Many startup founders tend to gravitate towards certain types of ideas that appear promising but often result in failure. These ideas are referred to as "tar pit ideas." The concept likens them to tar pits, which appear inviting but trap those who enter, ultimately leading to their downfall. Founders are drawn to these ideas because they seem novel or untapped, but many have been attempted and have failed. The danger lies in the fact that once founders invest in these ideas, they often do not pivot out of them quickly enough, leading to the demise of their companies.

One of the most common types of tar pit ideas involves consumer products. These are products targeted at individuals rather than businesses. Many founders choose consumer ideas because they are familiar with them as consumers themselves. They see gaps or problems in their daily lives and aim to solve them. Additionally, popular stories of successful consumer-focused companies, like Facebook and Google, reinforce the allure of these ideas. Founders often idealize these success stories and fail to recognize the challenges they face when pursuing similar ideas.

The difficulty with consumer ideas lies in the high bar for success. Successful consumer products, such as Google and Facebook, achieved mass adoption without relying on significant marketing or user acquisition efforts. These products were so good that users became evangelists, spreading the word and driving growth organically. Many founders underestimate this bar, believing that simply addressing a perceived gap in the market is enough. However, consumer products need to reach a level of excellence where they capture widespread attention and engagement without significant external promotion.

Timing also plays a critical role in the success of consumer products. In the early 2000s, when broadband internet became widespread and people spent more time on their computers, platforms like Facebook were well-positioned to capture attention because there were few competing products. Similarly, the rise of smartphones created opportunities for mobile app startups to flourish. However, as these markets matured, the opportunities for new entrants diminished. The landscape became more competitive, and the bar for success continued to rise.

A key challenge with tar pit ideas is that they often seem promising because they address real problems. For example, founders may focus on creating apps to help people discover new restaurants or events. While these ideas might appear to fill a need, the reality is that the options available, such as Yelp or Google, already serve the market well. The perception that there is a gap or that better options exist is often a false assumption. Even when people express dissatisfaction with current solutions, it does not necessarily mean there is room for a new product. The demand for such solutions may be limited, and the competition in these spaces is fierce.

Founders working on tar pit ideas also tend to be defensive when presented with evidence that their idea is not working. This emotional attachment to the idea makes it difficult for them to pivot away, even when it becomes clear that success is unlikely. This is a hallmark of tar pit ideas—they seem irresistible, and founders cling to them despite the challenges.

To increase their chances of success, founders should avoid ideas that have an oversupply of interested founders relative to the market demand. Instead, they should focus on solving less glamorous but high-demand problems, particularly in areas where fewer people have the expertise to compete. For example, developing software to solve complex business problems may not seem as exciting as creating the next social app, but the demand for such solutions is often much higher, and the competition is lower.

In conclusion, avoiding tar pit ideas requires a deep understanding of market dynamics, timing, and the challenges of consumer-focused products. By choosing ideas with high demand and lower competition, founders can significantly improve their chances of building a successful company.