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The Art of the Start

BY GUY KAWASAKI

Editor's Note:
If you're "anyone starting anything," Guy Kawasaki wants to help you do it right. Guy Kawasaki, the "original" Mac evangelist, Forbes.com columnist, and CEO of Garage Technology Ventures (and a big fan of Logoworks!) has written the ultimate guide for those that are or will embark on any new business venture. Whether the venture is a new retail store, internet café or landscaping company, The Art of the Start guides anyone starting anything "through an adventure that's more art than science - the art of the start."

Written in Guy's famous irreverent, no-nonsense style, The Art of the Start is filled with practical advice, examples, and exercises that get the entrepreneur thinking and doing. Kawasaki's humor and insight shine through in every chapter, and Guy's knack of making complex principles accessible to anyone embarking on the start of something makes The Art of the Start a must-read for the new church group to the seasoned entrepreneur.

What follows is an abridged and condensed version of Chapter 2 of The Art of the Start - The Art of Positioning. You can buy Guy Kawasaki'snew book on Amazon.

Most people consider "positioning" an unnatural act foisted upon them by marketing dweebs who are assisted by highly paid and clueless consultants. In truth, positioning goes far beyond a management offsite or exercise. When done properly, it represents the heart and soul of a new organization, stating clearly

• why the founders started the organization
• why customers should patronize it
• why good people should work at it

The art of positioning really comes down to nothing more than answering one simple question:

What do you do?

Developing a good answer to this question involves seizing the high ground for your organization and establishing precisely how it differs from the mass of competition. Then you must communicate this message to the marketplace.

Seize the High Ground

Good positioning does not allow itself to get mucked up in money, market share and management egos. These are qualities to aspire to:

• Positive. Entrepreneurship isn't war, so you don't describe your enterprise in war-like terms. Customers don't care if you want to destroy the competition. They want to know what benefits they derive from patronizing your company or service.
• Customer-centric. Positioning is about what you do for your customers - not about what you want to become. Announcing that your company is "the leading company" is egocentric, not customer-centric.
• Empowering. Employees must believe that what you do (that is, your positioning) makes the world a better place. This attitude empowers the employees to exceed their limits - and to enjoy doing so.
• Self-explanatory. Good positioning states its case unequivocally. It embodies such qualities as saving money and increasing revenue, as well as loftier concepts such as peace of mind, enlightenment, and joy.
• Specific. Good positioning targets the intended customer. If you are the target customer, you immediately understand that. If you're not, you understand that, too.
• Core. The core competencies of your organization - not ancillary products or services - are the basis of good positioning. For example, Apple Computer's positioning focuses on its ability to create innovative devices. It cannot tell a good story about technology consulting services
• Relevant. The flip side of an organization's core competencies is the core needs of customers. If your core competencies and their core needs aren't well matched, your organization and your positioning will not be attractive to them.
• Long-Lasting. Bad positioning for IBM in its early years would have been "Provide cash registers to store." Even worse was the decision to name a company National Cash Register. Aim for positioning that will last one hundred years.
• Differentiated. Your positioning should not sound like your competitor's. Unfortunately, many companies craft positioning as if there is no competition - or as if the only competition is totally incompetent. This is seldom the case.

The rest of Chapter 2 explains how to "niche thyself," how to not compromise on your company's name, how to make your company personal to your target customers, and other sections with advice and exercises that will make any entrepreneur think about the critical art of positioning.

All of the other eleven chapters of The Art of the Start are relevant and often critical reads for anyone that's just starting out. Other chapters include, 'The Art of Writing a Business Plan,' 'The Art of Branding,' and 'The Art of Being a Mensch.'

You can buy Guy Kawasaki's new book on Amazon.

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