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Once upon a time, business schools taught us classical marketing, strategy, and sales models and defended those models with research and case studies. For today’s entrepreneurial leaders, those approaches may do more harm than good.

Guy

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

Kawasaki’s latest business handbook, “The Art of the Start--The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything," will turn many traditional business growth strategies on their heads.

As Managing Director of Garage Technol

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

gy Ventures, a columnist for Forbes.com, and legendary Apple Computer Fellow, Guy has played the role of salesman, jewelry designer, venture capitalist, and computer evangelist. Few leaders have re-invented themselves as many times as Guy

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

His insights have helped launch successful startups such as Tripwire, Bitpass, GuruNet, and Santa Cruz Networks.

In a nutshell, Guy offers several strategies: Make meaning first; make money second. Burn the crusty mission statements on

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

the wall. Polarize your market and let a thousand flowers bloom.

What does he really mean?

Leaders who want to re-energize a fledgling corporate division, or want to increase the odds of launching a successful startup cannot afford to i

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

nore this time-tested advice from Guy.

"Got Meaning?"

The first “antique” startup strategy is over-dependence on wordy mission statements. Guy pities (and ridicules) most mission statements that he sees in the business plans that get su

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

mitted to Garage Technology Ventures. Says Kawasaki; “Mission statements were originally meant to be short and memorable; but end up looking more like ‘mission impossible.’

He prefers companies who instead create a mantra, and use that m

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

antra to drive innovation, hiring, marketing, and sales. Powerful mantras contain no more than 4 words, and can be memorized easily. Wendy’s Restaurant is remembered for “Healthy Fast Food.” Mary Kay is “Enriching Women’s Lives.” Mantr

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

s are even beginning to infiltrate the technology industry, which has been historically driven by buzzword-heavy, self-centered mission statements: “Change Powered by Cisco.”

Guy asserts that any good mantra will fulfill one of these crit

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

ria: It either increases the quality of people’s lives, stops or minimizes something that is not working in the world, or perpetuates something that is good.

Love Thy Enemies

Guy believes that polarizing the market will naturally happen

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

in companies that love what they offer. Says Kawasaki, “Just accept that certain clients will absolutely agree with you, and that certain clients will absolutely loathe your service no matter how you try to convince them otherwise.” The

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

oyota Scion is a classic example. Toyota expects very few buyers over 30 years old to buy this vehicle. “You should strive for creating great passion in a very specific market. Polarization is a much better alternative than creating the

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

dangerous position of creating a big market of buyers who are ambivalent, or just don’t care.”

Market polarization is a proven strategy in the technology marketplace. “You don’t get to be industry standard by appealing to everybody immed

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

ately,” says Kawasaki. As “Inside the Tornado” author and technology marketing expert Geoffrey Moore recommends, recommends identifying very specific niche markets first, and becoming the dominant player. Then companies are in a position

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

to determine how they can penetrate additional markets.

On the other hand, Guy suggests that companies remain open to brand new, untapped market opportunities. Like it or not, new clients will buy new solutions, and stump even top marke

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

segmentation experts. Guy recommends, “Let a thousand flowers blossom. That’s a good thing. Take the money!”

Sucking Down is a Good Thing

One of Guy’s favorite expressions when describing ways to penetrate corporate accounts is to “

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

uck down and suck across.” He asserts that too much time and sales training dollars are spent on getting to know the Very Important Top Officers (VITO) in their accounts. Sales teams are often over-investing their time trying to suck up t

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

C-level executives while ignoring many lower ranking influencers.

Guy’s “Making Rain” chapter shares my personal story of how I sold $334,000 worth of enterprise software to a large Miami insurer. I owe much of my success to the time I

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

spent working with Armando, the top level Data Base Administrator-the man who occupied the smallest cubicle and the carried most influence with the CIO.

Leaders who will create new, meaningful, sustainable companies in this improved busin

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

ss growth climate will save themselves grief, time and frustration when they buy Guy’s book. It’s chock full of exercises, resources, and recent examples of artful startups who know how to make meaning, claim their market and make it rain

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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