As global capital liquidity decreases, many founders are feeling anxious about "slowing growth" and "fundraising difficulties." But in fact, this is not entirely a bad thing. Growth during tailwinds is often filled with noise; survival during headwinds reveals true strength. For companies dedicated to solving fundamental business problems, winter is not a disaster—it is a necessary process of "separating the wheat from the chaff." Scarcity is often the starting point where

In the era of AI agents, the question startups focus on is shifting from “How many people have you hired?” to “How high is your digital labor density (AI Density)?

In the arena of entrepreneurship and business operations, we are often misled by numbers. Soaring revenues, rising valuations, and media attention are frequently mistaken as the ultimate markers of success. However, a key insight from our source reminds us: what looks “big” may not be truly big; what appears “more” might not be truly more. Without a solid foundation, these surface-level achievements often amplify the underlying weaknesses of a business, eventually triggering

“On the wave of growth, speed is everything.” When a startup finds product–market fit (PMF) and begins scaling, the revenue curve can be genuinely exciting. But repeated real-world experience shows that rapid growth is more like a magnifying glass—it doesn’t just amplify results; it also enlarges the overlooked weaknesses in a company’s fundamentals, which can ultimately evolve into an existential crisis.

In the imagination of many founders, venture capital (VC) is a gamble in search of the “next unicorn.” The job of the investor seems to be picking, with vision and luck, the product most likely to succeed among a group of dream-driven entrepreneurs, then hoping it will soar.

In the vast B2B SaaS ocean, every founder faces a fundamental go-to-market decision: Do you cast a wide net to acquire a high volume of SMB accounts (netting minnows), or do you focus your resources on landing a handful of enterprise whales that can make or break your ARR targets?

When talking with startup teams, we often hear things like: “Our strategy is to run ads.” “Our strategy is to market on Instagram.” “Our strategy is to launch an AI feature.”

A truly growth-driving data mechanism requires two things: decomposability and actionability. In other words, numbers should not just be symbols on a report, but a foundation for guiding the team’s daily actions and choices. Below, we’ll explore how startups can transform “looking at data” into “acting on data.”

In decision-making and innovation, we often rely on two forces: experience and inertia thinking. On the surface, both seem to stem from the “accumulation of the past,” yet in practice, they can lead to very different outcomes—one becoming the foundation of wisdom, the other an invisible shackle.

Imagine this: AI can instantly curate personalized product bundles for your VIP customers. It can predict which clients are at risk of churn three months in advance and automatically trigger retention campaigns. It can help your team uncover business insights in minutes—insights that used to take weeks to discover.

In the world of early-stage startups, the biggest challenge is often not the lack of opportunities, but rather having too many seemingly attractive ones—and not knowing which to prioritize. You may have received countless invitations: “strategic partnership” meetings with large corporations, proposals to establish joint ventures, startup competitions, media exposure, or cross-industry collaborations. Almost all of them seem full of potential, as if just a bit of effort could

For founders, this is not just a way of thinking—it is a filter that cuts through noise and returns to the essence. In the entrepreneurial journey, there are rarely ready-made answers. First principles help you stay clear-headed in an ocean of information, and focus on the most critical leverage points.

In the startup world, “growth” has almost become the only KPI. DAUs, MAUs, revenue growth rate… these impressive curves often mesmerize teams, making them believe that as long as the numbers are rising, success is just around the corner.

When it comes to B2B SaaS sales, challenges are still prevalent. Unlike traditional B2B sales, SaaS products require high scalability, a clear value proposition, and smooth user experiences. B2B SaaS sales is both a science and an art, requiring you to navigate longer decision cycles, multiple stakeholders, and limited resources.

Although VENTURE+ has just turned three years old and may look like a newborn in the venture capital world, our core team is far from being rookies. We have accumulated over 50 years of practical investment experience, with a combined total of nearly 150 years of cross-industry expertise. Simply put, we are a young brand with seasoned souls.

Taiwan's startup scene is challenging. New venture capital aims to enhance value and foster a positive environment with three strategies.