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Tic-Tac-Toe Can Build Your Business

Tic-Tac-Toe Can Build Your Business

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Published by Lancer France
Tic-Tac-Toe Can Build Your Business
Tic-Tac-Toe Can Build Your Business

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Categories:Types, Business/Law
Published by: Lancer France on Sep 11, 2010
Copyright:Attribution Non-commercial

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01/25/2012

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Master Resell/Giveaway Rights
The person who you received this reportfrom is an affiliate of Stephen PierceInternational, Inc. and Impulsive Profits. Ifyou purchase a recommended product inthis report they may makecommissions (from StephenPierce) on your purchase forproviding you with this valuableinformation.You also do have the right to sellthis report, offer it as a bonus inyour packages (digital orphysical) give it away for free toyour clients, on your blog, withmaterial you send out, etc. You alsohave the right to pass these rightsalong to anyone who receives thisreport.You do not have the right to changethe content in any way or quote itwithout giving credit to the author.
Copyright © 2010, Impulsive Profits Inc., & Stephen Pierce International, Inc.For more information about giving away these reports, Click HereALL RIGHTS RESERVED. This book contains material protected underInternational and Federal Copyright Laws and Treaties. Master ResellRights as details above.
 
Tic-Tac-Toe Can Build Your Business
In this report I want to discuss strategic goals inbusiness. To start off, let me first ask you this question:
What is the real strategic goal of your business?
In my opinion the strategic goal of any business is tobuild and advance your position. Every single personhas a position. The strength of this position is notdetermined in isolation. This can be a huge issue forsome people. Think about the typical SWOT analysis(strengths, weaknesses, opportunities, threats) thata person can do on their business.There is nothing wrong with doing a SWOT analysisbut when you start talking about how strong you are,you need to realize that sometimes it’s impossible todo analysis in isolation because all strengths arerelative. You need to ask the question ‘You arestrongest compared to what?’If you think about the amount of money you’re making,the amount of money you’re making in your businessis related to the strength of your current position.When the economy takes a down turn people don’tthrow their money away in a locker. They don’t lockup their credit cards. They continue to spend. Theinteresting thing is that when an economy takes adownturn it actually reveals who has the strongestposition. The people with the weakest positions arethe people that lose the most.It is important to keep in mind that the strength ofyour position is relative to something.Think about your age. Your age is an objective reality.The way people actually view your age however issubjective. You could be 40 years old and to a 20year old you’re old. You could be 40 years old butcompared to somebody that’s 80 or 90 you’re young.While your age might be an objective reality, howpeople may actually view it is subjective. The samegoes for every other kind of position that you mighthave.The question you need to ask is:
How do I go about building and advancing myposition?
I believe the secret to building and advancing yourposition is embedded in a game of Tic-Tac-Toe.Here’s what I want you to do. I want you to stopreading this report and grab someone and ask themto play a quick game of Tic-Tac-Toe with you. I wantyou to play it really fast, because I want to illustratewhat this is, as far as the 3 set move.Ok, now that you’ve played a quick game of Tic-Tac-Toe, I want you to think about the secret of strategicflexibility. I know the game of Chess is an unbelievablygreat metaphor for strategy and strategy in business.Even a game of Checkers can be used if you wantto try to demonstrate strategy in business.In the game of Tic-Tac-Toe, we have what’s called a3 set move. I want you to write these down.What I want to do istry to give you a gamethat is simple and thatalmost anyone of anyage can play. I wantyou to see howstrategy is notnecessarily somethingthat’s extremelycomplex, at least notbeing strategicallyflexible.

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