The Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything (英語) ハードカバー – 2004/9/9
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A new product, a new service, a new company, a new division, a new organization, a new anything—where there’s a will, here’s the way.
It begins with a dream that just won’t quit, the once-in-a-lifetime thunderbolt of pure inspiration, the obsession, the world-beater, the killer app, the next big thing. Everyone who wants to make the world a better place becomes possessed by a grand idea.
But what does it take to turn your idea into action?
Whether you are an entrepreneur, intrapreneur, or not-for-profit crusader, there’s no shortage of advice available on issues such as writing a business plan, recruiting, raising capital, and branding. In fact, there are so many books, articles, and Web sites that many startups get bogged down to the point of paralysis. Or else they focus on the wrong priorities and go broke before they discover their mistakes.
In The Art of the Start, Guy Kawasaki brings two decades of experience as one of business’s most original and irreverent strategists to offer the essential guide for anyone starting anything, from a multinational corporation to a church group. At Apple in the 1980s, he helped lead one of the great companies of the century, turning ordinary consumers into evangelists. As founder and CEO of Garage Technology Ventures, a venture capital firm, he has field-tested his ideas with dozens of newly hatched companies. And as the author of bestselling business books and articles, he has advised thousands of people who are making their startup dreams real.
From raising money to hiring the right people, from defining your positioning to creating a brand, from creating buzz to buzzing the competition, from managing a board to fostering a community, this book will guide you through an adventure that’s more art than science—the art of the start.
“A successful entrepreneur requires three things: a garage, an idea, and this book—Guy’s irrepressible guide to the raw essentials of life in a young company. I wish we could post all this information on Sequoia Capital’s Web site because it would make our jobs much easier.”
—Michael Moritz, Sequoia Capital
“When God made the universe, He took Guy’s advice and started small and put his whole heart into it. Okay, not everything turned out perfect, but as The Art of the Start makes clear, there are no guarantees, only great opportunities. Read this book and then go do something wonderful.”
—Geoffrey Moore, author of Crossing the Chasm
“This is a delightful, complete, and consummately practical entrepreneur’s handbook—quintessential Kawasaki. Every person who wants to start a business should read it. And read the footnote on page eight. There’s more good stuff in here, but this alone is worth the price of the book.”
—Clayton Christensen, author of The Innovator’s Dilemma and The Innovator’s Solution
“I have built my business into an internationally famous brand, and yet after reading this book, I have this nearly uncontrollable urge to chuck my whole business and start all over again. Guy’s book revealed so many things I had never even suspected and shattered so many of my illusions, that it read like a novel. I would love to be the bank for the people who read this book.”
—Jay Conrad Levinson, author of the Guerrilla Marketing series of books
“As useful for the next great not-for-profit as for the next great VC-funded startup. Anyone trying to change the world should read The Art of the Start. I wish it had been around when I started Teach for America.”
—Wendy Kopp, president and founder of Teach for America商品の説明をすべて表示する
2件中1 - 2件目のレビューを表示
(8) 事業計画は「ひとり」が書くべき。メンバーの知恵を結集することと「事業計画をcopy & pasteでつくる」ことは違う。
"In preparing for battle I have always found that plans are useless, but plannning is indispensable."
by Dwight D. Eisenhower
また、人材の採用について、著者は A-Player を雇えと言います。一番仕事が出来る A-Player は（たぶん仕事優先で）同じ A-Player を採用する。しかし、少し劣る B-Player は（たぶん保身優先で）更に少し劣る C-Player を採用する。そうすると、少しずつ劣る人を採用する連鎖が始まり、最後は Z-Player になってしまいます。
分りやすくユーモアのある文体です。特にところどころにある exercises には必ず吹き出すでしょう。たとえば、一時期ドットコムがバブルの頃に流行したらしい高価で cool な椅子について、 "Go to eBay and search for used Aeron chairs" という課題を課しています。
購入前、 Reality Check と迷いましたが、あちらはページ数が500ページ近い大冊だったので、最初の一冊の様子見にその半分以下のこちらにしました。こちらも十分良い本です。
1- "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."
2- "GIST (GREAT IDEAS FOR STARTING THINGS): 1. MAKE MEANING 2. MAKE MANTRA. 3. GET GOING. 4. DEFINE YOUR BUSINESS MODEL. No 5. WEAVE A MAT (MILESTONES, ASSUMPTIONS, AND TASKS)."
3- "THE ART OF INTERNAL ENTREPRENEURING: PUT THE COMPANY FIRST...KILL THE CASH COWS...STAY UNDER THE RADAR...FIND A GODFATHER...GET A SEPARATE BUILDING...GIVE HOPE TO THE HOPEFUL...ANTICIPATE, THEN JUMP ON, TECTONIC SHIFTS...BUILD ON WHAT EXISTS...COLLECT AND SHARE DATA...LET THE VICE PRESIDENTS COME TO YOU...DISMANTLE WHEN DONE...REBOOT YOUR BRAIN."
4- "SEIZE THE HIGH GROUND Unless you are a rabbit about to be devoured by a coyote, good positioning is inspiring and energizing. It does not allow itself to • get mucked up in money, market share, and management egos. These i are the qualities to aspire to: POSITIVE...CUSTOMER-CENTRIC...EMPOWERING...In addition to seizing the high ground, good positioning is a workhorse. It is practical and serves tactical and strategic purposes that are easily understood and believed by customers, vendors, employees, journalists, and partners. Thus, good positioning also embodies these qualities: SELF-EXPLANATORY...SPECIFIC...CORE...RELEVANT...LONG-LASTING...DIFFERENTIATED."
5- "Many entrepreneurs try to perfect their business plan and then pull PowerPoint slides out of it. They view the business plan as ; the be-all and end-all, and the pitch as a subset of this magnificent document. This is backward thinking. A good business plan is a a detailed version of a pitch—as opposed to a pitch being a distilled version of a business plan. If you get the pitch right, you'll get the plan right."
6- "You can argue as much as you like about the precise number of calls bottom-up model yields a much more realistic forecast than even the most pessimistic market share estimates of a consultant's forecast about the total size of a market. The magnitude of your bottom-up forecast will establish the degree of bootstrapping you'll have to do. The only information that will point out the need for bootstrapping more accurately is looking at your bank account balance. "
7- "If you do take this path, however, understand that starting as a service business is a good initial path but isn't always the right long-term strategy. Getting customers to pay for your research and development should be only a temporary strategy for a product-based company. In the long run, a service business is fundamentally different from a product business. The former is all about slave labor and billable hours or projects. The latter is all about research and development, shipping, and spreading costs over thousands of boxes going out the door."
8- "Good recruiting starts at the top: CEOs must recruit the best people they can find. Next, good recruiting requires looking beyond superficialities such as race, creed, color, education, and work experience. Instead, you should focus on three factors: 1. Can the candidate do what you need: 2. Does the candidate believe in the meaning you're going to make? 3. Does the candidate have the strengths you need (as opposed to lacking the weaknesses you're trying to avoid)?"
9- "PREPARE A STRUCTURE FOR THE INTERVIEW BEFOREHAND...ASK QUESTIONS ABOUT SPECIFIC JOB SITUATIONS...STICK TO THE SCRIPT...DON'T OVERDO OPEN-ENDED, TOUCHY-FEELY QUESTIONS...TAKE COPIOUS NOTES...CHECK REFERENCES EARLY."
10- "Never assume you're done. Recruiting doesn't stop when a candidate accepts your offer, nor when he resigns from his current employer, nor on his last day at his current employer—not even after le starts at your organization. In actuality, recruiting never stops. Every day is a new contract between a startup and an employee."
11- "What most organizations learned is that partnerships are hard to make work. Though both parties wanted 2 + 2 to equal 5, they ended up with 3 instead. The problem is that glamour, flattery, and potential press coverage often seduced organizations into entering nonsensical collaborations. The gist of good partnering is that it should accelerate cash flow, increase revenue, and reduce costs. Partnerships built on solid business principles like these have a much greater likelihood of succeeding. Once you understand this, a partnership is simply a matter of implementation: making sure the people who do the real work buy into it, finding internal champions, focusing on strengths, cutting win-win deals, waiting for the right moment to bring in lawyers and legal documents, and establishing ways to end the relationship."
12- "World-class schmoozers adopt Rezac's outward, what-can-I-do-for-you attitude. It is the key to building extensive, long-lasting connections. Upon this foundation, here's how to get more people to know you: GET OUT...ASK GOOD QUESTIONS, THEN SHUT UP...FOLLOW UP."
Mr. Kawasaki set as his goal for the book to help entrepreneurs and others starting enterprises reduce the preparatory time and move straight into development. (Prep time including visiting with various experts to collect ideas, learn potential problems that can be avoided, etc.)
Mr. Kawasaki writes with style, verve and an appealing since of humor.
He starts with a summary of five things that each new effort should include. One of the intriguing concepts is to avoid developing a mission statement, but instead develop a very short mantra. Having been in some very unproductive, long, painful, meetings where mission statements were being hatched, I can appreciate the recommendation. As an example, he uses the famous "Think" from IBM as an example (I have one of the paperweights from years gone by that IBM used to give to customers that has the Think motto engraved).
Another recommendation from Mr. Kawasaki is to move straight to product development and selling. Product testing in his view is the realm of big established businesses - not start-ups. Build and modify in response to customer reactions. If customers use the product differently from your, plan, celebrate it and see if you can spread that utilization to create more customers.
Chapters roughly follow the development cycle of start-up formation, product development and refinement, capital raising, partnering, brand development and growth phase. The book concludes with a chapter on "The Art of Being a Mensch", a treatise on being nice to everyone you meet, regardless of their circumstance.
Each Chapter has an FAQ section, with very useful questions and answers, presumably culled from questions the author received during speaking engagements. I found those contained immense practical advice and good common sense. I give Mr. Kawasaki extra credit for his quotes. While opening chapters and adding the occasional quote is a technique widely used, he found a variety of really cool, totally appropriate, quotes.
This book isn't new - it's been around for a while. But if you are involved in a start-up, or doing a new venture inside an existing company, I think you will find something of both interest and value.
What a great read. I equivocated venture capitalists to normal people that I would market products too, and I think the same theories apply. However, my clients will not eventually take over my company, but I guess if I mismanage it, it's the same thing. Great book, I recommend it to a wider audience outside of venture capital seekers that this book is focused on.