Steve Case is the co-founder of America Online, the company that democratized online access. Steve is currently the chairman of the Revolution investment firm and also the Case Foundation. President Obama named him Presidential Ambassador for Global Entrepreneurship. Additionally, Steve has chaired Startup America and Startup Weekend, initiatives to promote entrepreneurship. In short, he’s a [...]
Doctors conduct postmortems to figure why people died. They do this to solve a crime, prevent the death of others, and satisfy curiosity. However, once somebody dies, it’s too late to help him. […]
At any conference, there are ten times more panelists than there are keynote speakers, so the odds are higher that you’re on a panel than giving a keynote speech. Therefore, rocking a panel is an important skill for evangelists, too. […]
In the early days of starting up, the ability to scale is overrated. “Scale,” in case you haven’t heard the term, refers to the concept that there are processes in place that are fast, cheap, and repeatable because there will soon be millions of customers who generate billions of dollars of revenue. [...]
Once upon a time there were two engineering PhDs who were clueless about how to start a company. All they knew how to do was code. They were so desperate for money and adult supervision that when an experienced businessperson showed interest and offered to help raise money, they, in their own words, “followed him [...]
My time-tested, battle-hardened best tips to help you create the best presentations possible. If you feel the need to be creative, do it in your product design, not your pitch. […]
In their book, Absolute Value: What Really Influences Customers In The Age of (Nearly) Perfect Information, Emanuel Rosen and Itamar Simonson explain a new approach to planting seeds to build awareness for a new product or service. Their idea is that the gradual adoption, trickle-down approach that started when Moses went to see God is [...]
The art of board management is a skill that you need to master because it can mean your survival and at least greater leeway in managing your startup. The first issue is deciding when you need a board. […]
Several times a year a group of executives from startups do a six-minute demo of their products to an audience of venture capitalists, analysts, and journalists. This name of the event is, logically, DEMO. It’s a great occasion—especially if you understand the dance that’s going on: Entrepreneurs acting as if they don’t need venture capital, [...]
Some aspiring entrepreneurs are already working for a big company. Like external entrepreneurs, they dream of creating innovative products. They, too, must prototype, position, pitch, bootstrap, recruit, fund, partner, sell, and support. The purpose of this minichapter is to explain how to do all this when you’re employed by a large business. [...]
Entrepreneurs face hundreds of decisions when they start a company, and there’s often a temptation to optimize each one of them—sometimes by breaking new ground. However, it’s best to focus one’s energy and attention on milestone issues. My experience and expertise is with US companies, but these are generally accepted startup practices: [...]
When I started working at Apple in 1986 I was afraid of public speaking—for one thing, working for the division run by Steve Jobs was intimidating: “How could I possibly measure up to Steve?” But if you want to succeed as an evangelist and CEO, you must learn how to make speeches. [...]
Forget “I think, therefore I am.” For entrepreneurs, the operative phrase is, “I pitch, therefore I am.” Pitching isn’t only for raising money—it’s for reaching agreement, and agreement can yield many good outcomes including sales, partnerships, and new hires. Here are the key elements of a great pitch. […]
I am evangelizing the 10/20/30 Rule of PowerPoint. It’s quite simple: a pitch should have ten slides, last no more than twenty minutes, and contain no font smaller than thirty points. This rule is applicable for any presentation to reach an agreement: for example, raising capital, making a sale, forming [...]
There is a myth that successful companies begin with grandiose ambitions. The implication is that entrepreneurs should start with megalomaniac goals in order to succeed. To the contrary, my observation is that great companies began by wondering about simple things, and this leads to asking simple questions that beget companies: […]
A good business model forces you to answer two simple questions: “Who has your money in their pockets?” And “How are you going to get it into your pocket?” These questions may lack subtlety, but making money isn’t a subtle process. More elegantly stated, the first question involves identifying your customer and the need that [...]
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This is the text of a baccalaureate/graduation speech that I’ve given to several high schools and colleges. In this case, it’s the version from 6/11/95 for Palo Alto High School. […]
Take this quick test: […]
A long time ago I was a revolutionary at Apple. My job title was “software evangelist.” My responsibility was to evangelize Macintosh to software developers. Later my title was “chief evangelist,” and my responsibility was to evangelize Macintosh to anyone who wanted to increase productivity and creativity. […]