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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
Win in the
New Era of
Rampant Change, Knowledge Enterprise, Pervasive Globalization, and
Increasing Complexity!
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By:
Vadim Kotelnikov,
Author & Founder,
Ten3
BUSINESS e-COACH
Learn & Teach – fast!
40 PowerPoint slides
+ 40 half-page
Executive Summaries
Discover
synergies and create a unique winning business model!
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Yes!
You are in the right place!
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This site is
Ranked #1
by Google
for
"New Business Models"
out of about
600-million-wide
(!!!) competition!
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Selected buyers
of this Ten3
Mini-course:
Citigroup,
Glaxo, Goldman Sachs, Ernst & Young,
Fuji Xerox,
IBM, IMD, LG,
Motorola, NASA, Tata, Thomson, Unisys, Wrigley
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Global bestseller!
We are proud to have customers in
50+ countries:
Argentina, Australia, Bahrain, Belgium, Brazil, Canada,
Chile, China, Columbia, Denmark, Finland, France, Germany,
Greece, Kuwait, India, Indonesia, Iran, Italy, Lithuania,
Malaysia, Mexico, Netherlands, New Zealand, Norway,
Pakistan, Panama, Philippines, Poland, Oman, Qatar, Rep. of
Korea, Saudi Arabia, South Africa, Spain, Sweden,
Switzerland, Taiwan, Thailand, Trinidad and Tobago, Turkey,
UAE, Ukraine, United Kingdom, and United States, |
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Contents
1. Why New Business Models?
Business Model: Connecting Internal
Inputs to Economic Outputs
Six Components of a Business Model
(see slide)
Rapidly Changing Global Scenario
Fundamental Management Changes
Engendered by Internet
Changes That Call for New Business
Models
Intellectual Assets – the Major Value
Driver in the New Economy
(see
slide)
Knowledge-based Enterprise versus
Industrial Enterprise
Corporate Management versus Venture
Management
Top 10 Forces Behind New Business
Models
Business
Case:
Direct Model of Dell Computer Corporation
(see
slide)
2. Innovative Value
Proposition
The Best Technique to Win the Customer
Over
Business
Case: Amazon.com
The Tao of Value
Innovation
Customer Intimacy: the Three Routes
(see
slide)
3. Innovative
Market Segmentation
The Normal Curve of New Concept
Adoption
(see
slide)
Psychographic Classification of
Customers
Differentiating with Different Types of
People
Business Case: Segmentation by Customer by Dell
Computers
4. Innovative Value
Creation Structures
State-of-the-Art Value Chain
(see
slide)
Extended Enterprise
Core Competencies
Virtual Integration
Shift from Functional to
Cross-functional Paradigm
(see
slide)
Employee Empowerment
(see
slide)
Strategic Alliances
(see
slide)
Customer Partnership
(see
slide)
5. Innovative
Revenue Models
Business
Case: Xerox Corporation
Utilizing Intellectual Property by
Small Technology Businesses
Customer Training: Traditional and New
Business Models
Business Models on the Web: Nine Basic
Categories
6. Innovative Competitive
Strategies
Four Types of Marketing War Fare
Sustainable Competitive Advantage
(see
slide)
Entrepreneurial Organization
Differentiation Strategies
7. Innovative Growth Strategies
Managing Your Venture at Different
Growth Stages
Strategy Pyramid (old)
versus Strategy Stretch (new)
Achieving Top-line Growth and
Bottom-line Results
Business
Case: Thermo Electron Corporation
(see
slide)
Business Case: Bunsha - a Japanese Company
Division Concept
Fast Company |
Sample Ten3 SMART Lesson
(Slide + Executive Summary)

Six Components of the
Business Model
According to Henry
Chesbrough and Richard S. Rosenbloom
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Value Proposition - a
description of the customer problem, the solution that addresses
the problem, and the value of this solution from the customer's
perspective.
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Market Segment - the
group to target, recognizing that different market segments have
different needs. Sometimes the potential of an innovation is
unlocked only when a different market segment is targeted.
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Value Chain Structure
- the firm's position and activities in the value chain and how
the firm will capture part of the value that it creates in the
chain.
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Revenue Generation and
Margins - how revenue is generated (sales, leasing,
subscription, support, etc.), the cost structure, and target
profit margins.
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Position in the Value Network
- identification of competitors, complementors, and any network
effects that can be utilized to deliver more value to the
customer.
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Competitive Strategy
- how the company will attempt to develop a sustainable
competitive advantage and use it to improve the enterprise's
competitive position in the market.
Business Model vs.
Revenue Model
A Business Model is the umbrella term
used to describe the method – position in the value chain, customer
selection, products, pricing – of doing business.
A Revenue Model lays-out the process by
which a company actually makes money by specifying how it is going
to charge for the services provided.
New Business Models
Traditional corporations are
overstructured, overcontrolled, and overmanaged, but underled.
Today, top managers should rather concentrate of that handful of
real managerial leadership tasks that will bring success in the
future. Thus, a new business model is emerging, a model where most
of key missions of the organization are distributed to the myriad
individual pieces and unity comes from the vigor of people and the
free flow of knowledge.
... and
much, much more! |


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Usage for teaching purposes:
The presentation can be used on a single computer as often as you wish with
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