In the beginning

• 1. In The BeginningStrategic Source SolutionsA StanfordTechnology Entrepreneur Team Spring 2012

2. We Are Strategic Source Solutions 3. How to find a good idea and do something with it. Linus Pauling famously said:The best way to have a good idea is to have lots of ideas. 4. We Are Strategic Source Solutions 5. Our VisionSharing client risk to expand and grow businesses beyond historic markets. 6. Eric FrommCreativity requires the courage to let go of uncertainties. 7. Shifting the Balance of Economic Power Emerging markets are shifting the balance of economic power and formultinationals a business as usual approach will no longer suffice.The last decade has shown a disruption in the nature of consumer markets on anunprecedented scale.Adding to the complexity, these high-growth markets are often distinct from one another in terms of the speed of the markets, the drivers of demand, andconsumer preferences, and the regulatory and investment climate. 8. The world in 2012Problems ChallengesOpportunities 9. Building A FutureThe world is not adjusting well to the challenges of creating a global village 10. LEARNINGLearn everything you can about the situation and the people in it. Who are the people involved and what motivates them? What are the most salient elements of the situation? Why is the situation the way it is? 11. CREATINGBased on what you learned from understanding the situation and the people involved in it, what would it "look" like for that problem to be solved or the opportunity to be fully engaged?What are some possible ways to achieve the ideal situation? Of the ways available, which seems to be the best? 12. DOINGTranslate your best solution into a set of definable goals that can be measured. Create a specific plan for achieving those goals: Identify the people you need to help you and how you will get them involved. Identify the resources you need Develop a plan for letting people know what you are doing. Develop a timeline with milestone 13. ADAPTING What worked and did not work in the prototype OR in the plan thus far? What needs to be changed or enhanced? What are the best next steps to implement necessary adjustments? 14. Customer FocusWe share client risks whilst providing high value services. 15. Polarization of Segments in Developed MarketsThe value proposition of mid-range products is less and less attractive, due to thefact that their quality is not a differentiator any more. Consumers are happy withgood enough quality products at attractive prices. 16. Branding and Innovation Brands are built on many components, but a key element of brand strategy is innovation.Innovation is the bloodstream of a great brand.If you dont innovate you run the risk of being quickly perceived as dusty and the competition will leapfrog you. 17. Challenges from New Global Players The worlds center of economic gravity is shifting from developed markets toemerging ones, and in the next 5-10 years, we will see many more global brandscoming from fast-growing economies. 18. Social Media and The Digital ConsumerMany companies are struggling to understand and exploit social media.A related challenge is how to reach digital consumers most effectively as mobile applications become more sophisticated and widespread. 19. Balance Local Autonomy With the Need to Achieve Global Scaleand Standardization Does it make sense to have a headquarters any more?Where should the talent that runs the company come from? 20. Decision RightsShould be pushed down into the organization and the center should involve itself only in critical enterprise-level decisions such as portfolio strategy, capital allocation, and global brand management. 21. Organizational Structure is the Software that Runs On ItThe set of decision rights, management processes, and control mechanisms thatbrings the structure to life and determines its overall effectiveness. 22. TransparencyIncreased decentralization also requires greater transparency and newmechanisms to ensure accountability and manage risk.Companies need to adopt disciplined and coordinated decision-making and performance management processes. 23. Talent Issue The talent issue for global enterprises starts at the top.Starting with the board and senior executives, global companies need to forge more diverse management teams able to understand the opportunities and thechallenges the business faces in its current and future markets.Continued focus on differentiating the companys approach to markets by segmenting its talent pools, improving managerscapabilities, behavior, effectiveness, and accountability; taking a holistic approach to human capital programs and building engagement. 24. Mastery In most fields mastery occurs through stages.It proceeds from ignorance to awareness that the topic itself is one of value and perhaps even importance. This launches a quest to understand what it means.As you search, gather more information, and test your initial ideas, you developgreater expertise, gaining confidence while at the same time discovering thatadditional layers of nuances and depth await you. While the journey may never reach a definitive end point, your capabilities willincrease and your results will reflect this progress. 25. Strategic Source SolutionsSeeking ways to engage and share client risks to build and expand business. 26. You are important to us.For further information please contact us at: [email protected]