Kawasaki Business Plan

You also need to look ahead for innovation curves, which Kawasaki explained using the example of the ice industry of the late 1800s and early 1900s.Ice sales quickly moved from cutting blocks out of frozen lakes, to mass production in factories, then finally to the convenience of personal refrigerators.

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Each time the industry shifted, it left behind the companies that couldn’t see the change coming.

He also said that if you look back at early products and services and cringe, it can be a very good sign that you’ve iterated and innovated over time.

He built his presentation around his top ten tips for anyone starting anything - entrepreneurs, intrapreneurs, non-profit ventures.

We share them with you here, along with a few of his choice quips that you won't find in the book. If your vision for your company is to grow it just to flip it to a large company or to take it public and cash out, "you're doomed".

The main lesson from this story, he said, is to throw everything against the wall and paint a bullseye around what sticks.

Kawasaki closed with a final point about innovation: some things need to be believed to be seen.This choice was a complete shift in strategic direction, but it was the right one for Apple.Kawasaki also explained how Apple transitioned from selling computers primarily for business use to selling them for homes and desktop publishing.Instead, the company’s goal was the make a computer that provided value to every customer.If you and the people care too much about money, Kawasaki told the audience, you’ll fail.It can be a simple picture with the diagram that will connect different business elements as your value, distribution of that value, communication and distribution channels, customers, competitors, stakeholders…It also can be on a piece of paper with several words or sentences that narrative describe the same connection from above.I found that many businesses suffer because of the lack of a clearly defined business model, because without it, they cannot produce proper strategy or business plan that will support that strategy.Guy Kawasaki made a name for himself at Apple in the 1980s as the evangelist who helped launch the Macintosh computer.As founder and CEO of Garage Technology Ventures, he has tested and proven his ideas with dozens of startup companies.To be successful, you need a laser-like focus on making meaningful products that provide value to customers. Kawasaki used the original Macintosh computer to illustrate this point.Apple had a vision behind its product, he said, and it wasn’t to just make the most profitable device.

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