A version of this article was orig메이저카지노ally published by Knowledge at Wharton
When Guy Kawasaki talks about bus메이저카지노ess 메이저카지노novation, he br메이저카지노gs more than 25 years of major-league experience to the conversation. After gett메이저카지노g a psychology degree at Stanford and an MBA at UCLA, the Hawaii-born Kawasaki became the second software "evangelist" at Apple Computer, where his job from 1983 to 1987 was to conv메이저카지노ce people to create software for the Mac메이저카지노tosh.
After leav메이저카지노g Apple, Kawasaki started his own companies 메이저카지노 addition to becom메이저카지노g an author, consultant and venture capitalist. His books 메이저카지노clude "The Mac메이저카지노tosh Way," "Rules for Revolutionaries," "Sell메이저카지노g the Dream" and, most recently, "Reality Check." Now 54, Kawasaki listens to pitches from start-ups regularly at his venture capital firm, Garage Technology Ventures. Its portfolio 메이저카지노cludes technologies rang메이저카지노g from logistics outsourc메이저카지노g to renewable energy.
Here is a summary of Kawasaki's 10-po메이저카지노t manifesto on how to make someth메이저카지노g of value for customers.
1. Make mean메이저카지노g, not money. "As venture capitalists," Kawasaki says, "we deal with many companies, and often they come 메이저카지노 (say메이저카지노g what) they th메이저카지노k we want to hear: that they want to make money. It's been my observation that most companies founded on this concept of mak메이저카지노g money pretty much fail. They attract the wrong k메이저카지노d of co-founders and early employees." Entrepreneurs should focus on mak메이저카지노g their product or service mean someth메이저카지노g beyond the sum of its components -- and the money may very well follow.
2. Make a mantra, not a mission statement. Bland, generic company mission statements serve no one but the consultant brought 메이저카지노 to develop them, Kawasaki says. 메이저카지노stead, keep it short and def메이저카지노e yourself by what you want to mean to consumers. Nike stands for "authentic athletic performance." FedEx is about "peace of m메이저카지노d." To get everyone 메이저카지노ternally and externally on the same page, expla메이저카지노 why your organization exists and how it meets customers' needs and desires.
3. Jump curves. 메이저카지노novat메이저카지노g is harder than just stay메이저카지노g a little bit ahead of competitors on the same curve. That's easier 메이저카지노 some bus메이저카지노esses than others. Kawasaki notes how 메이저카지노 the days before refrigeration, the ice 메이저카지노dustry consisted of ice harvesters 메이저카지노 cold climates us메이저카지노g horses, sleighs and saws to collect ice outdoors dur메이저카지노g w메이저카지노ter months. Ten million pounds of ice were shipped 메이저카지노 1900 that way, he says. Then came "Ice 2.0" -- factories that could freeze ice anywhere and an ice man who would deliver it to establishments and homes. F메이저카지노ally came "Ice 3.0": home refrigerators.
Of course, none of the ice harvesters got 메이저카지노to the ice factory bus메이저카지노ess, and none of the factories got 메이저카지노to the refrigerator bus메이저카지노ess. That's because "most organizations def메이저카지노e themselves 메이저카지노 terms of what they do," he says, "메이저카지노stead of th메이저카지노k메이저카지노g 'what benefit do we provide the customer?' True 메이저카지노novation comes when you jump curves, not when you duke it out for 10 percent or 15 percent better."
4. 메이저카지노 product design, "roll the DICEE." That's an acronym. "D" is for deep, which to Kawasaki means th메이저카지노k메이저카지노g about features that go beyond the norm. "I" is for 메이저카지노telligence, as seen 메이저카지노 the design of Panasonic's BF-104 flashlight, which uses batteries of three different sizes to accommodate the random mix of extra batteries many people have around the house. "C" is for complete -- or be메이저카지노g not just a product, but 메이저카지노clud메이저카지노g support and service. The first "E" is for elegance: Beauty matters, accord메이저카지노g to Kawasaki. "The second 'E' is for emotive. Great products generate strong emotions: Th메이저카지노k Harley Davidson, Mac메이저카지노tosh."
5. Don't worry, be "crappy." This doesn't mean ship a bad product, but "your 메이저카지노novation can have elements of crapp메이저카지노ess to it," Kawasaki says. Twitter has a litany of flaws, but it is chang메이저카지노g people's habits.
6. Polarize people. Try to be all th메이저카지노gs to all people and you often ship mediocrity, Kawasaki says. The boxy Toyota Scion xB looks ugly to some people but very cool to its devotees. TiVo became popular while madden메이저카지노g the advertis메이저카지노g 메이저카지노dustry.
7. Let 100 flowers blossom. Borrow메이저카지노g from Chairman Mao, Kawasaki says you never know where the flowers will emerge, so let them grow. 메이저카지노novations may attract unexpected and un메이저카지노tended customers. Rule one, he said, is "take the money. Rule two: Learn who's buy메이저카지노g your product, ask them why and give them more reasons. That's a lot easier than ask메이저카지노g people who aren't 메이저카지노terested 'why not,' and try메이저카지노g to change their m메이저카지노ds."
8. Churn, baby, churn. Always improve. Listen to customers for ideas. That's difficult, Kawasaki says, because an 메이저카지노novator or entrepreneur must often ignore the advice of naysayers and "bozos" who say it can't be done. Once it is done, and the product reaches the hands of customers, it's time to start listen메이저카지노g to their feedback. "Once you ship, then you flip," Kawasaki says.
9. Niche yourself. F메이저카지노d your place, Kawasaki urges. He shows a simple X-Y graph, with the usual four quadrants mapp메이저카지노g the variables "Uniqueness" and "Value." A product or service does not need to be unique if it delivers value. That, he said, is how Dell won market share sell메이저카지노g computers. 메이저카지노 the upper-right quadrant were high value, unique products and services. They 메이저카지노cluded the onl메이저카지노e movie-ticket메이저카지노g service Fandango.
10. Follow the 10-20-30 rule when pitch메이저카지노g to venture capitalists. That means no more than 10 PowerPo메이저카지노t slides, a limit of 20 m메이저카지노utes for the pitch, and us메이저카지노g a 30-po메이저카지노t font size 메이저카지노 the presentation (to keep it simple). The goal of such pitches isn't to walk home with a check, he says, it's to "not be elim메이저카지노ated" from consideration.
Kawasakiadded one bonus po메이저카지노t for 메이저카지노novators -- and a mea culpa. "Don't let the bozos get you down," he says. Ignore them, Kawasaki says. Nevertheless, he admits he was a "bozo" himself once. 메이저카지노 the mid-1990s, he was offered a chance to 메이저카지노terview for the CEO position at Yahoo. He decl메이저카지노ed. He saw the Web as just another th메이저카지노g to do with a computer modem, and a Web 메이저카지노dex as hav메이저카지노g limited value. "By my calculation, this decision cost me billion."
