On 1 February 2016, the Rafael del Pino Foundation organised the Master Conference "The art of business in a 2.0 world", to be given by the professor and renowned executive Guy Kawasaki. On the occasion of the presentation of his latest book in Spanish, published by Ediciones Deusto.
Guy Kawasaki is one of the world's leading figures in the field of marketing and new technologies. In the mid-1980s he started working at Apple, where he was a pioneer in applying the concept of "evangelism" to technology businesses.
It is currently Haas Executive Fellow at the Haas School of Business of the University of California- Berkeley, Chief Evangelist at Canva. He was Advisor to Motorola Business Unit on Google and Chief Evangelist at Apple.
He is the author of several books, among which have been translated into Spanish. The art of captivation (Gestión 2000, 2011), Rules for revolutionaries (MR Ediciones, 2001) and How to drive your competitors crazy (Planeta, 1998).
He lives in Silicon Valley and, as he often says, on social media, where he has ten million followers.
Success can be a matter of luck, but luck must be helped, especially if you want to create a successful start-up. According to Guy Kawasaki, Haas Executive Fellow at the Haas School of Business at the University of California-Berkeley and one of the world's leading figures in the field of marketing and new technologies, success is the result of a ten-step process, which he explained on 1 February at a conference organised by the Rafael del Pino Foundation. It all starts with asking three basic questions: what do people need, is the way to satisfy that need interesting for people, and is there a better way to do it? The business project, therefore, does not start with a grand plan, but with these three simple questions. Once the answers are in place, what comes next is the creation of the product, which must be viable and of value to someone. At this point the idea has to be tested for validity. Then it is time to take the third step, which is to build a prototype. At this point you have to start looking for kindred spirits to complement the entrepreneur, as well as create a mantra that, in two or three words, explains why the company should exist. Once this is done, it is time to define the business model, specifying the markets you want to enter. The model must be simple, and to test it you have to ask women, who tend to approach things in the sense of how they can be more creative, more productive, etc., as opposed to the male vision, which is more inclined to think in terms of destroying the competitor. So you get to a point where there are a lot of things to do, such as naming the product, designing the logo, and so on. All this can distract attention from what should be the main objective at this point, which is to finalise the product design. At this stage, the number of calls to be made per day should be set, the website should be tested and an engineer should be hired to finish the prototype. Once this is done, you have to start going out and telling the company's story, making it personal and applying the 10-20-30 rule: ten slides per presentation, 20 minutes of presentation time and 30 points for the presentation as a whole. Now it's time to expand the staff, but with people who love what the entrepreneur does, which means ignoring anyone who doesn't feel this way, no matter how good their academic and professional credentials are. Hire people who are better than you are. And it is also time to socialise, that is, to use social media as a marketing platform. The next step is to start sowing in order to get a good harvest in the form of sales, because a good level of turnover boosts the morale of the team in general and the entrepreneur in particular. At this point it is important to locate the 'influencers', i.e. the people who influence through social networks. And finally, do not let anyone tell you that this or that cannot be done. Don't listen to the defeatists, because then your business idea will never succeed. This document summarises what was discussed during the meeting held for this purpose at the Foundation. The Rafael del Pino Foundation is not responsible for the comments, opinions or statements made by the people who participate in its activities and which are expressed as a result of their inalienable right to freedom of expression and under their sole responsibility.
The Rafael del Pino Foundation is not responsible for the comments, opinions or statements made by the people who participate in its activities and which are expressed as a result of their inalienable right to freedom of expression and under their sole responsibility. The contents included in the summary of this conference, written for the Rafael del Pino Foundation by Professor Emilio González, are the result of the debates held at the meeting held for this purpose at the Foundation and are the responsibility of the authors.
The Rafael del Pino Foundation is not responsible for any comments, opinions or statements made by third parties. In this respect, the FRP is not obliged to monitor the views expressed by such third parties who participate in its activities and which are expressed as a result of their inalienable right to freedom of expression and under their own responsibility. The contents included in the summary of this conference, written for the Rafael del Pino Foundation by Professor Emilio J. González, are the result of the discussions that took place during the conference organised for this purpose at the Foundation and are the sole responsibility of its authors.