Ten Commandments from Entrepreneurial 'Evangelist' Guy Kawasaki

Knowledge@Wharton, June 10, 2009 — When Guy Kawasaki talks about business innovation, as he did recently at a University of Pennsylvania technology conference, he brings more than 25 years of major-league experience to the conversation — a background that the good-humored investor and entrepreneur calls "my checkered past." After getting a psychology degree at Stanford and an MBA at UCLA, the Hawaii-born Kawasaki became the second software "evangelist" at Apple Computer, where his job from 1983 to 1987 was to convince people to create software for the Macintosh. Kawasaki fondly recalls his colleagues at Apple as visionary, driven and "arguably the greatest collection of egomaniacs in the history of California — though the record has subsequently been broken by Google."

FedEx Whites-Out the Kinko's Name

Poor customer service and fast-changing technology are still problems. Can the delivery giant redeem its troubled copy-chain unit by rebranding?

BusinessWeek, December 18, 2008 — Kinko's is not what it once was, and many customers don't like that a bit.

"They are chronically understaffed and overpriced," Pamela Haber, a Los Angeles event planner, says of the printing giant. "I've done enlargements—I had to get behind the counter to show them what to do."

Gerald Bose, a Sewell (N.J.) management consultant, complains: "You go in there now, the average person, you're not sure what the place is. The first thing you see is the photo kiosk. You can mail stuff. There's the color copier. Way over in the far corner, computers [for word processing and other tasks]. They are getting away from their knitting."

FedEx Whites-Out the Kinko's Name

Poor customer service and fast-changing technology are still problems. Can the delivery giant redeem its troubled copy-chain unit by rebranding

BusinessWeek, December 18, 2008 — Kinko's is not what it once was, and many customers don't like that a bit.

"They are chronically understaffed and overpriced," Pamela Haber, a Los Angeles event planner, says of the printing giant. "I've done enlargements—I had to get behind the counter to show them what to do."

Gerald Bose, a Sewell (N.J.) management consultant, complains: "You go in there now, the average person, you're not sure what the place is. The first thing you see is the photo kiosk. You can mail stuff. There's the color copier. Way over in the far corner, computers [for word processing and other tasks]. They are getting away from their knitting."

Tough Times Complicate the Case for Buying Super Bowl Ads†

Wall Street Journal, November 11, 2008 — With advertising rates for the Super Bowl running as high as $3 million for a 30-second spot, some marketers are wondering whether during these tough economic times they can afford the big gameFedEx, a loyal Super Bowl advertiser, still hasn't decided if it will buy in. FedEx is concerned that shelling out big bucks — at a time when it's "asking employees to do more with less" — will look "wrong," says a person close to the company.

"Companies have to be mindful that jumping into the game can open them up to criticism," this person says.

To Reach Mobile Users, Make Your Marketing Useful†

Roundtable of Experts Says Smart Advertisers Will Use the Medium to Provide Consumers Something Valuable

Advertising Age, September 8, 2008 — When it comes to mobile marketing, advertisers have not only a challenge but a mandate to create something useful for consumers, according to a panel of experts Advertising Age gathered to talk about the opportunities — and potential pitfalls — of reaching consumers on their phones. Good mobile marketing, the consensus said, takes advantage of the channel's inherent traits and ties into other media.