Build and lead a high-growth start-up venture! 

100 PowerPoint Slides + 100 half-page Executive Summaries

Learn – fast! – and make powerful presentations!

Вy: Vadim Kotelnikov

Vadim Kotelnikov, author of Ten3 Mini-course VENTUREPRENEUR

Author and Founder

Ten3 Business e-Coach

The World's #1

in Business e-Coaching –

Your unique source of inspiration, innovation and unlimited growth!

Balanced Business System Innovation System Sustainable Corporate Growth Fast Company Differentiation Strategies Competitive Strategies 25 Lessons from Jack Welch: Cultivate Leaders Employee Empowerment Diversification Strategies Injecting Relentless Growth Attitude High-Growth Business Development: Maturity Stage High-Growth Business Development: Expansion Stage High-Growth Business Development: Growth High-Growth Business Development: Inception Stage Retaining Customers Differentiation Strategy Venture Planning Sustainable Competitive Advantage Business Plan for High-Growth Start-ups Rolling Out Brand Management Venture Management Ten3 Business e-Coach: why, what, and how Business Model Management Team Raising Venture Capital Coaching Corporate Leader Managing Business Through Different Growth Stages Venture Management - High-Growth Business development Roadmap


SMART Learning – Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered


 Contents (100 Slides + 100 Executive Summaries)  


1. High-Growth Business Development Strategies

Three Types of Start-Up Firms

Start-Up Business Success: 10 Steps

High-Growth Business Development Roadmap

Case in Point: Dell Inc.

Developing the Fast-paced Flexible Culture

Building a Team Culture

Entrepreneurial Strategies and Skills

Start-Up Capital Formation Process

5 Key Risks Critical to Survival of New Companies

Small Business Failures: Main Reasons

Building Management Team

12 Reasons Why Companies Fail

What Is More Important: Plan or Planning?

10 Common Mistakes Made by Small Business Owners

Entrepreneurial Success: Crating the Right Fit

5 Critical Success Factors for New Ventures

DOs and DON'Ts of a Successful Innovator

Building a Growing Company: 10 Commandments

2. Creating a Winning Business Model

Business Model: Connecting Internal Inputs to Economic Outputs

7 Elements of a Business Model

Success Story:

Customer Value Proposition

Designing Your Core Marketing Message (CMM)

System Approach to Marketing and Selling

Market Development Trend

Marketing Your High-Growth Start-Up Venture: 4 1/2 Issues

Brand Building and Product Marketing

Buzz Marketing

Extended Enterprise

Core Competencies

Customer Partnership

Strategic Alliances

Innovative Revenue Models

Competitive Strategies

3 Generic Business Strategies

Differentiation Strategy: Three Parts and Four Steps

Weak and Strong Differentiation Strategies

Strategic Brand Management

4 Types of Marketing Warfare

Barriers to Market Entry

SWOT Analysis

Sustainable Competitive Advantage: 5 Criteria

Sustainable Competitive Advantage: Resource-based View

Competitive Advantage: Synergy of Capabilities

3. New-to-the-World Product Development

Product Innovation: New Product Types

Radical Innovation

Managing Innovation vs. Managing Operation

Loose-Tight Leadership

Keys to Successful Market Learning

A Different Role of Prototyping

Utilizing Intellectual Property by Small Technology Businesses

Fast Company

Launching a Crusade

Establishing Corporate Guiding Principles

Owning Your Competitive Advantage

Keeping Eyes Open for Inspiration

4. Venture Financing

Venture Financing Chain

A Financial Chronology of

Milestone-based Operations and Funding

Selecting Type of Finance: Debt or Equity?

VC-funded High-Tech Start-Ups: Probability of Success

Venture Capital Funding Stages

Main Differences Between Business Angels and VC Firms

Key Documentation To Be Prepared

An Outline of Venture Presentation to Investors

Start-Up Business Plan

Investment Opportunity Selection by Investors

5. Entrepreneurial Leadership

Entrepreneur: Ten Key Action Roles

Above All, Leadership Is About...

Corporate Management vs. Venture Management

Entrepreneurial Leaders: Building Attributes and Delivering Results

Talent, Temperament and Technique Synergy

Specific Attributes of Entrepreneurial Leaders

Setting Effective Goals

80/20 Strategic Thinking

Turning Failures into Opportunities

Inspirational Leadership: 10 Roles

Dream Team

Keys To Team Success

Energizing People

6. Psychology of Achievement

10 Differences Between a Winner and a Looser

Secrets of Self-Made Millionaires

Technology of Achievement: Capabilities x Attitude x Opportunities

Achieving Your Goals: 4 Attitudes x 4 Steps

The Power of Passion

Creating Inevitable Success

Take Action

There Is No Failure – Only Feedback

The Power of Attitude


The Role of Your People Skills

Win-Win Mindset

The Tao of Influencing People

How To Make Effective Presentations

7. Entrepreneurial Creativity

Entrepreneurial Creativity: 4 Intertwined Pillars

Entrepreneurial Creativity: 5 Action Areas

Two Qualities and Skill Requirements

Be Different and Make a Difference!

Creative Problem Solving (CPS)

The Tao of Value Innovation

 Sample Ten3 SMART Lessons (Slide + Executive Summary)


The Five Critical Success Factors for New Ventures (By: Peter Drucker)

  1. A focus on the market

  2. Financial foresight, especially in planning for cashflow and capital needs ahead

  3. Building a top management team long before the new venture actually needs one and long before it can actually afford one

  4. A decision by the founding entrepreneur in respect of his or her own  role, area of work, and relationship

  5. For in-company ventures in an established business, insulating the new venture

Building Management Team

The core team should be picked very carefully because its business and interpersonal style becomes the foundation of the company's culture and grows the value system. They should have an impressive track record, skills, and depth of experience in the areas most important to the sustainable competitive advantage of the company. Don't settle for a few average employees – "if you want a track team to win the high jump, you find one person who can jump seven feet, not seven people who can jump one foot."

When building your management team, remember also that top-quality people often emerge from bankruptcies. Prior bankruptcy experience is valuable – failure has its rewards. It is often better to hire a leader who learned from mistakes than it is to hire someone who was just lucky.

You would also need to learn how to manage less and lead more through decentralizing, organizing groups and delegating responsibilities. Learning to distinguish between the core activities, that cannot be delegated, from non-core activities, that must be delegated, is what often separates successful entrepreneurs from business failures.

The core activities that must be performed by the entrepreneur – because no one else can perform them as well as the company founder – are those that give the company its competitive advantage over other companies in the industry.


Take a Different View

It was by taking a different view of a traditional business that major innovations were achieved. To find a better creative solution to the current practice, force yourself to reframe the problem, to break down its components and assemble them in a different way.

Combining the Unusual

The vast majority of new ideas are not original but derived from something else. Most great ideas are really combinations of other ideas. When asked about the secrets of his success, Henry Ford answered, "The simple secret of my genius is that I created something new out of the ideas and inventions of others."

Driving Radical Innovation

Adapted from “Radical Innovation,” Harvard Business School

"Here is the paradox: You need a great team of people with diverse skills to perform a symphony well, but no team has ever written a great symphony!“ While cross-functional teams are key players in driving incremental innovation projects, cross-functional disruptive individuals tend to be key players in defining radical innovation projects. Individuals who are likely to excel in a radical innovation project, besides having superior technical capabilities, should be goal-oriented, broadly educated, creative, extremely bright, not afraid to be different, integrative, flexible, passionate, entrepreneurial, aggressive, eager to learn business, able to take risks, and inquisitive.

Three Self-Motivational Competencies of Outstanding Performers

1. Achievement Drive: Challenging assumptions and strive to improve standards of excellence.
2. Commitment: Embracing the organization's or groups vision and goals.
3. Initiative and Optimism: Twin competencies that mobilize people to seize opportunities and allow them to take setbacks and obstacles in stride.

Entrepreneurial Action

Entrepreneur is a person who habitually creates and innovates to build something of recognized value around perceived opportunities. He starts from scratch and brings into being something that was not there before. Entrepreneurship is first and foremost a mindset. It is the art of finding and developing profitable solutions to problems – fast!

Venture Financing Bootstrapping Business Angels Venture Capital Firms Venture Investing Dealing With Banks Venture Funding Stages


And much more!



Build and lead

a high-growth start-up venture!



Learn & Teach – Fast!   Instant download!



"I want to thank you for creating such a wonderful tool. I am entrepreneur myself who is trying to help out other entrepreneurs." – Bryan Kress, USA 


"I am an entrepreneur and have recently started up my own business.  I have been implementing the principles learned from your “Smart & Fast Entrepreneur” series of e-coaching modules, and have found them to be revolutionary in my own life."  – Trevor Hartley, South Africa