GUY KAWASAKI RULES FOR REVOLUTIONARIES PDF

A researcher for a medical lab explained the differences between working for a company that maintains an open environment and working for a closed one The Principles of Pooping Here are the four things you need to do to spread and receive information in the most efficient ways: Phil but nowhere near the self-help aisle. They will also confound your competition when it tries to woo them away with bribes and inferior products Evangelism FAQ Frequently Asked QuestionsPart I The first 90 percent of a revolution is creating the product or service At the beginning of a revolution, you need evangelists, not sales, because leverage spreads news To bring you up to speed on evangelism as quickly as possible, here are the answers to the most common questions about evangelism as a secular, business technique The Stages of Evangelism Add emotions to facts Listen and regurgitate Let a thousand flowers bloom Flow with the go! This is worth a read, go on! In their final, extremely bitter meeting, the expert tells the entrepreneur that this is why her company will certainly die: Jan 10, christine rated it it was amazing Shelves: Ideally, you and your customers should both derive value from the information they provide Identify the Right Decision-Makers Revolutionaries often make three key mistakes at the start of a revolution when they start marketing and evangelizing their product Identifying the right decision-makers is an analog process. Made me think about why we are looking directly at decision makers. Create, Command and Work.

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Now 54, Kawasaki listens to pitches from start-ups regularly at his venture capital firm, Garage Technology Ventures. In , Kawasaki launched Alltop, a free Web site that uses RSS feeds to aggregate, by topic, the latest stories from thousands of web sites and blogs.

Along the way, he invoked funny and revealing examples that included everything from obsolete ice-delivery men to beach sandals that open beer bottles. Make meaning, not money. They attract the wrong kind of co-founders and early employees. They are making meaning with shoes. Great companies make meaning. Make a mantra, not a mission statement. Instead, keep it short and define yourself by what you want to mean to consumers. Knowledge Wharton High School 3. Jump curves.

Innovating is harder than just staying a little bit ahead of competitors on the same curve. Kawasaki noted how in the days before refrigeration, the ice industry consisted of ice harvesters in cold climates using horses, sleighs and saws to collect ice outdoors during winter months.

Ten million pounds of ice were shipped in that way, he said. Of course, none of the ice harvesters got into the ice factory business, and none of the factories got into the refrigerator business. The first Mac had plenty of room for improvement, but it made a statement about the future of personal computing, and it did not need to wait.

Polarize people. Try to be all things to all people and you often ship mediocrity, Kawasaki said. The boxy Toyota Scion xB looks ugly to some people but very cool to its devotees. TiVo became popular while maddening the advertising industry. Let flowers blossom. Borrowing from Chairman Mao, Kawasaki said you never know where the flowers will emerge, so let them grow.

Innovations may attract unexpected and unintended customers. Churn, baby, churn. Always improve. Listen to customers for ideas. Niche yourself. Find your place, Kawasaki urged. That, he said, is how Dell won market share selling computers.

In the lower left quadrant of his X-Y graph he placed many of the me-too dot. But in the upper-right quadrant were high value, unique products and services. They included the online movie-ticketing service Fandango and the Clear card that can speed passage through airport security. Follow the rule when pitching to venture capitalists.

That means no more than 10 PowerPoint slides, a limit of 20 minutes for the pitch, and using a point font size in the presentation to keep it simple.

Kawasaki added one bonus point for innovators — and a mea culpa. These companies were trapped by thinking about what they already did, rather than what could be done next. Ignore them, Kawasaki said. In the mids, he was offered a chance to interview for the CEO position at Yahoo.

He declined. He saw the web as just another thing to do with a computer modem, and a web index as having limited value.

ANGELIA WHITING TRIGON RITUALS PDF

Ten Commandments from Entrepreneurial ‘Evangelist’ Guy Kawasaki

Create Like a God Turn conventional wisdom on its head-create revolutionary products and services by analyzing how to approach the problems at hand. Command Like a King Take charge and make tough, insightful, and strategic decisions-break down the barriers that prevent product adoption and avoid death magnets the stupid mistakes just about everyone makes. Work Like a Slave Get ready for hard work, and lots of it. To go from revolutionary to visionary, youll need to eat like a bird-relentlessly absorbing knowledge about your industry, customers, and competition—and poop like an elephant—spreading the large amount of information and knowledge that youve gained. Filled with insights from top innovators such as Amazon. This time is necessary for searching and sorting links.

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