It is indeed a good observation that several entrepreneurs glamorize raising money over building a long term profitable business. Some because they don't know any better and some because they have a very good reason that stems out of the early factors that gave birth to what is today called " Silicon Valley " and made this place pretty unique in building globally disruptive businesses.
On the latter, the VC community during its early days, which was comprised of successful entrepreneurs from the hardware industry like Kleiner and Perkins who graduated out of Fairchild semiconductor, formed capital to back disruptive ideas that needed heavy non conventional financing to bring those ideas to life and grow them globally.
That's how the culture of VC funding developed initially, to fund companies Like Compaq computer by Sequoia, and Sun microsystems by Kleiner. Then diversified their investments to new innovative sectors like Telecom equipment ( ie: Cisco), internet startups ( Amazon by Sequoia, and Ebay by Benchmark). Those businesses needed heavy funding to get off the ground and even more funding to scale. Hence the need for entrepreneurs to prioritize funding as the company evolves.
Nowadays, with the technology being commoditized and the cost of building a product becoming more affordable, investors tend to invest big money in validated ideas to help entrepreneurs scale faster. It's all about speed to market. As opposed to Groupon, Uber made sure that its concept doesn't get replicated in different countries, they raised tons of money to scale up and go globally very fast.
In the case of those disruptive ideas that aim to serve a very large market, investors understand that profitability can only be achieved to the detriment of fast scaling.
Therefore speed to market is prioritized, with the idea that profitability will be reached some time later, when growth decelerates.
That said, this is not the route that all entrepreneurs have to pursue. Some entrepreneurs are pursuing business ideas that can grow organically but doesn't need to grow at 4 digits annually.
There's no right or wrong, entrepreneurs need to understand the business they are building, the market potential, the competitive landscape, and decide whether they are developing a disruptive idea that needs to grow fast globally before somebody else copies it, or a business that can be profitable from year one, that his high margin, but it is limited in growth potential and is not susceptible to threatening competition.