Guy Kawasaki speaks at the UC Berkeley Startup Competition (Bplan) at the Haas School of Business.
Guy Kawasaki is the former chief evangelist of Apple and co-founder of Garage Technology Ventures. Here he explains the top ten mistakes that entrepreneurs make. His talk covers all stages of a startup, from inception to exit.
Guy Kawasaki is the co-founder of Alltop.com, an “online magazine rack” of popular topics on the web, and a founding partner at Garage Technology Ventures.
Previously, he was the chief evangelist of Apple. Kawasaki is the author of ten books including Enchantment, Reality Check, The Art of the Start, Rules for Revolutionaries, How to Drive Your Competition Crazy, Selling the Dream, and The Macintosh Way. Kawasaki has a BA from Stanford University and an MBA from UCLA as well as an honorary doctorate from Babson College.
This is an excellent video on optimizing Adwords using Google Analytics. Anyone with a website business should know this!
In this tough economy when many advertisers are cutting their online ad budgets, it’s important for all of us to review optimization tactics. What do you do when you start or are handed an AdWords account? Here’s an optimization “how-to” primer for you all.
Everyone seems to think that their hot tech startup will make them a billionaire by their mid-20s, but that’s not always the case. What are the actual chances a typical startup will succeed?
We’ve been exploring all sorts of ways to get our apps on as many iPhones and iPads as possible.
One good platform we found is App-o-Day. Their model is to offer their users a free app every day. They do this through their own app, which features a single free app each day.
This will only work if you can make your app free for a few days and then turn it back to paid. The result is a huge number of downloads in a single day.
by John Hagedorn, advisor to FLG Partners & retired CFO
Download the Full Paper: 21 Steps for Entrepreneurs
This paper’s primary purpose is to describe the research, analysis, and organizing sets which founders must complete with great rigor if they are to be successful in raising a first financing round from venture capital firms. The objective of the first 16 of these steps is to qualify the startup as having the potential to grow into a company which can reward the investors with the returns they require. This qualification is in not met by following an accepted outline for preparing documents and presentations. It is accomplished by the founders doing the homework that proves first to themselves, and then to investors that their venture meets the criteria for success posed at each step.
Karen Milde, CEO and Co-Founder, Reframe Marketing Inc.
When naming your company there are a number of things to consider. A name too common and it will be disregarded without a second thought, too original and abstract and the function of the company may be missed. This can be an overwhelming task, as a name is capable of making or breaking a company. Here are a few tips and tricks to get you started.
Firstly, what do you want the name to say about the company? It needs to be memorable and descriptive, encapsulating your vision and drive. This name has to separate your company from the competition, and be big enough to grow into. This means avoiding common words, taken names, abbreviations, or including geographical names. These can be hindrances in growing and differentiating your company by making it less than memorable, or attached to a certain area. You can be certain to not do these things by checking the trademark on a name before settling on it, or simply searching for a certain name online. If no results come up, you’ve got a winner.
Eric Ries is the creator of the Lean Startup methodology and the author of the popular entrepreneurship blog Startup Lessons Learned. He previously co-founded and served as Chief Technology Officer of IMVU.
In 2007, BusinessWeek named Ries one of the Best Young Entrepreneurs of Tech and in 2009 he was honored with a TechFellow award in the category of Engineering Leadership. He serves on the advisory board of a number of technology startups, and has worked as a consultant to a number of startups, companies, and venture capital firms. In 2010, he became an Entrepreneur-in-Residence at Harvard Business School.
Do you innovate and move to uncontested territory or improve in exisiting markets?
The curse of a manager is that feeling you have to do more to get your team to be productive. The irony is that sometimes doing less is more. When a leader steps back, it allows the executive team to do more, which empowers them. The most affective leaders delegate almost everything they do to staff, thereby freeing themselves up to see the big picture and plan for the future.
Very few tasks should actually be completed by the leader. Leaders should spend most their time acting as a facilitator and orchestrator. If you take the metaphor of an orchestra, the leader is the conductor and shouldn’t be down in the music pit trying to play the cello and violin.
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