How to Prosper Because of Your Competition

Written by Bill Dueease

If you’ve been considering your competitors as roadblocks, or hindrances, you 've been overlooking an important springboard to success. Business owners frequently consider their competition asrepparttar enemy. Many focus on "beatingrepparttar 149282 other guy" because that’s how they measure their success—just like in sports, where one side has to beatrepparttar 149283 other to win. However, by focusing on beatingrepparttar 149284 competition, you will divert yourself from your real objectives: increasing profits, gaining more time and gaining more control. Bottom line, you will succeed at these goals only by improving yourself and your business, regardless ofrepparttar 149285 competition. You can use your competition to further your own prosperity. Let’s look at how this can be done. Phase 1: Face Your Competition The first step in prospering because of competition is to identify and analyzerepparttar 149286 “Real Competition.” It’s frequently not readily apparent. Sure, your business might have new and unique products or services, but whenrepparttar 149287 needs they actually fulfill are defined, you’ll discover that many other types of products and/or services fulfill similar (if notrepparttar 149288 same) ones. The second step is to evaluate your competition thoroughly—to know more about them than they or your potential customers do. You gain considerable knowledge and power by doing this, which you will be able to use duringrepparttar 149289 next step. Phase 2: Embrace Your Competition The next step is to embrace your competition. That’s right! In fact, you want and need competition. Here are several ofrepparttar 149290 reasons why:

•Your potential customers need to compare your business and your products and/or services to someone or something in order to see and feel that your products and/or services providerepparttar 149291 best deal for them. Everything is relative, and comparison in buying is a very natural thing.

•You need your competition as a place to send unwanted customers. That is . . . a.You need to avoid and/or get relief from bad customer experiences. You quite often spend too much time, money and effort on extremely demanding, very price conscious, "unappeasable" customers, who almost always produce no profits and sometimes create losses. Even worse, they distract you from your best customers, who drift away in silence. b.You might as well let your competitors deal with these problem people and thus probably overlookrepparttar 149292 better ones—who might seek you out. c.You show strength to customers when you don’t fear competition. Many potential customers will try to threaten you and your business with "The Competition" as a negotiating tactic. Your confident understanding of your competitors and of your desirable customers will allow you to educate them torepparttar 149293 real differences. This is how you can position your business favorably.

•You need to be pushed to continually improve. Monopolies create terrible consequences. Competition creates a desire to keep getting better. By not improving, a business is not standing still—in reality it’s declining toward its demise.

Corporate Shells

Written by Joseph Quinones

A corporate shell could be liken to a house that had been occupied by a family, prior torepparttar family moving out it was a home. But now it is just shell, a skeleton a plain house with nobody in it, but if a family was to purchaserepparttar 149281 house and moves in, it becomes a home.

Similar, a corporate shell was oncerepparttar 149282 home of an operating company but oncerepparttar 149283 operating company ceases to reside there because of adverse circumstances ( bankruptcy or liquidation ) all that remains isrepparttar 149284 shell.

Buying and selling corporate shells has become big business, just a couple of years ago a corporate shell sold for approximately $150,000.00 today they go for upward of $500.000.00. Talk about inflation! The increase in price is due to increase scrutiny byrepparttar 149285 Securities and exchange commission andrepparttar 149286 demand for shell by Chinese companies seeking to become listed inrepparttar 149287 United States.

As usual when there is money to be maderepparttar 149288 vultures appear with their unscrupulous practices. In most casesrepparttar 149289 shells are own byrepparttar 149290 same operators who are also acting as consultants torepparttar 149291 companies they are helping to become public. This may be a conflict of interest but they are able to hide their ownership well withrepparttar 149292 help of securities lawyer who may also have a piece ofrepparttar 149293 shell.

The situation described above creates a huge conflict of interest thatrepparttar 149294 regulators have yet to figure out because ofrepparttar 149295 intricacy ofrepparttar 149296 many participant who work in harmony and are able to conceal their actions fromrepparttar 149297 regulators.

Ifrepparttar 149298 consultant indirectly own a shell and is trying to sell it torepparttar 149299 company that they are advising, how well is he going to represent repparttar 149300 client when it comes to price andrepparttar 149301 amount of shares that they are to Retain? And how about with assistingrepparttar 149302 company in performingrepparttar 149303 proper research onrepparttar 149304 shareholder list andrepparttar 149305 history ofrepparttar 149306 shell.

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