demo_MARKET_LEADER_Ten3_Minicourse

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Strategies of Market Leaders 125 PowerPoint Slides + 125 Half-page Executive Summaries By Vadim Kotelnikov Inventor, Author, and Founder Ten3 Business e-Coach www.1000ventures.com Version: 2007 Ten3 SMART Mini-course: Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered Ten3 Business e-Coach The world’s leading source of inspiration, innovation, and unlimited growth! We help you change the World! Winning Organization Growth Strategies Relentless Innovation Free demo version

Chapter 1: Success Rules and Case Studies : 

© 2007 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com Strategies of Market Leaders Chapter 1: Success Rules and Case Studies a. Developing a High-Growth Business c. Competitive and Marketing Strategies b. Vision and Stretch a. Venture Strategies b. Fast Company a. Innovative Organization and Growth Culture b. Winning Leaders and Team c. Innovation System c. Extended Enterprise and Lean Processes 1. Visionary Growth Strategies 2. Winning Organization & People 3. Relentless Innovation Clickable slide To view / print slides with Executive Summaries, view / print the file as Note Pages

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New EconomyRapidly Changing Global Scenario Shortening life cycle of products and services: “If you understand the technology, it is obsolete” Customer-driven economy: Customers now aggressively seek alternatives, compare offers, and hold out for the best option.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 1000ventures.com

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Technology of AchievementBe Different and Make a Difference! "If you want to succeed, you have to forge new paths and avoid borrowed ones." – John Rockefeller More information at 1000ventures.com: “Be Different!”

New Business ModelsDirect Model of Dell Computer Corporation : 

New Business ModelsDirect Model of Dell Computer Corporation 1984 2004 Revenue $ billion 1998 2002 Worldwide Growth in Product Shipments Dell Industry Disdain inventory Always listen to the customer Never sell indirect The Three Golden Dell Rules More information at 1000ventures.com: “Dell Corporation: Success Story” Success Story 50 40 30 20 10 0 400% 300% 200% 100% 0%

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Fast Company Charles Schwab, A Financial Services Firm US$ 0.5 million US$ 51 billion Market Capitalization US$ 48 million US$ 1 trillion Client Assets 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 Success Story More information at 1000ventures.com: “Fast Company” 1979 1999 1992 2004

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Growing Business Through SpinoutsBunsha – a Japanese Company Division Concept 1000ventures.com 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 Success Story

Lessons from Jack Welch, Former CEO of GE Creating the World’s Most Competitive Enterprise : 

Lessons from Jack Welch, Former CEO of GE Creating the World’s Most Competitive Enterprise GE Market Capitalization US$13 billion US$500 billion 2000 Jack Welch steps down as CEO of GE 1981 Jack Welch appointed as CEO of GE 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 Welch’s Seven-Point Program for Management by Leadership More information at 1000ventures.com: “Jack Welch – a Corporate Change Leader” Success Story

Management by Leadership25 Lessons from Jack Welch : 

Management by Leadership25 Lessons from Jack Welch LEAD MORE, MANAGE LESS Lead Manage less Articulate your vision Simplify Get less formal BUILD A WINNING ORGANIZATION Get rid of bureaucracy Eliminate boundaries Put values first Cultivate leaders Create learning culture HARNESS YOUR PEOPLE Involve everyone Make everybody a team player Stretch Instill confidence Make business fun BUILD THE MARKET-LEADING COMPANY Live speed Behave like a small company Energize others Face reality See change as an opportunity Get good ideas from everywhere Follow up Be number 1 or number 2 Live quality Constantly focus on innovation More information at 1000ventures.com: “25 Lessons from Jack Welch” Best practices

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"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 Lessons from Jack WelchBe Number 1 or Number 2 More information at 1000ventures.com: “25 Lessons from Jack Welch” Best practices

Innovative EntrepreneurCoco Chanel : 

Innovative EntrepreneurCoco Chanel 1000ventures.com 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! “How many cares one loses when one decides not to be something but to be someone.” Coco Chanel “In order to be irreplaceable one must always be different.” Coco Chanel

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10 Rules for Building a Successful Business from Sam Walton, the Founder of Wal-Mart 1000ventures.com Adapted from: “10 Rules for Building a Successful Business”, Sam Walton Best practices Sam Walton founded Wal-Mart in 1962. Today, Wal-Mart is the world’s #1 retailer.

Corporate Transformation: British PetroleumFrom Underperforming Bureaucracy to Global Leader : 

Corporate Transformation: British PetroleumFrom Underperforming Bureaucracy to Global Leader 1000ventures.com 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. The overall benefit of company-wide transformation was measured in billions of dollars. An entrepreneurial, empowered "federation" of 100 business units. Single common strategy A knowledge network of peers across the business units New Entrepreneurial Business Design Success Story

Lessons from Narayana Murthy, Founder of Infosys How To Create a Great Company : 

Lessons from Narayana Murthy, Founder of Infosys How To Create a Great Company Number of Employees 5 66,000 2006 Narayana Murthy steps down as Chairman 1981 Narayana Murthy founds Infosys Leadership Vision Global benchmarking Measuring to improve Shared values Five Keys To Building a Great Company Infosys is a leading Indian IT Company The Economist ranked Narayana Murthy 8th among the top 15 most admired global leaders (2005) Best practices The work ethic A spirit of family Two Keys To Success of Asia’s Multinationals More information at 1000ventures.com: “Infosys: Success Story”

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Building a Successful BusinessEight Best Practices of Successful Companies 1000ventures.com Source: GE Study Best practices

Chapter 2: Vision and Stretch : 

© 2006 Vadim Kotelnikov, Founder, Ten3 Business e-Coach, www.1000ventures.com Chapter 2: Vision and Stretch a. Developing a High-Growth Business c. Competitive and Marketing Strategies b. Vision and Stretch a. Venture Strategies b. Fast Company b. Winning Leaders and Team c. Innovation System c. Extended Enterprise and Lean Processes a. Innovative Organization and Growth Culture Clickable slide Strategies of Market Leaders 1. Visionary Growth Strategies 2. Winning Organization & People 3. Relentless Innovation

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"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 1000ventures.com: “Vision, Mission, Goals” Lessons from Jack WelchArticulate Your Vision Best practices

Strategic IntentFocusing on Tomorrow’s Opportunities : 

Strategic IntentFocusing on Tomorrow’s Opportunities 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. A strategic intent is your company's vision of what it wants to achieve in the long term. 1000ventures.com New Opportunity-driven Business Development Model Effective in new & unstable environment Builds on new competencies Strategic Intent Opportunities Challenges More information at 1000ventures.com: “Strategic Intent”

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BUY NOW By: Vadim Kotelnikov, Founder, Ten3 Business e-Coach, 1000ventures.com Strategies of Market Leaders 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. Sample Ten3 slide with a half-page Executive Summary This is a demo version (15 slides only, no Executive Summaries) Click here to see the list of all Ten3 e-Coaching Products Click here to see the complete list of slides 1000ventures.com