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Ten3
Business e-Coach
– Your 360
Achievement Catalyst!
Unique source
of
unlimited inspiration,
innovation and growth! |
 We invented
inspirational Business e-Coaching in 2001
Today, we have customers in 100+ countries! |
Our selected
customers:
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Ten3 Mini-Course
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Business Success
Strategies |
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Discover synergies and create unique
winning business combinations!
By
Vadim
Kotelnikov, Author & Founder,
Ten3 BUSINESS e-COACH
Learn & Teach – fast!
40 PowerPoint slides
+ 40 half-page Executive Summaries
+ License
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Selected customers of this Ten3 Mini-course are:
Lufthansa, Nokia,
Scientific Certification Systems, and
Union Bank of Switzerland (UBS)
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Contents
(40 Slides + 40 Half-page Exective Summaries)
1. General Strategies
Three Hierarchical Levels of Strategy
Business Innovation and Growth Strategies
Three Generic Business Strategies
Business-level Strategies: Four Categories of Business Tactics
Competitive Strategies: Survival vs. Market Leadership
Sustainable Competitive Advantage
SWOT Analysis
Balanced Approach to Business Systems
10 Rules for Building a Successful Business
Service-Profit Chain
The Tao of Customer Value Creation
80/20 Principle
2. Specific Strategies
Start-Up Ventures
Entrepreneur - 10 Key Action Roles
Entrepreneurial Success - Creating the Right Fit
Business Model:
The Six Components
10 Mistakes Small Business Owners Need To Avoid
10 Steps To Start-up Business Success
Start-Up Business Plan
10 Invention Secrets - The Roadmap To Successful Inventing
Key Stages of Start-Up Business
Small Businesses
Small Business Failures: Main Reasons
10 Deadly Small Business Mistakes
Seven Simple Steps To Small Business Success
9 Super-Slick Secrets To Boost Your Small Business Performance
Rapid Growth Businesses
Managing Your Business at Different Growth Stages
Strategic Achievement
Characteristics of the Most Successful Companies
Attributes of Successful Innovation in Silicon Valley
Moving with Speed
Case in Point: Dell Computer Corporation
Sustainable Growth Business
Sustainable Growth Strategies
Achieving Top-line Growth and Bottom-line Results
25 Lessons from Jack Welch
Bunsha - A Japanese Spin-off Concept for Successful
Business Growth
Sustainable Innovation Organization: Six Components
The 7-Ss Framework for Analyzing Organizations
Employee Empowerment
10 Steps To Develop Entrepreneurial Staff
The Tao of Business Success |
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. |
The Ten
Schools
Ten deeply
embedded, though narrow, concepts typically
dominate current thinking on strategy. While
academics and consultants keep focusing on these
narrow perspectives, business managers should
strive to see the wider picture. Some of
strategic management's greatest failings, in
fact, occurred when one of these concepts was
taken too seriously.
The Design
School: The original view sees strategy
formation as achieving the essential fit between
internal strengths and weaknesses and external
threats and opportunities.
The Planning
School reflects most of the design school's
assumptions except a rather significant one:
that the process was not just cerebral but
formal. To meet the new challenges, this process
should be redesigned to support real-time
strategy making and to encourage 'creative
accidents'.
The Positioning
School: In this view, strategy reduces to
generic positions selected through formalized
analysis of industry situations. Hence, planners
became analysts.
The
Entrepreneurial School: Much like the design
school, the entrepreneurial school centered the
process on the chief executive, but unlike the
design school, and in contrast to the planning
school, it rooted that process in the mysteries
of intuition.
The Cognitive
School adopted a more subjective view of the
strategy process: that cognition is used to
construct strategies as creative
interpretations, rather than simply to map
reality.
The Learning
School: Of all the described schools, the
learning school became a veritable wave and
challenged the omnipresent prescriptive schools.
In this view, strategies are emergent,
strategists can be found throughout the
organization, and so-called formulation and
implementation intertwine.
The Power
School: This school focuses on strategy
making rooted in power, in two senses. Micro
power sees the development of strategies within
the organization as essentially political. Macro
power takes the organization as an entity that
uses its power over others.
The Cultural
School: As opposite to the power school that
focuses on self-interest and fragmentation, the
cultural school focuses on common interest and
integration. Strategy formation is viewed as a
social process rooted in culture. Strategic
advantage can be the product of unique and
difficult-to-imitate cultural factors.
The
Environmental School throws the light on the
demands of the environment and considers what
responses are expected of organizations that
face particular environmental conditions.
The
Configuration School sees organization as
configuration - coherent clusters of behaviors
and characteristics - and so serves as one way
to integrate the claims of the other schools.
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#1 |
This e-course is
Ranked #1
by Google
for "Business Success Strategies"
Yes,
it's
not just a "Top 100" site
among
55 million (!!!) others writing about this
subject.
It's #1 !!!
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Global bestseller!
We are proud to have customers in
16
countries:
United States (45% of the total), Australia, China, Germany, Iceland, India,
Netherlands, New Zealand,
Philippines, Puerto Rico, Republic
of Korea, Singapore, South Africa, Switzerland, and United
Kingdom. |
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Buy now
and download immediately!
US$19
Option 2:
Buy through Regnow and download immediately
View a sample slide |
Usage for teaching purposes:
The presentation can be used on a single computer as often as you wish with
any individual or group.
Payment
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