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Rules For Revolutionaries: The Capitalist Manifesto for Creating and Marketing New Products and Services – Practical Innovation and Strategic Lessons for Entrepreneurs and Visionaries
Guy Kawasaki, CEO of garage.com and former chief evangelist of Apple Computer, Inc., presents his manifesto for world-changing innovation, using his battle-tested lessons to help revolutionaries become visionaries. Create Like a God Turn conventional wisdom on its head-create revolutionary products and services by analyzing how to approach the problems at hand. Command Like a King Take charge and make tough, insightful, and strategic decisions-break down the barriers that prevent product adoption and avoid "death magnets" (the stupid mistakes just about everyone makes). Work Like a Slave Get ready for hard work, and lots of it. To go from revolutionary to visionary, you'll need to eat like a bird-relentlessly absorbing knowledge about your industry, customers, and competition--and poop like an elephant--spreading the large amount of information and knowledge that you've gained. Filled with insights from top innovators such as Amazon.com, Dell, Hallmark, and Gillette and rich with hands-on experience from the front lines of business, Rules for Revolutionaries will empower you--whether you're an entrepreneur, engineer, inventor, manager, or small business owner--to turn your dreams into reality, your reality into products, and your products into customer magnets.
224 pages, Paperback
First published January 1, 1999
29 people are currently reading
1900 people want to read
About the author
Guy Kawasaki
49 books2,650 followersI was born in Honolulu, Hawaii in 1954. My family lived in a tough part of Honolulu called Kalihi Valley. We weren’t rich, but I never felt poor-because my mother and father made many sacrifices for my sister and me. My mother was a housewife, and my father was a fireman, real estate broker, state senator, and government official during his long, distinguished career.
I attended Iolani School where I graduated in 1972. Iolani is not as well known as its rival, Punahou because no presidents of the U. S. went there, but I got a fantastic and formative education there. (Punahou is “USC,” and Iolani is “Stanford”—but I digress.) I pay special tribute to Harold Keables, my AP English teacher.He taught me that the key to writing is editing. No one in the universe would be more shocked that I have written ten books (or one book ten times) than Harold Keables.
After Iolani, I matriculated to Stanford; I graduated in 1976 with a major in psychology—which was the easiest major I could find. I loved Stanford. I sometimes wish I could go back in time to my undergraduate days “on the farm.”
After Stanford, I attended the law school at U.C. Davis because, like all Asian-American parents, my folks wanted me to be a “doctor, lawyer, or dentist.” I only lasted one week because I couldn’t deal with the law school teachers telling me that I was crap and that they were going to remake me.
The following year I entered the MBA program at UCLA. I liked this curriculum much better. While there, I worked for a fine-jewelry manufacturer called Nova Stylings; hence, my first real job was literally counting diamonds. From Nova, its CEO Marty Gruber, and my Jewish colleagues in the jewelry business, I learned how to sell, and this skill was vital to my entire career.
I remained at Nova for a few years until the the Apple II removed the scales from my eyes. Then I went to work for an educational software company called EduWare Services. However, Peachtree Software acquired the company and wanted me to move to Atlanta. “I don’t think so.” I can’t live in a city where people call sushi “bait.”
Luckily, my Stanford roommate, Mike Boich, got me a job at Apple; for giving me my chance at Apple, I owe Mike a great debt. When I saw what a Macintosh could do, the clouds parted and the angels started singing. For four years I evangelized Macintosh to software and hardware developers and led the charge against world-wide domination by IBM. I also met my wife Beth at Apple during this timeframe—Apple has been very good to me.
Around 1987, my job at Apple was done. Macintosh had plenty of software by then, so I left to start a Macintosh database company called ACIUS. It published a product called 4th Dimension. To this day, 4th Dimension remains a great database.
I ran ACIUS for two years and then left to pursue my bliss of writing, speaking, and consulting. I’ve written for Macuser, Macworld, and Forbes. I call these the “Wonder Years” as in “I wonder how I came to deserve such a good life.”
In 1989, I started another software company called Fog City Software with three of the best co-founders in the world: Will Mayall, Kathryn Henkens, and Jud Spencer. We created an email product called Emailer which we sold to Claris and then a list server product called LetterRip.
In 1995 I returned to Apple as an Apple fellow. At the time, according to the pundits, Apple was supposed to die. (Apple should have died about ten times in the past twenty years according to the pundits.) My job on this tour of duty was to maintain and rejuvenate the Macintosh cult.
A couple years later, I left Apple to start an angel investor matchmaking service called Garage.com with Craig Johnson of Venture Law Group and Rich Karlgaard of Forbes. Version 2.0 of Garage.com was an investment bank for helping entrepreneurs raise money from venture capitalists. Today, version 3.0 of Garage.com is called Garage Technology Ven
I attended Iolani School where I graduated in 1972. Iolani is not as well known as its rival, Punahou because no presidents of the U. S. went there, but I got a fantastic and formative education there. (Punahou is “USC,” and Iolani is “Stanford”—but I digress.) I pay special tribute to Harold Keables, my AP English teacher.He taught me that the key to writing is editing. No one in the universe would be more shocked that I have written ten books (or one book ten times) than Harold Keables.
After Iolani, I matriculated to Stanford; I graduated in 1976 with a major in psychology—which was the easiest major I could find. I loved Stanford. I sometimes wish I could go back in time to my undergraduate days “on the farm.”
After Stanford, I attended the law school at U.C. Davis because, like all Asian-American parents, my folks wanted me to be a “doctor, lawyer, or dentist.” I only lasted one week because I couldn’t deal with the law school teachers telling me that I was crap and that they were going to remake me.
The following year I entered the MBA program at UCLA. I liked this curriculum much better. While there, I worked for a fine-jewelry manufacturer called Nova Stylings; hence, my first real job was literally counting diamonds. From Nova, its CEO Marty Gruber, and my Jewish colleagues in the jewelry business, I learned how to sell, and this skill was vital to my entire career.
I remained at Nova for a few years until the the Apple II removed the scales from my eyes. Then I went to work for an educational software company called EduWare Services. However, Peachtree Software acquired the company and wanted me to move to Atlanta. “I don’t think so.” I can’t live in a city where people call sushi “bait.”
Luckily, my Stanford roommate, Mike Boich, got me a job at Apple; for giving me my chance at Apple, I owe Mike a great debt. When I saw what a Macintosh could do, the clouds parted and the angels started singing. For four years I evangelized Macintosh to software and hardware developers and led the charge against world-wide domination by IBM. I also met my wife Beth at Apple during this timeframe—Apple has been very good to me.
Around 1987, my job at Apple was done. Macintosh had plenty of software by then, so I left to start a Macintosh database company called ACIUS. It published a product called 4th Dimension. To this day, 4th Dimension remains a great database.
I ran ACIUS for two years and then left to pursue my bliss of writing, speaking, and consulting. I’ve written for Macuser, Macworld, and Forbes. I call these the “Wonder Years” as in “I wonder how I came to deserve such a good life.”
In 1989, I started another software company called Fog City Software with three of the best co-founders in the world: Will Mayall, Kathryn Henkens, and Jud Spencer. We created an email product called Emailer which we sold to Claris and then a list server product called LetterRip.
In 1995 I returned to Apple as an Apple fellow. At the time, according to the pundits, Apple was supposed to die. (Apple should have died about ten times in the past twenty years according to the pundits.) My job on this tour of duty was to maintain and rejuvenate the Macintosh cult.
A couple years later, I left Apple to start an angel investor matchmaking service called Garage.com with Craig Johnson of Venture Law Group and Rich Karlgaard of Forbes. Version 2.0 of Garage.com was an investment bank for helping entrepreneurs raise money from venture capitalists. Today, version 3.0 of Garage.com is called Garage Technology Ven
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November 30, 2017
I'm delighted whenever I find books for a quarter, even when I know they're crappy hate-reads. This is exactly what I expected--a self-help book disguised as the key to marketing success--a vapid treatise exulting corporate success, full of trite phrases and anecdotes. Reading this nearly twenty years after its publication affords the added joke that so many of the companies whose strategies and tactics he praises are now defunct (because, whodathunk, business plans don't always succeed, even when they're guided by magical acronyms and egomaniacal, messianic leaders).
Like those in the broader self-help genre, this sort of book isn't entirely useless--there is some sound advice which can prove valuable to anyone, if they managed to graduate from high school without having heard it. "Don't ask customers to do anything you wouldn't" can be applied to any sort of situation in which a person is trying to persuade another person to do something. So what the hell--I'll give this stupid book two stars.
It's canned advice, most of it useless or already known to those who actually follow it. Isn't this the point of these books, though? I don't doubt that some industry leaders read this drivel on long flights. But the real target audience is the person toiling away for 40+ hours a week, dreaming of some enterprise which will enable her/him to join the ranks of the upper class. This is fan fiction for the aspirational business class.
For the record, I'd like to put it out that I'd be willing to help fund the writing and publication of a book pooing on this entire genre of BS. I'd love to see a book detailing the way one really succeeds at business--backstabbing, patent trolling, cheating and underpaying the workers who actually design the products and marketing/advertising campaigns, producing goods overseas to un-unionized workers who are paid starvation wages, bribing public officials via campaign contributions to enact laws favorable to your business, etc.
Like those in the broader self-help genre, this sort of book isn't entirely useless--there is some sound advice which can prove valuable to anyone, if they managed to graduate from high school without having heard it. "Don't ask customers to do anything you wouldn't" can be applied to any sort of situation in which a person is trying to persuade another person to do something. So what the hell--I'll give this stupid book two stars.
It's canned advice, most of it useless or already known to those who actually follow it. Isn't this the point of these books, though? I don't doubt that some industry leaders read this drivel on long flights. But the real target audience is the person toiling away for 40+ hours a week, dreaming of some enterprise which will enable her/him to join the ranks of the upper class. This is fan fiction for the aspirational business class.
For the record, I'd like to put it out that I'd be willing to help fund the writing and publication of a book pooing on this entire genre of BS. I'd love to see a book detailing the way one really succeeds at business--backstabbing, patent trolling, cheating and underpaying the workers who actually design the products and marketing/advertising campaigns, producing goods overseas to un-unionized workers who are paid starvation wages, bribing public officials via campaign contributions to enact laws favorable to your business, etc.
October 17, 2016
Rules for Revolutionaries (1998) is a kind of crash course in guerrilla marketing told in a friendly, happy, and sometimes zany way. The chapters cover creating like a god, commanding like a king and working like a slave. I liked the freshness of the approach. Admittedly, the book took me all of about 90 minutes to read but I was totally pumped afterwards. I liked the warnings about Death Magnets and the Exercises – which seem to be a staple in his book because they are also present in The Art of the Start. What I appreciate most about this is that despite the fact that this book is over 13 years old, it reads as if it was written more recently. The same cannot be said for The Tipping Point which I just started but am already nearly bored with. In fact, the latter seems to probably be a less inspiring mix of the two Kawasaki books in this review. But, I digress. What sets these rules apart are their straightforward nature and practical sense. His best practices in the Creation process are great: date to find fault with existing products and services (a particular specialty of mine), go with your gut (I can also dig this one), design for yourself (interesting), shake and bake (very interesting), get on base and leave home runs to chance (hard for an impatient geek like myself), and ignore naysayers (another difficult but necessary one). Also great is the bibliography at the end of every chapter. Overall, an easy but both important and invigorating read.
May 21, 2011
Каваски хорош в разрезе предметности советов и близости их к реальным боевым услоявиям стартаперов. Главный посыл книги - не размениваться на мелочи и не рефлексировать из-за замечаний псевдоэкспертов, которых у настоящих революционеров всегда много на пути. Особенн порадовала финальная часть книги, в который приведены реальные высказывания довольно авторитетных людей об инновацияхЮ которые по их мнению никогда не станут массовыми - про кино, телевидение, поиск в Интернете и все столь же массовое на сегодняшний день.
September 3, 2007
Aku tidak memiliki buku ini. Aku membacanya, dengan meminjam. Buku ini mengajak kita berpikir revolusioner. Ya, berpikir tidak seperti orang kebanyakan.
Satu poin yang aku ingat dari buku ini adalah, "Eat you own dog food." Jadi maksudnya, kita harus mencoba sendiri apa yang ingin orang lain lakukan. Guy Kawasaki memberi contoh dengan menyuruh membuka situs kita sendiri dengan modem 56 Kbps.
Buku ini sudah lama aku baca. Tiga tahun yang lalu? Jadi tak banyak yang teringat.
Satu poin yang aku ingat dari buku ini adalah, "Eat you own dog food." Jadi maksudnya, kita harus mencoba sendiri apa yang ingin orang lain lakukan. Guy Kawasaki memberi contoh dengan menyuruh membuka situs kita sendiri dengan modem 56 Kbps.
Buku ini sudah lama aku baca. Tiga tahun yang lalu? Jadi tak banyak yang teringat.
January 6, 2009
It took me just one day to read this book. But for months, I've been talking about it. Highly recommended for anyone who considers themselves a "Creative" and is working on a project that they want to be revolutionary.
November 5, 2012
Мне необходима команда, компенсирующая мои слабости.
Свергните своих идолов
Измените свои рамки. Взгляните наоборот.
Ищите где людям неудобно и изменяйте там.
Отделите форму от функции.
Начать с цели и идти в обратном направлении.
Разделить проблему на небольшие части и решить ключевые.
Обработайте стыки.
«не беспокойся, будь дерьмовым»
аббревиатуру DICE для удобства описания великого продукта. DICE означает Глубокий (Deep), Доставляющий удовольствие (Indulging), Завершенный (Complete) и Элегантный (Elegant). Сейчас, по прошествии семи лет, я выпускаю версию 2.0 и хотел бы добавить еще одно: Е — Выразительный (Evocative). Таким образом, получается аббревиатура DICEE.
Согласно открытию профессора Томаса Дж. Аллена из школы менеджмента Sloan Массачусетского технологического института, общение между людьми сильно уменьшается, если они находятся на расстоянии более тридцати метров друг от друга
Джозефина Кошран, жена политика из Иллинойса, изобрела посудомоечную машину в 1886 году. Она была богата, имела много слуг, так что причина состояла не в экономии времени и усилий. Скорее прислуга била слишком посуды, моя ее вручную, так что хозяйка изобрела ее для собственных нужд.
Она получила множество заказов от гостиниц и ресторанов, ведь ее посудомоечная машина экономила рабочую силу, и боя посуды было немного. Однако она столкнулась с интересной проблемой: домовладельцы не считали мытье посуды трудоемким занятием, так что ей приходилось продавать посудомоечную машину как обеспечивающую более стерильную мойку из-за более горячей воды.
Принцип «Доверьтесь своей интуиции» описывался ранее в примере с мини-вэном от Chrysler и состоял в использовании вашей интуиции для создания чего-либо, о чем никто не просил.
!! что скорость твоего движения важнее достигнутого пункта
"Перетряхивай":
Теоретически революционеры должны совершенствовать прототип продукта еще до того, как он запущен в продажу, но в реальном мире этому мешают две вещи.
Во-первых, многие проблемы невозможно определить заранее.
Во-вторых, работники должны увидеть (или почувствовать на собственном опыте) неприязнь, которую вызывает продукт или услуга, прежде чем совершать над ними какие-либо действия.
Чтобы пойти на перетряску, вам необходимо признать факты: первая версия вашего продукта не будет совершенной.
Деминг. Она означает постоянный пересмотр продукта с двумя целями на уме: осчастливить потребителей и лидировать в конкурентной борьбе.
Урок № 2 о перетряске гласит: «Проваливайтесь быстро, но долго держитесь».
В «Историях успеха новых продуктов» соавторы Дэвид Дж. Бенджак и Дж. Майкл МакКин описали потребность в MTV
"Ешьте корм вашей собаки":
Много примеров компаний.
Урок № 4 о перетряске гласит: «Внедри средства для подправки своего продукта».
Еще одним вкладом Стефена Джея Гулда в теорию менеджмента стала концепция излишка.
Урок № 4 о перетряске утверждает: «Записывайте технические характеристики вашего продукта, чтобы другие ребята могли понять, как развить и улучшить ваш продукт».
ПЕРЕТРЯХИВАЙТЕ ДЛЯ ПОКУПАТЕЛЕЙ, А НЕ ДЛЯ НЕПОКУПАЮЩИХ.
Урок № 5 о перетряске звучит так: «Улучшайте свой продукт для людей, покупающих его, а не для непокупающих».
Это требует масштабного альтернативного видения. Два типа потребителей уже покупают ваш продукт: те, кто использует его, как вы и планировали, и те, кто делает это не так. Для первой группы определите, что нравится им в продукте, и усильте эти черты. К тому же определите, что не нравится в продукте, и подправьте это.
Другой тип потребителей использует ваш продукт так, как вы не задумывали. Эти пользователи, вероятно, не принадлежат к типу потребителей, на которых вы ориентировались в первую очередь, но по некоторым причинам они считают ваш продукт полезным. В данном случае постарайтесь определить, для чего они используют ваш продукт, и дайте ход этой идее, ведь они помогают вам в развитии нового рынка. Эту концепцию иллюстрируют два примера.
Внушительный провал, «пропасть», существует между рынком, формируемым первыми покупателями, и рынком прагматичных покупателей.
На начальном этапе революции пять типов барьеров препятствуют принятию товара: неведение, инертность, сложность, канал и цена.
СОЗДАЙТЕ ЧУВСТВО СОБСТВЕННОСТИ у пользователя
Разрушьте пользовательские и потом отстройте свои барьеры пользователям (проникновение, настройка под потребителя, признание экспертом)
"Ешь как птица, наваливай как слон"
Всегда исследуй причину чего-либо неожиданного.
У японцев существует поговорка: чем важнее поручение, тем активнее нужно задействовать любителей. Это второе правило питания. Нет ничего важнее, чем сбор информации о ваших потребителях и конкурентах, по��тому никогда не стоит поручать проведение маркетинговых исследований профессионалам.
Иначе: неспособность распознать и воспринять неочевидные обнаружения, потеря непредвиденных возможностей, зачерствелость информации, вопросы оказываются упущенными («Для программиста любая проблема выглядит как программное приложение»), неполное распространение информации.
Honda провела всеотображающее маркетинговое исследование условий реальной рыночной среды. Она использует подход sangen, или «трех реалий»: реальный продукт, реальный человек, реальная ситуация.Введение в правило процесса личных встреч (с пользователям) обеспечивает все лучшую и лучшую информацию.
«Не спрашивайте, просто наблюдайте» - Sony, черные и желтые плееры.
Садитесь на разные деревья: оставаясь в одном только Лансинге, вы сидите только на одном дереве — вы можете знать, что происходит на дереве, но не в лесу.
www.elibrary.com Сайт Ask Jeeves, Inquisit
"Я наваливаю, следовательно, я существую" (в плане распространения информации о своём продукте)ПРИНЦИПЫ НАВАЛИВАНИЯ: Преодолейте паранойю. Делайте это просто, правильно и часто. Вовлеките все уровни.
Думай в цифровом формате, действуй в аналоговом.
Во-первых, никогда не требуйте от покупателей предоставить их личную информацию. Во-вторых, будьте бдительны в использовании информации.
Во-первых, думая, что кто-то может принять решение, которого они принять не могут. Во-вторых, думая, что кто-то не может принять решение, в то время как он может.
Важность личного присутствия и общения.
В своей книге "Зачем мне заботиться о том, что думают другие?" Ричард Фейнман
Не будьте параноиками про пользователей. Nordstrom, как гласит молва, позволил покупателю вернуть автомобильную шину, когда тот стал настаивать, будто приобрел ее в этом магазине. Хотя Nordstrom, разумеется, шины не продает. Работники, наделенные полномочиями, — сопереживающие работники.
чувство беспомощности у людей является признаком рыночной возможности.
предоставить покупателям возможность контроля.
Огромное большинство людей благоразумно, поэтому позвольте вашим уполномоченным сотрудникам заботиться о ваших уполномоченных покупателях.
Свергните своих идолов
Измените свои рамки. Взгляните наоборот.
Ищите где людям неудобно и изменяйте там.
Отделите форму от функции.
Начать с цели и идти в обратном направлении.
Разделить проблему на небольшие части и решить ключевые.
Обработайте стыки.
«не беспокойся, будь дерьмовым»
аббревиатуру DICE для удобства описания великого продукта. DICE означает Глубокий (Deep), Доставляющий удовольствие (Indulging), Завершенный (Complete) и Элегантный (Elegant). Сейчас, по прошествии семи лет, я выпускаю версию 2.0 и хотел бы добавить еще одно: Е — Выразительный (Evocative). Таким образом, получается аббревиатура DICEE.
Согласно открытию профессора Томаса Дж. Аллена из школы менеджмента Sloan Массачусетского технологического института, общение между людьми сильно уменьшается, если они находятся на расстоянии более тридцати метров друг от друга
Джозефина Кошран, жена политика из Иллинойса, изобрела посудомоечную машину в 1886 году. Она была богата, имела много слуг, так что причина состояла не в экономии времени и усилий. Скорее прислуга била слишком посуды, моя ее вручную, так что хозяйка изобрела ее для собственных нужд.
Она получила множество заказов от гостиниц и ресторанов, ведь ее посудомоечная машина экономила рабочую силу, и боя посуды было немного. Однако она столкнулась с интересной проблемой: домовладельцы не считали мытье посуды трудоемким занятием, так что ей приходилось продавать посудомоечную машину как обеспечивающую более стерильную мойку из-за более горячей воды.
Принцип «Доверьтесь своей интуиции» описывался ранее в примере с мини-вэном от Chrysler и состоял в использовании вашей интуиции для создания чего-либо, о чем никто не просил.
!! что скорость твоего движения важнее достигнутого пункта
"Перетряхивай":
Теоретически революционеры должны совершенствовать прототип продукта еще до того, как он запущен в продажу, но в реальном мире этому мешают две вещи.
Во-первых, многие проблемы невозможно определить заранее.
Во-вторых, работники должны увидеть (или почувствовать на собственном опыте) неприязнь, которую вызывает продукт или услуга, прежде чем совершать над ними какие-либо действия.
Чтобы пойти на перетряску, вам необходимо признать факты: первая версия вашего продукта не будет совершенной.
Деминг. Она означает постоянный пересмотр продукта с двумя целями на уме: осчастливить потребителей и лидировать в конкурентной борьбе.
Урок № 2 о перетряске гласит: «Проваливайтесь быстро, но долго держитесь».
В «Историях успеха новых продуктов» соавторы Дэвид Дж. Бенджак и Дж. Майкл МакКин описали потребность в MTV
"Ешьте корм вашей собаки":
Много примеров компаний.
Урок № 4 о перетряске гласит: «Внедри средства для подправки своего продукта».
Еще одним вкладом Стефена Джея Гулда в теорию менеджмента стала концепция излишка.
Урок № 4 о перетряске утверждает: «Записывайте технические характеристики вашего продукта, чтобы другие ребята могли понять, как развить и улучшить ваш продукт».
ПЕРЕТРЯХИВАЙТЕ ДЛЯ ПОКУПАТЕЛЕЙ, А НЕ ДЛЯ НЕПОКУПАЮЩИХ.
Урок № 5 о перетряске звучит так: «Улучшайте свой продукт для людей, покупающих его, а не для непокупающих».
Это требует масштабного альтернативного видения. Два типа потребителей уже покупают ваш продукт: те, кто использует его, как вы и планировали, и те, кто делает это не так. Для первой группы определите, что нравится им в продукте, и усильте эти черты. К тому же определите, что не нравится в продукте, и подправьте это.
Другой тип потребителей использует ваш продукт так, как вы не задумывали. Эти пользователи, вероятно, не принадлежат к типу потребителей, на которых вы ориентировались в первую очередь, но по некоторым причинам они считают ваш продукт полезным. В данном случае постарайтесь определить, для чего они используют ваш продукт, и дайте ход этой идее, ведь они помогают вам в развитии нового рынка. Эту концепцию иллюстрируют два примера.
Внушительный провал, «пропасть», существует между рынком, формируемым первыми покупателями, и рынком прагматичных покупателей.
На начальном этапе революции пять типов барьеров препятствуют принятию товара: неведение, инертность, сложность, канал и цена.
СОЗДАЙТЕ ЧУВСТВО СОБСТВЕННОСТИ у пользователя
Разрушьте пользовательские и потом отстройте свои барьеры пользователям (проникновение, настройка под потребителя, признание экспертом)
"Ешь как птица, наваливай как слон"
Всегда исследуй причину чего-либо неожиданного.
У японцев существует поговорка: чем важнее поручение, тем активнее нужно задействовать любителей. Это второе правило питания. Нет ничего важнее, чем сбор информации о ваших потребителях и конкурентах, по��тому никогда не стоит поручать проведение маркетинговых исследований профессионалам.
Иначе: неспособность распознать и воспринять неочевидные обнаружения, потеря непредвиденных возможностей, зачерствелость информации, вопросы оказываются упущенными («Для программиста любая проблема выглядит как программное приложение»), неполное распространение информации.
Honda провела всеотображающее маркетинговое исследование условий реальной рыночной среды. Она использует подход sangen, или «трех реалий»: реальный продукт, реальный человек, реальная ситуация.Введение в правило процесса личных встреч (с пользователям) обеспечивает все лучшую и лучшую информацию.
«Не спрашивайте, просто наблюдайте» - Sony, черные и желтые плееры.
Садитесь на разные деревья: оставаясь в одном только Лансинге, вы сидите только на одном дереве — вы можете знать, что происходит на дереве, но не в лесу.
www.elibrary.com Сайт Ask Jeeves, Inquisit
"Я наваливаю, следовательно, я существую" (в плане распространения информации о своём продукте)ПРИНЦИПЫ НАВАЛИВАНИЯ: Преодолейте паранойю. Делайте это просто, правильно и часто. Вовлеките все уровни.
Думай в цифровом формате, действуй в аналоговом.
Во-первых, никогда не требуйте от покупателей предоставить их личную информацию. Во-вторых, будьте бдительны в использовании информации.
Во-первых, думая, что кто-то может принять решение, которого они принять не могут. Во-вторых, думая, что кто-то не может принять решение, в то время как он может.
Важность личного присутствия и общения.
В своей книге "Зачем мне заботиться о том, что думают другие?" Ричард Фейнман
Не будьте параноиками про пользователей. Nordstrom, как гласит молва, позволил покупателю вернуть автомобильную шину, когда тот стал настаивать, будто приобрел ее в этом магазине. Хотя Nordstrom, разумеется, шины не продает. Работники, наделенные полномочиями, — сопереживающие работники.
чувство беспомощности у людей является признаком рыночной возможности.
предоставить покупателям возможность контроля.
Огромное большинство людей благоразумно, поэтому позвольте вашим уполномоченным сотрудникам заботиться о ваших уполномоченных покупателях.
October 5, 2020
Con-trepreneur!
This bloke is on the board of Canva : thieves & liars. They stole a years subscription from me & refuse to respond to ANY support requests.
See their trustpilot rating - https://uk.trustpilot.com/review/canv...
So, basing my rating on his actions rather than his BS.
Avoid anything related to this chump. Liar & Hypocrite.
This bloke is on the board of Canva : thieves & liars. They stole a years subscription from me & refuse to respond to ANY support requests.
See their trustpilot rating - https://uk.trustpilot.com/review/canv...
So, basing my rating on his actions rather than his BS.
Avoid anything related to this chump. Liar & Hypocrite.
December 12, 2018
Lots of good insights here about effective organizing.
November 19, 2019
Revolutionary
Read
July 26, 2023Work book club. Why do we have to read smart books rather than Emily Henry :/
March 10, 2025
Despite the book being 25 years old, still surprisingly relevant. Some of the companies and examples mentioned did not ring a bell, however the conclusions could still apply today
July 3, 2014
Kawasaki is engaging as speaker and writer. He fills his books with pithy and memorable slogans as well as inspiring anecdotes of what other business leaders have done that have lead to either success or learning opportunity. This is not heavy reading, more like a stimulating lecture, but there has to be something in this book that will strike a chord with the reader. Some of this echoes the new thinking on start-up entrepreneurship championed by Steven Blank and LeanLaunchPad methodology, such as get out of the building and TALK to people about how your product or service is actually being used (which can lead to surprising avenues) or how it might be improved; "revolutionary products don't fail because they are shipped too early…They fail because they aren't revised fast enough." Some of it conflicts, like don't be discouraged and don't listen to naysayers. Ever watch "Shark Tank?" It's full of people who won't listen to good advice, some of which is "Stop now; abandon this, it's ill-conceived."
Some gems:
* Use amateurs rather than seasoned market researchers because "people are notoriously poor at articulating anything besides improvements to the products they currently own" and because amateurs are more likely to detect and communicate subtle findings, see opportunities, get fresh info, not let issues fall through cracks) and "no consultant will recommend solutions outside of his or her area of expertise."
* "When the focus of attention is on ways to beat the competition, strategy inevitably gets defined primarily in terms of the competition." Be careful of how narrowly you might be framing the situations and issues.
* In the beginning, "you need evangelists, not sales, people who love and believe in the product and bring in converts for the benefit of the other, not themselves."
Although published at the dawn of the Information Revolution, this still has applicability and the reader will be able to glean something of use or inspiration.
Some gems:
* Use amateurs rather than seasoned market researchers because "people are notoriously poor at articulating anything besides improvements to the products they currently own" and because amateurs are more likely to detect and communicate subtle findings, see opportunities, get fresh info, not let issues fall through cracks) and "no consultant will recommend solutions outside of his or her area of expertise."
* "When the focus of attention is on ways to beat the competition, strategy inevitably gets defined primarily in terms of the competition." Be careful of how narrowly you might be framing the situations and issues.
* In the beginning, "you need evangelists, not sales, people who love and believe in the product and bring in converts for the benefit of the other, not themselves."
Although published at the dawn of the Information Revolution, this still has applicability and the reader will be able to glean something of use or inspiration.
August 28, 2016
Kawasaki is engaging as speaker and writer. He fills his books with pithy and memorable slogans as well as inspiring anecdotes of what other business leaders have done that have lead to either success or learning opportunity. This is not heavy reading, more like a stimulating lecture, but there has to be something in this book that will strike a chord with the reader. Some of this echoes the new thinking on start-up entrepreneurship championed by Steven Blank and LeanLaunchPad methodology, such as get out of the building and TALK to people about how your product or service is actually being used (which can lead to surprising avenues) or how it might be improved; "revolutionary products don't fail because they are shipped too early…They fail because they aren't revised fast enough." Some of it conflicts, like don't be discouraged and don't listen to naysayers. Ever watch "Shark Tank?" It's full of people who won't listen to good advice, some of which is "Stop now; abandon this, it's ill-conceived."
Some gems:
* Use amateurs rather than seasoned market researchers because "people are notoriously poor at articulating anything besides improvements to the products they currently own" and because amateurs are more likely to detect and communicate subtle findings, see opportunities, get fresh info, not let issues fall through cracks) and "no consultant will recommend solutions outside of his or her area of expertise."
* "When the focus of attention is on ways to beat the competition, strategy inevitably gets defined primarily in terms of the competition." Be careful of how narrowly you might be framing the situations and issues.
* In the beginning, "you need evangelists, not sales, people who love and believe in the product and bring in converts for the benefit of the other, not themselves."
Although published at the dawn of the Information Revolution, this still has applicability and the reader will be able to glean something of use or inspiration.
Some gems:
* Use amateurs rather than seasoned market researchers because "people are notoriously poor at articulating anything besides improvements to the products they currently own" and because amateurs are more likely to detect and communicate subtle findings, see opportunities, get fresh info, not let issues fall through cracks) and "no consultant will recommend solutions outside of his or her area of expertise."
* "When the focus of attention is on ways to beat the competition, strategy inevitably gets defined primarily in terms of the competition." Be careful of how narrowly you might be framing the situations and issues.
* In the beginning, "you need evangelists, not sales, people who love and believe in the product and bring in converts for the benefit of the other, not themselves."
Although published at the dawn of the Information Revolution, this still has applicability and the reader will be able to glean something of use or inspiration.
February 17, 2013
I recently reviewed APE by Guy Kawasaki, and wanted to check out some of his earlier books. I'd been familiar with him for a long time, but hadn't read his earlier stuff. I found a signed copy of “Rules For Revolutionaries” at a used bookstore and just read it. (Just wish it was signed to me and not someone else.)
Anyway, “Rules For Revolutionaries: The Capitalist Manifesto for Creating and Marketing new Products and Services” by Kuy Kawasaki is a very good book for the person or company wanting to be a revolutionary and succeed in business. The book is divided into three main parts: Create Like A God, Command Like A King, and Work Like A Slave. Within these parts are chapters that provide some very good examples and case studies as illustrations on how to do just that. Create, Command and Work. The result obviously being greater success. And I do believe the ideas Kawasaki shares will help people succeed.
I especially liked the chapter “Eat Like A Bird, Poop Like An Elephant.” I also liked the examples he provided in the Concluding chapter “Don't Let Bozosity Grind You Down.” (While I'd heard some of them before, they are always good to hear again.)
I think the book is motivating and encouraging at the same time. It will make you think differently when you are creating, break down barriers when you are taking charge, and pooping like an elephant when you are working like a slave. But in the end, you not just be an entrepreneur, inventor, manager, or small business owner – you'll be a revolutionary.
Anyway, “Rules For Revolutionaries: The Capitalist Manifesto for Creating and Marketing new Products and Services” by Kuy Kawasaki is a very good book for the person or company wanting to be a revolutionary and succeed in business. The book is divided into three main parts: Create Like A God, Command Like A King, and Work Like A Slave. Within these parts are chapters that provide some very good examples and case studies as illustrations on how to do just that. Create, Command and Work. The result obviously being greater success. And I do believe the ideas Kawasaki shares will help people succeed.
I especially liked the chapter “Eat Like A Bird, Poop Like An Elephant.” I also liked the examples he provided in the Concluding chapter “Don't Let Bozosity Grind You Down.” (While I'd heard some of them before, they are always good to hear again.)
I think the book is motivating and encouraging at the same time. It will make you think differently when you are creating, break down barriers when you are taking charge, and pooping like an elephant when you are working like a slave. But in the end, you not just be an entrepreneur, inventor, manager, or small business owner – you'll be a revolutionary.
December 26, 2023
I cant remember what I rated this book, so I'l give it 5 stars, anything better i'd would have remembered, just migrating my list / bookshelf from that idiot service 'weread' that doesnt work anymore...but anyways...hope to connect with fellow readers :)
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👆🏼 P.S -
If you found this review helpful - I’d like to invite you to discover more on our blog. Where the community share some of our most important insights to level up each others knowledge 💡- from experience in studying books like this, training programs, podcasts and much more - visit the blog link above to find out more.
P.P.S 😅 - You probably noticed from my profile that I’ve reviewed a LOT of books over the years now - if you love seeking knowledge like me I’d love to connect with you further as a like minded person (send me a friend invite! 😀) - Also if you are curious - here is my preferred and recommended resource for seeking timeless wisdom - Check it out via the website invite link below 👇🏼 (You’ll be able to claim some awesome books for free 📚)
https://Waseem.tv/GoodReadsBookInvite
November 14, 2008
I really enjoyed this book and I think I need to sit on it a bit and review in a week or so. Two things that kept bugging me:
1) This was not a book to read on the subway. I think I would have really benefited from a pen and paper to jot down some thoughts, or make notes on the exercises, etc. I very rarely think that about books, and I consider this to be a positive exception.
2) I am not sure if there is an updated or revised edition, but it drove me INSANE that for every company that had a website, there was an asterisk next to it and it let to a footnote with the website of the company (in full html-style format.) You would think that I would learn to stop following the asterisks, but I am just trained to read that way. I think this was probably awesome in 1998, but now I can pretty much figure out that Microsoft's website is www.microsoft.com.
I am looking forward to reading some of his more recent titles (and his blog is great too!).
1) This was not a book to read on the subway. I think I would have really benefited from a pen and paper to jot down some thoughts, or make notes on the exercises, etc. I very rarely think that about books, and I consider this to be a positive exception.
2) I am not sure if there is an updated or revised edition, but it drove me INSANE that for every company that had a website, there was an asterisk next to it and it let to a footnote with the website of the company (in full html-style format.) You would think that I would learn to stop following the asterisks, but I am just trained to read that way. I think this was probably awesome in 1998, but now I can pretty much figure out that Microsoft's website is www.microsoft.com.
I am looking forward to reading some of his more recent titles (and his blog is great too!).
April 17, 2011
It must be reassuring for Kawasaki that, as parity becomes commonplace in lots of service-oriented businesses, there's a revitalization of good, strong customer service to differentiate. Good customer service and a good product or service empowers consumers to evangelize ones product where they become the market cheerleaders money can't buy - a lot of titanic-sized companies should take note.
I find that business books walk a fine line between self-help and educational, where the latter is desired. Kawasaki, for the most part, charters an educational, idea generating course, but can sometime get too Dr. Phil but nowhere near the self-help aisle. This book was written over a decade ago and is geared heavily towards the tech industry, some of the material is a bit outdated. The general message is not and it's worth the read.
I find that business books walk a fine line between self-help and educational, where the latter is desired. Kawasaki, for the most part, charters an educational, idea generating course, but can sometime get too Dr. Phil but nowhere near the self-help aisle. This book was written over a decade ago and is geared heavily towards the tech industry, some of the material is a bit outdated. The general message is not and it's worth the read.
January 4, 2014
This is the third book by Guy Kawasaki that I have read and it doesn't disappoint. Despite being published in the tail-end of the 90s it doesn't feel outdated - which isn't something that can be said for other, more recently published business books. Just how well can the advice in this book be implemented? I aim to find out. Not sure if I can either create like a god or work like a slave, but the command like a king part doesn't sound too hard, does it? Eat like a bird and poop like an elephant? Lead me to the buffet!
One of the (many) nice touches in this book is giving credit to the researcher on the cover of the book. Not many would do that, and that might be the very first lesson in this book.
One of the (many) nice touches in this book is giving credit to the researcher on the cover of the book. Not many would do that, and that might be the very first lesson in this book.
August 25, 2007
GK's kick-ass style rules! so much that we endured his yucky manifestos "eat like a bird, poop like an elephant" - this is a call to out-of-the-box thinkers to capitalize on their ideas and avoid the dotcom traps. Even though his famous passion for marketing Apple computers earn him the title "evangelist", he's one of the not-too-many pundits who are critical of the dotcom craze with his term "chinese soda" syndrome which is a naive interpretation of a market.
February 12, 2016
The book wasn't exactly what I was expecting, but I would recommend it for the following:
- Very easy read that gives you a take-on-the-world feeling
- I expect to be able to pull this book out whenever I need a good business quote or some real-world examples, especially of follies
- While the concepts are more best practices for life than revolutionary business concepts, it never hurts to be reminded of things such as "experts" aren't always right
- Very easy read that gives you a take-on-the-world feeling
- I expect to be able to pull this book out whenever I need a good business quote or some real-world examples, especially of follies
- While the concepts are more best practices for life than revolutionary business concepts, it never hurts to be reminded of things such as "experts" aren't always right
July 14, 2016
This book is interesting as it gives some practical suggestions on how to market your business and your services. Mostly, i find that this book was a great read in the mid-2000's at the essor of the internet. Not that it is not relevant anymore, but that if you want to get an edge, you had to do all that is written in it 10 years ago. Nonetheless, there is still a lot of it that can be used. Worth the read, but not more than once.
October 29, 2008
Would you agree with somebody who says: "The higher you go in most organizations, the thinner the air. The thinner the air, the more difficult it is to find intelligent life" Then you should read it .
Guy brings about an interesting perspective about how to create and market new products .How and why we should defy the conventional notions and follow the gut .
Guy brings about an interesting perspective about how to create and market new products .How and why we should defy the conventional notions and follow the gut .
Read
March 19, 2013I was given this book to read from work, and it turned out to be a far more interesting read than I had hoped. Written in 1999, the examples are limited by the time, but it is interesting to see what has changed in the decade-plus since it was written, and how a lot of Mr. Kawasaki's ideas and examples are still applicable today.
January 19, 2016
Some fantastic quotes on buffoonery, and some really great take away's on targeting customers. Made me think about why we are looking directly at decision makers. Should be marketing to gate keepers and secretaries who are making decisions + marketing our biggest tools for change to medium and small businesses.
March 3, 2011
brilliant book, written in a fun and straightforward manner that piles insight upon insight. why haven't more people read this book? and why haven't more people implemented its ideas? one of those a-ha! i knew it things, like you knew it was right but no one had expressed it before.
April 9, 2011
This was the first Guy Kawasaki book I read and I really liked it. It is a quite good framing of what start-up companies should focus on. I have this one a rough list to re-read as I read it when it first came out.
September 22, 2012
I had de javu feeling while reading this book, it was like reading Re-Imagine by Tom Peters all over again. Check out the Top Lessons Learn't from the Rule for Revolutionaries by Guy Kawasaki @ www.lanredahunsi.com.
Read
April 11, 2016For me, reading this book was a waste of time, most of its ideas and examples look quite banal these days. (Also, Russian translation is awful).
If you want Kawasaki, read "The Art of the Start" instead.
If you want Kawasaki, read "The Art of the Start" instead.
September 2, 2007
Guy Kawasaki gives great inside to being a revolutionary in entrepreneurship. I like his style of writing, short quotes and examples from his personal life or from others.
January 25, 2008
Interesting Read from one of the guys who started Apple Computers. Prology Comp useful if you are starting a new technology Company!
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