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Ten3 Business e-Coach
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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
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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
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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Shortening life cycle of products and services: “If you understand the technology, it is obsolete”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
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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 1000ventures.com: “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 1000ventures.com: “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 1000ventures.com: “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
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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 1000ventures.com: “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 1000ventures.com: “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 1000ventures.com: “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
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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
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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
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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 1000ventures.com: “Infosys: Success Story”

15. Building a Successful Business Eight Best Practices of Successful Companies1
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
1000ventures.com

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 1000ventures.com: “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
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More information at 1000ventures.com: “Strategic Intent”

19. BUY NOW Strategies of Market Leaders This is a demo version
By: Vadim Kotelnikov, Founder, Ten3 Business e-Coach, 1000ventures.com
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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.
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