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1 We help you change the World!
Ten3 Business e-Coach The world’s leading source of inspiration, innovation, and unlimited growth! We help you change the World! Strategies of Market Leaders 125 PowerPoint Slides + 125 Half-page Executive Summaries By Vadim Kotelnikov Inventor, Author, and Founder Ten3 Business e-Coach Version: 2007 Free demo version Growth Strategies Winning Organization END-USER LICENSE AGREEMENT AND LIMITED WARRANTY Grant of License and Ownership This Ten3 Smart e-Course (“Smart Course”) is licensed, not sold, to you by Vadim Kotelnikov, the author (“Licensor”), and in consideration of your payment of the license fee, which is a part of the price you paid, and your agreement to these terms. This license allows you to use and display your copy of the Smart Course on a single computer (i.e. with a single CPU) at a single location for learning and presentational use only, so long as you comply with the terms of this Agreement. You may make one copy for back up, or transfer your copy to another CPU, provided that the Smart Course is usable on only one computer. You may disassemble, rearrange or translate the Smart Course without changing its individual slides and removing the reference to the source. You may also print out the Smart Course as slides or handouts for your personal use. Restrictions You may not transfer or distribute the Smart Course to anyone else. Except for backup, you may not copy the Smart Course. You may not network the Smart Course or otherwise use it on more than one computer or computer terminal at the same time. You may be held legally responsible for any copying or copyright infringement which is caused by your failure to abide by the terms of these restrictions. Termination This license is effective until terminated. This license will terminate without notice from the Licensor if you fail to comply with any provisions or limitations of this license. Upon termination, you shall destroy all copies of the Smart Course software. Should you have any questions concerning this agreement or if you wish to contact the Licensor for any reason, please send to: Relentless Innovation Ten3 SMART Mini-course: Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered

2 Chapter 1: Success Rules and Case Studies
Strategies of Market Leaders Chapter 1: Success Rules and Case Studies 1. Visionary Growth Strategies Clickable slide a. Developing a High-Growth Business b. Vision and Stretch c. Competitive and Marketing Strategies 2. Winning Organization & People a. Innovative Organization and Growth Culture b. Winning Leaders and Team c. Extended Enterprise and Lean Processes 3. Relentless Innovation a. Venture Strategies b. Fast Company c. Innovation System To view / print slides with Executive Summaries, view / print the file as Note Pages © 2007 Vadim Kotelnikov, Founder, Ten3 Business e-Coach,

3 New Economy Rapidly Changing Global Scenario
Shortening life cycle of products and services: “If you understand the technology, it is obsolete” Customer-driven economy: Customers now aggressively seek alternatives, compare offers, and hold out for the best option. Rapidly changing business environment: “It’s not the big that eats the small; it’s the fast that eats the slow” Globalization of world economies, technologies and innovations Shift of emphasis from a decaying industrial economy to a knowledge-based entrepreneurial economy driven by innovative technology "It's not the strongest nor most intelligent of the species that survive; it is the one most adaptable to change" – Charles Darwin

4 Technology of Achievement Be Different and Make a Difference!
"If you want to succeed, you have to forge new paths and avoid borrowed ones." – John Rockefeller Think Differently Look for new cross-functional combinations Ask "why?" and "what if?" questions and develop "what-if" scenarios Challenge assumptions, consider approaches you've never thought about before Observe disruptive people and problem they face and be a champion of new ideas that help solve these problems in new ways Cross-pollinate ideas and brainstorm with others frequently More information at “Be Different!”

5 New Business Models Direct Model of Dell Computer Corporation
Success Story The Three Golden Dell Rules Disdain inventory Always listen to the customer Never sell indirect 50 400% Worldwide Growth in Product Shipments Revenue $ billion 40 300% 30 200% 20 Dell 100% 10 Industry 0% 1984 2004 1998 2002 More information at “Dell Corporation: Success Story”

6 Charles Schwab, A Financial Services Firm
Fast Company Charles Schwab, A Financial Services Firm Success Story Pioneering IT-powered innovations 1980 Launches discount brokerage service and advanced IT system 1985 Introduces Equalizer online investing software and SchwabQuotes system 1989 Telebroker replaces Schwab Quotes 1992 Introduces no-transaction fee Mutual Fund OneSource service 1996 Pioneers electronic brokerage – seamless stock trading on Internet 2000 Acquires Cybercorp. Enters into global financial services alliance with AOL Time Warner 2004 Acquires SoundView Technology to enhance online security and investment research services US$ 51 billion Market Capitalization US$ 0.5 million 1979 1999 US$ 1 trillion Client Assets US$ 48 million 1992 2004 More information at “Fast Company”

7 Growing Business Through Spinouts Bunsha – a Japanese Company Division Concept
Success Story Bigger is NOT better. Once a company is successful, divide it if you don’t want bureaucracy and complacency to set in. Authors and practitioners of the concept:: Kuniyasu Sakai and Hiroshi Sekiyama, Bunsha Group

8 Lessons from Jack Welch, Former CEO of GE Creating the World’s Most Competitive Enterprise
Success Story Welch’s Seven-Point Program for Management by Leadership GE Market Capitalization US$500 billion Develop a vision for the business Change the culture to achieve the vision Flatten the organization Eliminate bureaucracy Empower individuals Raise quality and efficiency Eliminate boundaries US$13 billion 1981 Jack Welch appointed as CEO of GE 2000 Jack Welch steps down as CEO of GE More information at “Jack Welch – a Corporate Change Leader”

9 Management by Leadership 25 Lessons from Jack Welch
Best practices LEAD MORE, MANAGE LESS Lead Manage less Articulate your vision Simplify Get less formal Energize others Face reality See change as an opportunity Get good ideas from everywhere Follow up BUILD A WINNING ORGANIZATION HARNESS YOUR PEOPLE Get rid of bureaucracy Eliminate boundaries Put values first Cultivate leaders Create learning culture Involve everyone Make everybody a team player Stretch Instill confidence Make business fun BUILD THE MARKET-LEADING COMPANY Be number 1 or number 2 Live quality Constantly focus on innovation Live speed Behave like a small company More information at “25 Lessons from Jack Welch”

10 Lessons from Jack Welch Be Number 1 or Number 2
Best practices "When you're number four or five in a market, when number one sneezes, you get pneumonia. When you're number one, you control your destiny. The number fours keep merging; they have difficult times. That's not the same if you're number four, and that's your only businesses. Then you have to find strategic ways to get stronger. But GE had a lot of number ones." Evolve a game plan, a business strategy "number one, number two“ Send shivers throughout your organization Exact the highest standards and make sure that everyone in your company meets those standards Look for the quantum leap Get rid of fat More information at “25 Lessons from Jack Welch”

11 Innovative Entrepreneur Coco Chanel
Success Story The clothes Coco Chanel created changed the way women looked and how they looked at themselves. Time magazine recognized Chanel as one of the 100 most influential people of the 20th century. Business Success Lessons from Coco Chanel Be different! Be daring! Be inspired! Be bold! Leave a strong impression! Communicate success! Never give up! “In order to be irreplaceable one must always be different.” Coco Chanel “How many cares one loses when one decides not to be something but to be someone.” Coco Chanel

12 10 Rules for Building a Successful Business from Sam Walton, the Founder of Wal-Mart
Best practices Sam Walton founded Wal-Mart in 1962. Today, Wal-Mart is the world’s #1 retailer. 1 Commit to your business. 2 Share your profits with all your associates, and treat them as partners. 3 Motivate your partners. 4 Communicate everything you possibly can to your partners. 5 Appreciate everything your associates do for the business. 6 Celebrate your success. 7 Listen to everyone in your company and get them talking. 8 Exceed your customer's expectations. 9 Control your expenses better than your competition. 10 Swim upstream. Set a goal and back it with a burning desire. Adapted from: “10 Rules for Building a Successful Business”, Sam Walton

13 Co-evolving With Internal and External Players
Corporate Transformation: British Petroleum From Underperforming Bureaucracy to Global Leader Success Story The overall benefit of company-wide transformation was measured in billions of dollars. As a result of corporate transformation, BP increased the value of its share price by a factor greater than 10 in a period when other companies were seeing marginal improvements in their share prices. New Entrepreneurial Business Design Co-evolving With Internal and External Players Internally, the organization co-evolves with each business unit, department and function. Externally,  the organization co-evolves with its customers and suppliers. An entrepreneurial, empowered "federation" of 100 business units. Single common strategy A knowledge network of peers across the business units

14 Lessons from Narayana Murthy, Founder of Infosys How To Create a Great Company
Best practices Infosys is a leading Indian IT Company Five Keys To Building a Great Company Number of Employees 66,000 Leadership Vision Global benchmarking Measuring to improve Shared values 5 1981 Narayana Murthy founds Infosys 2006 Narayana Murthy steps down as Chairman Two Keys To Success of Asia’s Multinationals The work ethic A spirit of family The Economist ranked Narayana Murthy 8th among the top 15 most admired global leaders (2005) More information at “Infosys: Success Story”

15 Building a Successful Business Eight Best Practices of Successful Companies
1 Manage processes, not people. Focus not on what they do, but on how they do it 2 Use techniques (like "process mapping" and "benchmarking") to achieve continuous improvement 3 Value incremental gains 4 Measure performance by customer satisfaction 5 Introduce new products faster that the competition 6 Design new products for efficient manufacture 7 Treat suppliers and customers as partners 8 Manage inventory in superior fashion Source: GE Study

16 Chapter 2: Vision and Stretch
Strategies of Market Leaders Chapter 2: Vision and Stretch 1. Visionary Growth Strategies a. Developing a High-Growth Business b. Vision and Stretch c. Competitive and Marketing Strategies 2. Winning Organization & People a. Innovative Organization and Growth Culture b. Winning Leaders and Team c. Extended Enterprise and Lean Processes 3. Relentless Innovation a. Venture Strategies b. Fast Company c. Innovation System © 2006 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, Clickable slide

17 Lessons from Jack Welch Articulate Your Vision
Best practices "Leaders inspire people with clear visions of how things can be done better." The best leader do not provide a step-by-step instruction manual for workers. The best leaders are those who come up with new idea, and articulate a vision that inspires others to act. Create and project a clear vision Articulate a few clear stretch goals for your company Make sure you have the very best people to carry your vision out. More information at “Vision, Mission, Goals”

18 Strategic Intent Focusing on Tomorrow’s Opportunities
A strategic intent is your company's vision of what it wants to achieve in the long term. Strategic Intent Strategic intent is also senior management's primary motivational tool for radical idea generation. Senior management uses strategic intent to communicate a misfit between current resources and corporate aspirations and motivate idea generation when it actively encourages the quest for new opportunities. Challenges Opportunities New Opportunity-driven Business Development Model Effective in new & unstable environment Builds on new competencies More information at “Strategic Intent”

19 BUY NOW Strategies of Market Leaders This is a demo version
By: Vadim Kotelnikov, Founder, Ten3 Business e-Coach, Sample Ten3 slide with a half-page Executive Summary This is a demo version (15 slides only, no Executive Summaries) Buy this Ten3 Mini-course 125 PowerPoint Slides + 125 half-page Executive Summaries US$ 49 only Instead of Introduction For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees. Vision Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking.  It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. Mission Statement A mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities Setting Goals The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning. Strategic Intent A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities. BUY NOW Click here to see the complete list of slides Click here to see the list of all Ten3 e-Coaching Products

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