing. Acco ding o Blank and Do (2020), ho ough planning is essen ial o o eseeing di icul ies and gua an eeing long- e m success. While “Keeping Up wi h Technological Ad ancemen s” poses a subs an ial ba ie e en wi h he lowes mean sco e o 3.72. Ha ing a compe i i e ad an age equi es being able o s ay echnologically lexible, especially in ma ke s ha a e changing quickly. Kollmann e al. (2022) emphasize ha main aining echnical inno a ion is essen ial o he g ow h and compe i i eness o businesses. The g and mean o 3.97 indica es ha mos esponden s a e awa e o he signi ican in luence hese p oblems ha e on he success o s a ups. This esul is in line wi h ecen esea ch ha emphasizes he complex obs acles ha s a ups encoun e in ie cely compe i i e ma ke s (Zhu & K aeme , 2023). Table 4. S a egies ha S a ups Employ o O e come Issues and Challenges Faced S a egies Mean Ve bal In e p e a ion 1. Emb ace a Cul u e o Da a-d i en Lea ning. 4.47 S ongly Ag ee 2. Build a Lean and Agile Team. 4.37 S ongly Ag ee 3. Emb acing an agile me hodology o adap quickly o changing ci cums ances, lea n om ailu es, and i e a e on hei s a egies. 4.38 S ongly Ag ee 4. Seek Men o ship and Suppo . 4.32 S ongly Ag ee 5. Main ain a Posi i e and Resilien Mindse . 4.37 S ongly Ag ee 6. Regula o y conduc ing ma ke esea ch o s ay in o med abou cus ome need, ma ke needs and eme ging oppo uni ies. 4.35 S ongly Ag ee 7. Ac i ely seeking and inco po a ing cus ome eedback o e ine p oduc s o se ices. 4.38 S ongly Ag ee 8. Fo ming pa ne ships wi h es ablished companies. 4.22 S ongly Ag ee 9. Main aining open and anspa en communica ion wi h s akeholde s (employees, cus ome s, in es o s). 4.47 S ongly Ag ee 10. A ac ing and e aining op alen /key pe sonnel. 4.38 S ongly Ag ee 11. De eloping obus c isis managemen plans and con ingency s a egies. 4.17 Ag ee 12. S aying ab eas o echnological ad ancemen s and os e ing a cul u e o inno a ion. 4.08 Ag ee 13. Implemen ing e icien cos managemen p ac ices. 4.23 S ongly Ag ee 14. Engaging in ne wo king ac i i ies. 4.23 S ongly Ag ee 15. Iden i ying po en ial issues and challenges o add ess hem be o e hey escala e. 4.32 S ongly Ag ee GRAND MEAN 4.28 STRONGLY AGREE Legends: 4.21-5.00 S ongly Ag ee, 3.41-4.20 Ag ee, 2.61-3.40 Neu al, 1.81-2.60 Disag ee, 1.00-1.80 S ongly Disag ee The s a egies used by s a -ups o modi y hei ack and ge o e obs acles a e essen ial o hei long- e m iabili y and success. Table 4 indica es ha s a -ups s ongly ag ee on he alue o p ese ing a cul u e o da a-d i en lea ning and open communica ion wi h s akeholde s. These wo aspec s o he s a -up cul u e ob ained he highes mean sco e o 4.47. The cu en awa eness ha in o med decision-making and s akeholde in ol emen a e essen ial componen s o esilience in unce ain si ua ions is e lec ed in his emphasis on lea ning and communica ion (McKinsey & Company, 2021). S a -ups place a high alue on adop ing agile app oaches (mean = 4.38) and c ea ing a lean and agile eam (mean = 4.37), demons a ing he signi icance o lexibili y and adap abili y in as -paced business en i onmen s. Acco ding o ecen esea ch, s a -ups need hese a ibu es in o de o be compe i i e and eac as o shi ing ma ke condi ions (Rigby e al., 2020). Fu he mo e, pu suing men o ship (mean = 4.32) and keeping a esilien and upbea ou look (mean = 4.37) a e impo an s a egies. These a e consis en wi h esea ch on en ep eneu ial psychology, which emphasizes he alue o suppo ne wo ks in p o iding guidance and insigh s o s a -up success, as well as he esilience needed o o e come obs acles (Shephe d e al., 2020). Acco ding o ecen ma ke ing s udies, such ac ics like ac i ely seeking ou clien inpu (mean = 4.38) and conduc ing ma ke esea ch (mean = 4.35) a e essen ial o emaining in line wi h consume demands and indus y de elopmen s (Kohli & Jawo ski, 2021). A combina ion o agile p ac ices, s akeholde engagemen , and con inuous lea ning can g ea ly imp o e s a -ups' capaci y o success ully na iga e challenges, acco ding o he o e all g and mean o 4.28, which indica es ha esponden s s ongly ag ee on he e icacy o hese s a egies.