The Ten Commandments of evangelist Kawasaki.
Friday, December 17, 2010
The Ten Commandments of evangelist Guy Kawasaki entrepreneurial activities
The Macintosh Way, Rules for Revolutionaries , Selling the Dream
and, more recently, Reality Check.
Today, with 54, Kawasaki frequently heard plans submitted to it by the founders of new technology companies in the offices of his venture capital firm, Garage Technology Ventures. In Portfolio Garage specific technologies are outsourcing logistics activities and the renewable energy sector, among others, although Kawasaki admits that the company has not yet made a major discovery that makes it off, Apple or Google. In 2008, the businessman launched Alltop, a free site that uses RSS to add, by subject, the latest of thousands of websites and blogs. His blog, "Changing the world" [ How to Change the World Following is a summary of the "Ten Commandments" Kawasaki:
1. Offer
sense, not money. "As venture capitalists," Kawasaki said, "we deal with many companies que, por norma, nos dicen aquello que creen que nos gustaría oír: cómo ganar dinero. Según mi experiencia, la mayor parte de las empresas fundadas sobre el concepto de ganar dinero suelen fallar. Atraen el tipo equivocado de socio y de empleado". En lugar de eso, dice, el emprendedor debe preocuparse por hacer que su producto o servicio signifique algo más que la suma de sus componentes, y del dinero que podrá ganar. Kawasaki llamó la atención sobre las zapatillas aeróbicas de Nike dirigidas al público femenino, y cómo la empresa hizo de ellas algo más que sólo "dos piezas de algodón, cuero y goma producidas en condiciones relativamente sospechosas en Extremo Oriente". Con una publicidad inteligente in showing how women have always been judged and evaluated, Nike took a set of raw materials of $ 2.50 and became a symbol of efficiency, power and liberation. The company produces meaning through shoes. Large companies are generators of meaning. " There is no doubt that Apple did that with the Mac, with iPhone and other devices. 2. Work with a mantra, not a mission . Bland, generic statements about the company's mission - "to provide quality products and superior services for our customers and the community through innovative leadership and partnerships" - are good only for the consultant hired to develop, said Kawasaki. Instead, opt for brevity, and define yourself by what you meant for the customer. Nike offers an "authentic athletic performance" FedEx promises "peace of mind." So that everyone, inside and outside the company, are united around the same purpose, explain the reason for the company and how it meets the needs and desires of customers.
3. Skip
curves. Innovation is more difficult than just being a little ahead of the competition on the same curve. "If your company makes printers daisy The next step is the introduction of Helvetica in a different font size. Your goal should be to 'jump' to the production of laser printers, "said Kawasaki. It is easier to do in some companies than others. The employer said that in the days before refrigeration, the ice industry was formed by People who picked up ice in cold climate regions using horses, sleds and saws to 'harvest' the ice during the winter months. In 1900, a total of 4,536 tons of ice produced in this way. Then came the era of ' Ice 2.0 ': factories producing ice appeared anywhere. The' Iceman 'gave the product in shops and homes. Finally, we reach the era of 'Ice 3.0': the home refrigerator.Clearly none of those who harvested ice got into the business of production in factories, just as none of the factories was introduced in the refrigerator industry. This is explained by the fact that "most companies are defined by what he does," Kawasaki said, "and not the 'profit generated for the customer." True innovation is always that we skip the curves and not when we strive to improve by 10% or 15%. "
4. Work with unique designs . Introduzca características que no se queden en lo trivial. Kawasaki citó una de las ideas que considera más innovadoras: las sandalias Fanning Reef, que traen un abridor de botellas incorporado a la suela. Hay diseños igualmente inteligentes, como el de la linterna BF-104 de Panasonic, que puede usar pilas de tres tamaños diferentes. De ese modo, las personas no tendrán dificultad en escoger una pila entre los diferentes tamaños que suelen tener en casa. Hay diseños que son completos, porque no se limitan solo al producto: ofrecen también soporte y servicio. La elegancia también es fundamental, dice Kawasaki. "Toda empresa debería tener un CTO: Chief Taste Officer , o director taste, '"he said. Nor can miss the excitement." Good products produce strong emotions: think of Harley Davidson, the Macintosh ".
5. Do not worry about creating a perfect product . This do not mean a bad product, but that "innovation can contain elements not very good," said Kawasaki. Twitter has a lot of mistakes, but is changing the habits of the people. The first Mac had a lot of things that needed improvement, but would set out how the future of personal computing, and did not need to wait long for that.
6.
Polarize people. Whenever you try to be all things to all sorts of people just falling into mediocrity, "said Kawasaki. The Toyota Scion xB, with its style "square" may seem ugly to some people, but for the fans is great. The TiVo is successful, despite going crazy with anger to the advertising industry.
7. Do not prevent sprout flowers. paraphrase Mao, Kawasaki said he did not know where it will emerge a flower, so we simply allow it to grow. Innovations can attract customers and unexpected contingencies. What happened with a skin cream "Skin-so-Soft" from Avon, which ended up being success as a mosquito repellent. Rule number 1, Kawasaki said, is "to get money. Rule number 2: find out who is buying their product. Ask these people why they are buying and give other reasons to buy. That's much easier to ask why people are not interested and then try to change their way of thinking. "
8. Renew, rejuvenate always. Never stop improving your product or service. Hear ideas from consumers. It is not easy, Kawasaki says, because the innovator or entrepreneur should always ignore the advice of the negative and fools, for whom almost everything is impossible. Once this is done when the product reaches the consumer's hands, it's time to start getting feedback. 9. Choose your niche . Find your place, insisted Kawasaki. He then presented a simple graph of X and Y coordinates to the four quadrants where the variables were "Exclusivity" and "Value." A product or service need not be unique to create value. So it was said, how Dell got market share by selling computers. In the lower left quadrant of the graph placed several dotcom Kawasaki emerged in the late 90's without any special ones in relationship with others. They were low-value businesses and uninspired. Already in the upper right quadrant were the exclusive products and services and high value. There was the company's online service Fandango movie tickets and the Clear card company, which can expedite the passage of users for airport security. "The upper right is the most coveted market," he said. "There is no production of meaning. It is also where you make money, is history."
10. Follow the 10-20-30 rule always be trying to convince a venture capitalist. In other words, use no more than 10 PowerPoint slides, restrict his speech to 20 minutes and use a font size 30 in your presentation (to keep it simple). The purpose of such presentation is not coming home with a check in hand, he said, but to avoid "being discarded."
Kawasaki added one more item for all innovators, and a mea culpa . "Do not let the fools get you down," he said, citing a series of statements following well-known people who usually look askance at the new technologies. This was the case of the president of IBM, Thomas Watson, who in 1943 estimated the total size of the PC market users in "five, maybe" (sector historians question the authenticity of that quote but not proven). He also cited the lack of vision of Western Union, did not see any use for the phone. These companies are fooled by what had occurred and did not stop to think about what they would be able to produce in the future. We ignore them, said Kawasaki. However, he admitted he was a fool once. In the mid 90's, he was called for an interview at Yahoo for the post of CEO. The declined. He believed that the Internet was another activity more for the computer modem. Find things on the web was of limited value, in his opinion. "According to my calculations, that decision cost me U.S. $ 2,000 million.
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