Product Description

What does it take to turn ideas into action? What are the elements of a perfect pitch? How do you win the war for talent? How do you establish a brand without bucks? These are some of the issues everyone faces when starting or revitalizing any undertaking, and Guy Kawasaki, former marketing maven of Apple Computer, provides the answers.

The Art of the Start will give you the essential steps to launch great products, services, and companies—whether you are dreaming of starting the next Microsoft or a not-for-profit that’s going to change the world. It also shows managers how to unleash entrepreneurial thinking at established companies, helping them foster the pluck and creativity that their businesses need to stay ahead of the pack. Kawasaki provides readers with GIST—Great Ideas for Starting Things—including his field-tested insider’s techniques for bootstrapping, branding, networking, recruiting, pitching, rainmaking, and, most important in this fickle consumer climate, building buzz.

At Apple, Kawasaki helped turn ordinary customers into fanatics. As founder and CEO of Garage Technology Ventures, he has tested his iconoclastic ideas on real- world start- ups. And as an irrepressible columnist for Forbes, he has honed his best thinking about The Art of the Start.

Product Details

• Amazon Sales Rank: #1217 in Books
• Published on: 2004-09-09
• Released on: 2004-09-09
• Number of items: 1
• Binding: Hardcover
• 240 pages

From Publishers Weekly
Kawasaki (Rules for Revolutionaries) draws upon his dual background as an evangelist for Apple's Macintosh computer and as a Silicon Valley venture capitalist in this how-to for launching any type of business project. Each chapter begins with "GIST" ("great ideas for starting things"), covering a variety of facets to consider, from identifying your customer base and writing a business plan to establishing partnerships and building brand identity. Minichapters zero in on particular jobs that will need doing, while FAQ sections address the questions readers are most likely to have: Kawasaki covers the basics in an effectively casual tone. Much of the advice, however, consists of generic banalities—start your company's name with a letter that comes early in the alphabet, use big type in presentation slides for older businessmen with declining eyesight, and avoid writing e-mails in all capital letters—that can be found in any mediocre guide. Fortunately, Kawasaki does rise to the occasion here and there. He goes into great detail when it comes to raising capital and offers effective methods for sorting through the nonsense associated with interviewing prospective employees.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

About the Author
Guy Kawasaki, who helped make Macintosh a household name, now runs Garage Technology Ventures, a venture-capital firm. He has held his workshop, “Boot Camp for Start-ups,” around the world. Kawasaki is the author of seven previous books, including Rules for Revolutionaries.

Excerpt. © Reprinted by permission. All rights reserved.
Read Me First

The most exciting phrase to hear in science, the one that heralds new discoveries, is not “Eureka!” (I found it!) but “That’s funny....”
—Isaac Asimov

There are many ways to describe the ebb and flow, yin and yang, bubble-blowing and bubble-bursting phases of business cycles. Here’s another one: microscopes and telescopes. In the microscope phase, there’s a cry for level-headed thinking, a return to fundamentals, and going “back to basics.” Experts magnify every detail, line item, and expenditure, and then demand full-blown forecasts, protracted market research, and all-encompassing competitive analysis.

In the telescope phase, entrepreneurs bring the future closer. They dream up “the next big thing,” change the world, and make late-adopters eat their dust. Lots of money is wasted, but some crazy ideas do stick, and the world moves forward.

When telescopes work, everyone is an astronomer, and the world is full of stars. When they don’t, everyone whips out their microscopes, and the world is full of flaws. The reality is that you need both microscopes and telescopes to achieve success.

The problem is that this means gathering information that is spread among hundreds of books, magazines, and conferences. It also means talking to dozens of experts and professionals—if you can get, and afford, an audience. You could spend all your time learning and not doing. And doing, not learning to do, is the essence of entrepreneurship.

The Art of the Start alleviates this pain. My goal is to help you use your knowledge, love, and determination to create something great without getting bogged down in theory and unnecessary details. My presumption is that your goal is to change the world—not study it. If your attitude is “Cut the crap and just tell me what I need to do,” you’ve come to the right place.

You might be wondering, Who, exactly, is “you”? The reality is that “entrepreneur” is not a job title. It is the state of mind of people who want to alter the future. (It certainly isn’t limited to Silicon Valley types seeking venture capital.) Hence, this book is for people in a wide range of startup endeavors:

• guys and gals in garages creating the next great company
• brave souls in established companies bringing new products and services to market
• saints starting schools, churches, and not-for-profits

Great companies. Great divisions. Great schools. Great churches. Great not-for-profits. When it comes to the fundamentals of starting up, they are more alike than they are different. The key to their success is to survive the microscope tasks while bringing the future closer. Let’s get started.

Guy Kawasaki
Palo Alto, California
Kawasaki@garage.com

CHAPTER 1
The Art of Starting
Everyone should carefully observe which way his heart draws him, and then choose that way with all his strength.
—Hasidic saying

GIST (GREAT IDEAS FOR STARTING THINGS)

I use a top-ten list format for all my speeches, and I would love to begin this book with a top-ten list of the most important things an entrepreneur must accomplish. However, there aren’t ten—there are only five:

1. MAKE MEANING (inspired by John Doerr). The best reason to start an organization is to make meaning—to create a product or service that makes the world a better place. So your first task is to decide how you can make meaning.
2. MAKE MANTRA. Forget mission statements; they’re long, boring, and irrelevant. No one can ever remember them—much less implement them. Instead, take your meaning and make a mantra out of it. This will set your entire team on the right course.
3. GET GOING. Start creating and delivering your product or service. Think soldering irons, compilers, hammers, saws, and AutoCAD—whatever tools you use to build products and services. Don’t focus on pitching, writing, and planning.
4. DEFINE YOUR BUSINESS MODEL. No matter what kind of organization you’re starting, you have to figure out a way to make money. The greatest idea, technology, product, or service is short-lived without a sustainable business model.
5. WEAVE A MAT (MILESTONES, ASSUMPTIONS, AND TASKS). The final step is to compile three lists: (a) major milestones you need to meet; (b) assumptions that are built into your business model; and (c) tasks you need to accomplish to create an organization. This will enforce discipline and keep your organization on track when all hell breaks loose—and all hell will break loose.

MAKE MEANING
I have never thought of writing for reputation and honor. What I have in my heart must come out; that is the reason why I compose.
—Ludwig van Beethoven

Many books about entrepreneurship begin with a rigorous process of self-examination, asking you to determine if you are truly up to the task of starting an organization. Some typical examples are

• Can you work long hours at low wages?
• Can you deal with rejection after rejection?
• Can you handle the responsibility of dozens of employees?

The truth is, it is impossible to answer questions like this in advance, and they ultimately serve no purpose. On the one hand, talk and bravado are cheap. Saying you’re willing to do something doesn’t mean that you will do it.

On the other hand, realizing that you have doubt and trepidation doesn’t mean you won’t build a great organization. How you answer these questions now has little predictive power regarding what you’ll actually do when you get caught up in a great idea.

The truth is that no one really knows if he* is an entrepreneur until he becomes one—and sometimes not even then. There really is only one question you should ask yourself before starting any new venture:

Do I want to make meaning?

Meaning is not about money, power, or prestige. It’s not even about creating a fun place to work. Among the meanings of “meaning” are to

• Make the world a better place.
• Increase the quality of life.
• Right a terrible wrong.
• Prevent the end of something good.

Goals such as these are a tremendous advantage as you travel down the difficult path ahead. If you answer this question in the negative, you may still be successful, but it will be harder to become so because making meaning is the most powerful motivator there is.

It’s taken me twenty years to come to this understanding.

In 1983, when I started in the Macintosh Division of Apple Computer, beating IBM was our reason for existence. We wanted to send IBM back to the typewriter business holding its Selectric typewriter balls.

In 1987, our reason for existence became beating Windows and Microsoft. We wanted to crush Microsoft and force Bill Gates to get a job flipping fish at the Pike Place Market.

In 2004, I am a managing director in an early-stage venture capital firm called Garage Technology Ventures. I want to enable people to create great products, build great companies, and change the world.

The causation of great organizations is the desire to make meaning. Having that desire doesn’t guarantee that you’ll succeed, but it does mean that if you fail, at least you failed doing something worthwhile.

MAKE MANTRA
Close your eyes and think about how you will serve your customers. What kind of meaning do you see your organization making? Most people refer to this as the “Why” or mission statement of an organization.

Crafting a mission statement is usually one of the first steps entrepreneurs undertake. Unfortunately, this process is usually a painful and frustrating experience that results in exceptional mediocrity. This is almost inevitable when a large number of people are commissioned to craft something designed to make an even larger number of people (employees, shareholders, customers, and partners) happy.

The fundamental shortcoming of most mission statements is that everyone expects them to be highfalutin and all-encompassing. The result is a long, boring, commonplace, and pointless joke.* In The Mission Statement Book, Jeffrey Abrams provides 301 examples of mission statements that demonstrate that companies are all writing the same mediocre stuff. To wit, this is a partial list of the frequency with which mission statements in Abrams’s sample contained the same words:

• Best—94
• Communities—97
• Customers—211
• Excellence—77
• Leader—106
• Quality—169*

Fortune (or Forbes, in my case) favors the bold, so I’ll give you some advice that will make life easy for you: Postpone writing your mission statement. You can come up with it later when you’re successful and have lots of time and money to waste. (If you’re not successful, it won’t matter that you didn’t develop one.)

Instead of a mission statement and all the baggage that comes with it, craft a mantra for your organization. The definition of mantra is

A sacred verbal formula repeated in prayer, meditation, or incantation, such as an invocation of a god, a magic spell, or a syllable or portion of scripture containing mystical potentialities.†

What a great thing a mantra is! How many mission statements evoke such power and emotion?

The beauty of a mantra is that everyone expects it to be short and sweet. (Arguably, the world’s shortest mantra is the single Hindi word Om.) You may never have to write your mantra down, publish it in your annual report, or print it on posters. Indeed, if you do have to “enforce” your mantra in these ways, it’s not the right mantra.

Following are five examples that illustrate the power of a good mantra:

• Authentic athletic performance (Nike).‡
• Fun family entertainment (Disney).?
• Rewarding everyday moments (Starbucks).||
• Think (IBM).
• Winning is everything (Vince Lombardi’s Green Bay Packers).

Compare the Starbucks mantra, “Rewarding everyday moments,” to the company...