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Guy Kawasaki, founder and Managing Director of lieves that those companies who set out to make a re the companies that will ultimately be the most of the best way to make meaning: increase quality event the end of something good.

Garage Technology Ventures, be positive change in the world a successful. He gives examples of life, right a wrong, and pr

2. Kawasaki talks about how mission statements, while touted as necessary for an y company, often is not representative of the true meaning of the company. Inste ad, a mantra is shorter and captures the essence of the organization. 3. Kawasaki explains that market research, focus groups, and test cases can bog down an entrepreneur and prevent her or him from completing the most necessary t ask - action! His advice to break the cycle is to think different, polarize peop le, and find a few soul mates. 4. The business model today is very different than it was before and during the boom, says Kawasaki. In order to write the best business plan possible, follow K awasaki's steps: specificity, simplicity, and ask women. He believes that woman don't possess the killer gene that is inherent in men, and will be able to give better advice about a business model. 5. Kawasaki suggests creating a system of milestones, assumptions and tasks to k eep your business on the right path and increase your chances for success. 6. Kawasaki talks about marketing and product design simplified. Kawasaki explai ns why this theory is all an entrepreneur will need to know about marketing. A s imple chart illustrates his point - how to be the creator of a unique product or service and is valuable to a customer. 7. Making pitches is a way of life for an entrepreneur. Kawasaki provides his ti ps for ensuring each pitch is better than the last. His 10/20/30 rule for PowerP oint slides is essential. 8. Kawasaki explains that hiring infected people is the most important factor. O ften, how a person looks on paper means nothing if they are not enthusiastic and ready to work hard. All of the experience in the world means nothing if they ar e not bitten and infected by the start-up bug. He also tells you how to avoid th e bozo explosion, which only leads to layoffs, and how to apply the shopping cen ter test to know if you're hiring the right person. 9. A successful product is easy for everyone to use, immediately. Flatten the le arning curve, never ask someone to do something you would not, and recruit evang elists to spread your message. 10. There are typical ways to approach sales, but Kawasaki has three other ideas . These include the unintended users, allowing test drives, and the suck down th eory - chances are the CEO is not going to be the one buying your product, but r ather the people at lower levels. 11. Kawasaki shares some of the qualities that he believes entrepreneurs, and ev eryone else, should have. In order to be a mensch, a person who is widely respec ted and trusted, one should help those who cannot be helpful in return, do the r ight thing in the right way, and pay back to society. 12. Kawasaki talks about two examples of early-stage funding, bootstrapping and venture capital, and the benefits and drawbacks of both. Ultimately, he believes that too much money is worse than not enough money, and that both methods can b e successful of a smart approach is taken with the funds that are received. 13. If a product or services is worthwhile, then evangelists will come to you, s

ays Kawasaki. He believes that if you are having a hard time finding someone to spread the message about your product, then you may need to re-evaluate your pro duct or your goals. Build something great, and the evangelists will be there. 14. Kawasaki believes that often soul mates are found within your existing socia l network, but there is danger in that as well. Close relationships outside of a business environment can lead to promising more than can be delivered. Kawasaki explains that it is a tricky process, and can be difficult if a soul mate is no t fulfilling their duties. 15. Kawasaki believes there are some lessons one venture capitalist or entrepreneur. One thing to sease." Investment banking isn't the best way to - instead join the sales team of a large company should learn before becoming a avoid is the "Morgan Stanley di learn those important lessons and learn from the bottom up.

16. Kawasaki's viewpoint is not one shared by the majority of venture capitalist s. Kawasaki sees the best candidates for a successful start-up are young enginee rs with no business experience. Web site: http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1186