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Think Differently: Creating Sustainable Business Value
- 1. Think Differently ADVANTAGE c o n s o r t i u m
- 2. Advantages Define the Ages Bronze Age Agriculture Age Stone Age
- 3. Doctor at 3:00pm Pick up Milk Think Differently Competitive Advantages Become Commoditized Information Age Conceptual Age Industrial Age
- 4. Doctor at 3:00pm Pick up Milk Think Differently How Will You Think About Your Business Differently? Information Age Conceptual Age Industrial Age
- 5. Three You Know Who Have Thought Differently Doctor at 3:00pm Pick up Milk Think Differently Conceptual Age
- 6. Three You Don’t Know Who Have Thought Differently “Leveraged Know-How” Doctor at 3:00pm Pick up Milk Think Differently Conceptual Age
- 7. How You Can Start Thinking Differently 1 3 2 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS
- 8. Intangible Assets = Intellectual Capital Tangible Intangible 1 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS
- 9. Intangible Assets = Intellectual Capital 20% Intangible Tangible Physical Financial Equity Liabilities Balance Sheet 1 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS
- 10. Intangible Assets = Intellectual Capital Intellectual Capital Investment Equity 80% 20% Physical Financial Equity Liabilities Balance Sheet Tangible Intangible 1 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS
- 11. Intangible Assets = Intellectual Capital 20% Investment Equity Physical Financial Equity Liabilities Intellectual Capital 1 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS
- 12. Serving Market Niches Eliminates Competition 1 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS 2
- 13. Innovative Ways of Connecting Know-how to the Market 1 INTELLECTUAL CAPITAL ARBITRAGE STRATEGIES TARGET MARKETS 2 3
- 14. Thinking Differently Produces Unthinkable Results 1 INTELLECTUAL CAPITAL Inventory and Assess 3 ARBITRAGE STRATEGIES Re-conceptualize 2 TARGET MARKETS Niche and Segment OWN CONTROL SERVE & DELIVER
- 15. Think Differently ADVANTAGE c o n s o r t i u m
Hinweis der Redaktion
- 7 min 3 for the price of 1 Point B: They are going to Learn and We want feedback CEO’s recognize the need to run their businesses differently, however they have the same tools and technics they’ve always used The three of us have been energized by the possibilities of brining these changes to people like yourselves Capitalize on Your Advantage Turning Discover Your Advantage Doing Business Differently
- In the past people re-engineer, today it’s about re-inventing What means to you is, doing business different. How you might ask? Traditionally you identify you skills and capabilities, such as SWOT strengths and opportunities, develop strategies to go to market and then find yourself trying to differentiate in a highly competitive market. What we want to share with you today is a three step process around discovering your intellectual capital, mapping market niches, using arbitrage strategies. Reconceptualzing: discover your intellectual capital, map your market niches, and use arbitrage strategies to control vs own the supply chain So let’s first start by defining the assets of your enterprise…
- In the past people re-engineer, today it’s about re-inventing What means to you is, doing business different. How you might ask? Traditionally you identify you skills and capabilities, such as SWOT strengths and opportunities, develop strategies to go to market and then find yourself trying to differentiate in a highly competitive market. What we want to share with you today is a three step process around discovering your intellectual capital, mapping market niches, using arbitrage strategies. Reconceptualzing: discover your intellectual capital, map your market niches, and use arbitrage strategies to control vs own the supply chain So let’s first start by defining the assets of your enterprise…
- In the past people re-engineer, today it’s about re-inventing What means to you is, doing business different. How you might ask? Traditionally you identify you skills and capabilities, such as SWOT strengths and opportunities, develop strategies to go to market and then find yourself trying to differentiate in a highly competitive market. What we want to share with you today is a three step process around discovering your intellectual capital, mapping market niches, using arbitrage strategies. Reconceptualzing: discover your intellectual capital, map your market niches, and use arbitrage strategies to control vs own the supply chain So let’s first start by defining the assets of your enterprise…
- Google: In 2009 earned 28% profit Apple: 100 Fastest Growing Company list for 4th Years in a Row Netflix: 3Q Net Up 26%; 4Q Sales View Raised In the past people re-engineer, today it’s about re-inventing What means to you is, doing business different. How you might ask? Traditionally you identify you skills and capabilities, such as SWOT strengths and opportunities, develop strategies to go to market and then find yourself trying to differentiate in a highly competitive market. What we want to share with you today is a three step process around discovering your intellectual capital, mapping market niches, using arbitrage strategies. Reconceptualzing: discover your intellectual capital, map your market niches, and use arbitrage strategies to control vs own the supply chain So let’s first start by defining the assets of your enterprise…
- Hipflops: From idea to $100k per month within 6 months Screw Machine Products: 450% change in net Income from the Revenue American Pipe Insulation: 1) $200k Bonuses and $1.5m for the Owner and 2) Sold 15% below market pricing, yielding 60% margins In the past people re-engineer, today it’s about re-inventing What means to you is, doing business different. How you might ask? Traditionally you identify you skills and capabilities, such as SWOT strengths and opportunities, develop strategies to go to market and then find yourself trying to differentiate in a highly competitive market. What we want to share with you today is a three step process around discovering your intellectual capital, mapping market niches, using arbitrage strategies. Reconceptualzing: discover your intellectual capital, map your market niches, and use arbitrage strategies to control vs own the supply chain So let’s first start by defining the assets of your enterprise…
- What we mean by 132 is allow you to discover, map, and use those elements that you should own and those that you should control. Applying strategy not to define a market to serve a market already defined. We teach you to own you IC and control the delivery to customers through vendors We map and define a market and then find arbitrage strategies that control, not own the supply chain Let’s start by talking disover your intlltual Caplitla
- Business Enterprise consists of tangible assetss and intangible assets
- Traditionally you find tangible assets on balances sheet, they represent about 20% of the total valuation The other 80% are from assets that are not typically recognized because they don’t occur on the balance sheet\ These are the intangible assets
- Intangible assets are intellectual capital Intellectual capital is can be referred to as Invisible or latent Equity Intellectual Capital can be subdivide into three groups Human Capital Structural Capital Relational Capital Human Capital is the know-how or your people in your organization Structural capital is organizational systems and processes including intellectual property Relational Capital is all external relationships including vendors and customers “Source it” By systhezing and leveraging IC, converts intanbild assets to tanbile assets.
- Do you want to invest in your Intellectual Capital? How would you go about doing that? Attainex Consulting .pdf Making an investment in IC converts that IC into tangible assets that yield increased equity and valuation A samll investment in harvesting IC yeilds a substantially higher return on equity and valuation ***20% yields an 80% ROI on equity and valuation
- Do you want to invest in your Intellectual Capital? How would you go about doing that? Attainex Consulting .pdf Making an investment in IC converts that IC into tangible assets that yield increased equity and valuation A samll investment in harvesting IC yeilds a substantially higher return on equity and valuation ***20% yields an 80% ROI on equity and valuation
- Do you want to invest in your Intellectual Capital? How would you go about doing that? Attainex Consulting .pdf Making an investment in IC converts that IC into tangible assets that yield increased equity and valuation A samll investment in harvesting IC yeilds a substantially higher return on equity and valuation ***20% yields an 80% ROI on equity and valuation
- What we mean by 132 is allow you to discover, map, and use those elements that you should own and those that you should control. Applying strategy not to define a market to serve a market already defined. We teach you to own you IC and control the delivery to customers through vendors We map and define a market and then find arbitrage strategies that control, not own the supply chain Let’s start by talking disover your intlltual Caplitla
- 3 for the price of 1 Point B: They are going to Learn and We want feedback CEO’s recognize the need to run their businesses differently, however they have the same tools and technics they’ve always used The three of us have been energized by the possibilities of brining these changes to people like yourselves Capitalize on Your Advantage Turning Discover Your Advantage Doing Business Differently