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: 

3M, ABB, Adidas, Alcatel, American Express, Bayer, Boeing, British American Tobacco, BP, Canon, Cisco, Citigroup, Colgate, Corning, Deloitte, Ernst & Young, Fujitsu-Siemens, GE, Goldman Sachs, HP, Hitachi, Huyndai, IBM, Intel, Johnson & Johnson, JP Morgan Chase, KPMG, Lufthansa, Microsoft, Motorola, Nokia, Oracle, Samsung, Shell, Sony, United Bank of Switzerland

 

Ten3 Mini-Course

 

       Business Success Strategies

 

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

Selected customers of this Ten3 Mini-course are:

 Lufthansa, Nokia, Scientific Certification Systems,  and Union Bank of Switzerland (UBS)

 

 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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We invented Business e-Coaching in 2001

Today, we have customers in 100+ countries!

Our customers:

3M, ABB, Adidas, Alcatel, American Express, Bayer, Boeing, British American Tobacco, BP, Canon, Cisco, Citigroup, Colgate, Corning, Deloitte, Ernst & Young, Fujitsu-Siemens, GE, Goldman Sachs, HP, Hitachi, Huyndai, IBM, Intel, Johnson & Johnson, JP Morgan Chase, KPMG, Lufthansa, Microsoft, Motorola, Nokia, Oracle, Renault, Samsung, Shell, Siemens, Sony, United Bank of Switzerland

Ten3 Mini-courses: SMART & FAST sets Full version of Ten3 Business e-Coach Ten3 Business e-Coach (home page)

Ten3 Business e-Coach

Inventor, Author & Founder Vadim Kotelnikov

Vadim Kotelnikov, GIVIS