The document discusses how businesses can think differently by leveraging intellectual capital and arbitraging strategies. It suggests targeting niche markets and serving them in innovative ways to eliminate competition. Thinking differently about intellectual capital, strategies, and markets can produce unthinkable results for businesses.
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