Cómo aumentar o potenciar el capital social

Ok so maybe you've thought of this already, but the reality is less than 10% of entreprenuers get products licensed. According to the USPTO 2009 report, about 2% of inventors succeed in licensing inventions. Licensing is great if you have the right approach. Do keep your eyes open for opportunities which might fall beyond your comfort zone because that's probably where your most success will come from.

Naturally the 10 Distribution Zones mentioned above are highly lucrative and highly competitive. Most of these Distribution Zones use vendor qualification methods which most microbrands don't even qualify for, or the sheer amount of paperwork presents a barrier of bureaucratic impediments. For these reasons, we have established Nextbigthings.org. A Free access platform for strengthening Distribution and sales profitability within unexpected under-the- radar profit zones. If we love what you do we can do a deal, cut through all of the high level bureacracy and get your product a lot of sales and profit velocity. No matter how you slice it, no one is in “business” to lose money. You might

not have grand Distribution ambitions but chances are if you are ready this report, you at least recognize that there is room for improvement for your existing Distribution strategery.

Often the catalyst that can deliver the most positive outcome takes nothing more than a little bit of extra effort, or small baby steps towards the right Distribution direction.

Some industrial designers and microbrands are attracted to Dawanda, Shopflick, Gnr8, Unicahome, Etsy, BigCartel, Artfire, Yanko Design, Trendyindie, Ponoko, Bonanzle, etc as a Distribution platform, and these are excellent Distribution platforms. But the reality is, creative types of all stripes can profit substantially from their own creativity and land lucrative distribution contracts if they know what they are doing. Most could honestly profit enormously by simply having a more academic approach to their online marketing strategies.

And regarding handmade stuff. Just because something is “handmade” does not mean that it cannot be “mass produced” in a hand made manner, by your handmade standards, and Distributed on a mass scale. Sure some things are just too intricate to mass produce, but the majority of handmade gear that I've seen in many category classes can be more aggressively distributed in any number of under-the-radar Distribution Zones, and at a substantial profit to the product creator. And who doesn't prefer more profits for less work; at the end of the day you are in business to be successful.

Winding down:

I personally am of the view that there are a lot of progressive things that can be done for most microbrands, designers, and product innovators. Lucrative Distribution Zones which are being completely ignored by traditional thinking, the redundancy of boring “me too” marketing, institutionalized tunnel vision & suboptimized Distribution concepts. These are Distribution Zones that can advantage your brand extension or product line with noticeable and often times under-the-radar profitability, and any idea that you shouldn't pursue them I think would be unwise.

In this report I've listed 10 Distribution Zones, however over 50 exist that I'm aware of, my 2 favourite Distribution Zones I have not even list here, I'll save them for another occasion. During a 20 year active leadership role in designing and managing profitable Distribution strategies, I have a clear sense of what will work with your product or service. Invest quality time in examining these alternative Distribution Zones strategically, I'm certain you will discover compatability with your product line or service, better yet find an amazing Distribution Zone that you would like to access and develop a product which is compatible with that specific Distribution Zone.

Think positively and think creatively. Instant Distribution Empires is an excellent resource guide to stimulate thinking which can lead to extraordinary under-the-radar profits for your microbrand or company.

J. Kennedy, MBA* Editor: Y.B. Adam

A Direct Impact Ventures Ltd. Publication Copyright © All rights reserved.

Genuine Income Autopilot:

Management By Absence or Management By Automation, Maverick Business Advancement: You

decide which is more appealing.

The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.

-Warren G. Bennis, University of Southern California Professor of Business Administration; advisor to Ronald Regan and John F. Kennedy. The 4-Hour Work Week, Timothy Ferris.

Most interdisciplinary microbrands, entrepreneurs, designers, brand managers, product creators, and self representing artisans don't start out with automation as a goal. This leaves them open for mass

they're happy.!

-Herb Kelleher, cofounder Southwest Airlines.

“Look, kiddie. I built this business by being a bastard. I run it by being a bastard. I'll always be a bastard, and don't you ever try to change me.”

-Charles Revson, founder of Revlon, to a senior executive within his company. Miranda Priestly: ...You have no sense of fashion...

Andy Sachs: I think that depends on...

Miranda Priestly: No, no, that wasn't a question. -The Devil Wears Prada Quotes

After reading the aforementioned ideologies, define which you incline more towards. The conflicting advice rampant in many current publications normally applies to managing people or employees, managing the “human element”. Herb recommends a tree hugger approach to employees, Revson tells you to mash their nuts and show them no mercy, Miranda is an absolute uncompromising beyaaach, but I'm suggesting that you solve the problem by diminishing the human element.

Once you have a product that sells profitably, it is wise to design a self-correcting business architecture that runs itself. Ideally the architecture will be a hybrid model which involves offline and online profit centers.

Self-correcting a business architecture is really not as hard as it may seem. In today's world automation enables intelligent microbrands to operate at peak efficiency and with the productive force of an entire traditional physical staff, yet with greatly reduced administrative cost, and at an accelerated production rate. From my experience working with clients in various businesses, I've learned that as a result of knowledge-gaps, microbrands especially are inadvertently standing in the way of their own optimal success and profitability.

the automation approach is not for everyone. Some people require a lot of social interaction with colleagues and people, and that's all good, you have to incline towards whatever works for you. As previously expressed, I've only listed 10 unique under-the-radar Distribution Zones

commonly ignored by microbrands yet certainly accessible, however many more exist. The key involves a bit of “mental disruption”, or a strategic departure from the traditional way of doing things, especially as it relates to microbrands and interdisciplinary design.

If you operate within the spirit of..“That's not how it's done in our undustry” It would not surprise me if you are missing out on a Distribution opportunity gap which could treble your sales capacity, and it's only a short matter of time before you get creamed in business by an enlighted competitor, then you will wish you had paid attention to this Special Report, this is opportunity knocking.

If you require an extreme inspiration to take this Special Report seriously and to prioritize alternative Distribution opportunities, just Google “The dumb ass who sold 10% of Apple Computers for $800”. Short version of a long story... Ron Wayne, the co founder of Apple Computers didn't share the Vision of Steve Jobs and Steve Wozniak, his then partners, and had Ron Wayne not sold his share of the

company for $800 bucks, that share would have been worth 22 Billion dollars today! I did note that it was extreme inspiration.

Most of us have a set way of solving any problem, a tunnel vision of sorts, some entire industries operate this way. So the solutions we come up with usually fall within a fairly narrow range and are not as muscular as they could be.