Firstly understand that the most precious thing that you are losing here is time - or rather time not spent on building a break-out business. Every day that you spent on the dead end business is time not spent on building a break-out business.
This is what I would suggest:
1. Try selling your startup. Put a time frame on it - say 2 months at the max. Research and Pitch potential buyers. Don't be too rigid on the price. Again, you need to sell so that the business (and its employees) can stretch for as much as possible, and you need to sell to save your time.
2. If the sale doesnt happen in two months, disassociate from the business. For all practical purposes assume that the business is dead. Detach and Break Free. Do not let the dead-end business take your mindspace. Plan the business contingency - you might let your employees keep running the business so that it helps pay their salaries - or you might make it clear to your employees that the business is dead end and they should jump ship. Offer them salaries till the business pays the bills and help them in whatever way they want. Whatever you do, do not engage in the business.
3. Use the now free mind space to figure out the next break out business. Do not try to adapt your existing business. Do not try to 'do something' with your business competencies. Do not 'pivot' your existing business/employees/software.
I never thought about dissociating from the business but I see the reasoning behind it. The 'free mind space' versus sad burnout is really a good image.
There is really no way to know. Your product might be just one iteration away from making it big. There are products which take time to hit the up-curve on the hockey stick - case in point gmail.
This is the hardest part about entrepreneurship and as Ben Horowitz puts it in one of his posts - no amount of pattern matching can help. These decisions can only be made from the gut - and basically need to align the entrepreneurs longer term motivations with 'his' understanding of the individual merits of the business.
"If you get a call from a VC analyst, saying "we just learned about you through...and think you fit well with our firm...would like to schedule an investor presentation..." This will go nowhere. The analyst is boning up on info, and they will suck your brain dry. They have no intentions of investing."
ReviewGist listing might not have original content but it is the most relevant and accurate. Every other page lists the best cameras under $300 for the previous years, from 2008 to 2010. Only ReviewGist page has the cameras that you should buy right now for under $300 as we update our lists every week. Ask any shop keeper who knows the latest models and they will agree with ReviewGist recommendations more than any of the sites listed from 1 to 5.
I think something like this, but bigger and wall mountable would be very neat. The obvious use case for startups is to use it as a dashboard with your most important metric for display - for example your google analytics traffic stats.
You have your whole life for startups. Indulgence in love is mostly limited to your 20s. I would suggest enjoy the chemistry till it lasts - startups can wait. The chemistry will bring you more happiness then any amount of big company building would.
Destinations are always pointless, its always the journey. Think of this as a detour from your startup life. In the longer run, detours will give you valuable perspective and make your journeys more meaningful.
This is what I would suggest:
1. Try selling your startup. Put a time frame on it - say 2 months at the max. Research and Pitch potential buyers. Don't be too rigid on the price. Again, you need to sell so that the business (and its employees) can stretch for as much as possible, and you need to sell to save your time.
2. If the sale doesnt happen in two months, disassociate from the business. For all practical purposes assume that the business is dead. Detach and Break Free. Do not let the dead-end business take your mindspace. Plan the business contingency - you might let your employees keep running the business so that it helps pay their salaries - or you might make it clear to your employees that the business is dead end and they should jump ship. Offer them salaries till the business pays the bills and help them in whatever way they want. Whatever you do, do not engage in the business.
3. Use the now free mind space to figure out the next break out business. Do not try to adapt your existing business. Do not try to 'do something' with your business competencies. Do not 'pivot' your existing business/employees/software.