Digital Options Trading Strategy

Successful binary trading and binary options strategies go hand in hand. A trading strategy is a plan on why, when and for how long a trader will take and keep a position. These trading strategies should use derivatives to accomplish initiating risk and are more commonly found in the binary options market. The options market allows a trader to take multiple asset classes to initiate risk for a particular view. The most commonly used binary options strategies are collar, covered call, market conditions, money management, defensive put and straddle.Try them out for yourself and choose the best binary options strategy for your needs, also are you not limited to use just one of These strategies, feel free to combine them for even better trading results!

Collar A collar or a risk reversal is when an investor buys a call and sells a put or vice versa. The main goal of this binary options strategy is to offset the cost of premium for the option that you purchasing by selling another option. If the investor completely offsets the premium from the option purchased, the collar is referred to as a costless collar. A collar is a profitable strategy and benefits the investor in that he does not have to pay out a lot of money on premium and also the risk on implied liability is greatly reduced.

Covered Call A covered call strategy or a call writing binary options strategy is when an investor or trader sells a call option with a view to enhance his portfolio earnings or to mitigate the portfolios risk profile. It is also defined as a call sold on an instrument that is currently owned by the investor. This binary options strategy is used for three main reasons

( 1 ) the investor will benefit by receiving income from the premium of a sold option

( 2 ) a portfolio will be protected from a market falling, and

( 3 ) to mitigate the downside risk of the market. This option also gives the buyer the right, but not the obligation, to buy the undering instrument at a specific price on or before a specific date.

Market Conditions The markets can be trending, range-bound or volatile and evaluating the particular market condition can be the difference between a successful trade and a losing trade. A trending market moves in a one direction over a period of time and the trends are classified as secular ( for long term time frames ), primary ( for mid-term periods ) and secondary trends ( for short-term periods ).

If the financial instrument is trending higher, the market is called a bull market trend and if trending lower, a bear market trend. A range bound market on the other hand is when a financial instruments moves up and down in a narrow range. The range bound market occurs when supply and demand for a financial instrument is equal. A volatile market occurs when a financial market moves quickly in one direction.

Traders look at the VIX (volatility index) to measure if the market is volatile or is going to be volatile. Bull trending markets have low volatility while bear trend markets have high volatility levels. A trader should examine the type of market a financial instrument is currently experiencing to determine the type of position to take.

Money Management The ability to manage risk appropriately is one of the most important tools of successful trading. Money management is a defensive concept that keeps you trading daily. It uses two concepts trade size and stop placement. A stop placement does not address the question of how much capital should be allocated to a position. This strategy allows merchants to form an alternative method to protect their investments.

Protective Put Protective Put allows the investor a full hedging coverage. The investor is protected from a breakeven point down to zero. The buyer has privileges of owning several stock holdings. He can also sell his stock on strike value before its expiration date. In this strategy, the investor is the option buyer.

Straddle This is an investment where the trader buys both a put and a call at the same strike level, with the hopes that the straddle will make up for the premium invested. Overall, investors who are interested to learn about the binary options strategies find it very easy to trade because they can predict if you are right or wrong, when you will have a bull or a bear market and if you can trade multiple times with the same Asset.

Lessons Learned From An E-Commerce Adventure

It is better to have tried and failed than never to have tried at all; and even more important to learn from your mistakes.

That is what I keep telling myself after having invested the time and cash equivalent to a Harvard MBA in an e-commerce start-up that has stalled and is winding down. Not a happy prospect in light of all the media pre-occupation with e-commerce success stories and the young millionaires watching their IPOs rocket into cyberspace. But the headlines ignore the more frequent stories of new e-commerce businesses that do not hit the stock market jackpot. Many of them either settle into a low-key niche or exhaust their resources and fold.

This is the story of an Internet venture that did not make the headlines, but offers some useful insights for entrepreneurs evaluating their own initiatives. The lessons learned are applicable to your own new venture or to an investment in someone else’s.

In mid-1998 we launched a new company called nxtNet (www.nxtnet.com) with the slogan … “taking you to the next level on the Internet”.

My partner and I both had prior successful entrepreneurial experience in computer products and wanted to start a new venture together. We decided to develop a business that would catch the next wave of e-commerce services for mid-sized companies seeking to do business on the Internet. After long discussions, searches for a unique service offering, and many draft business plans, we developed a market strategy and then chose Intershop Communications as our software development platform. This product had the advantages of being suitable for single or multiple online storefronts, and offered a flexible, economic and comprehensive solution. We committed to the product, staffing, facilities and equipment to start training and development immediately. The two of us provided the time and cash required to get started.

By October 1998, we had an initial product with application as an online storefront for an associated computer business. At the same time, we realized that the application had wide appeal to other computer dealers and could be sold as a multi-user database service and e-commerce resource. We had developed a consolidated catalogue of 85,000 computer products from multiple distributor product databases that allowed rapid search and comparison for product information, pricing, and current sources. Users could access the catalogue from the Internet and find a product by manufacturer, category, and part number, key word or price range and immediately see the alternate sources and prices with links to more technical information, preferred dealer pricing and actual stock levels. Additional features allowed the catalogue to be customized so that any computer reseller could present the database as his own online storefront. This option offered all the search and product information features to his customers, but showed only retail pricing and enabled the online ordering process.

The product offering quickly received positive feedback and strong indications of support from all the participants – resellers, distributors, and manufacturers. It was a comprehensive, powerful, and effective tool for buying and selling at all levels within the Canadian computer distribution channel. Resellers recognized the value in an online resource to save time and effort. Distributors and manufacturers saw the opportunity to promote their products, and major publishers in the industry wanted to offer complementary online services to their subscribers and advertisers. How could we fail with all this enthusiasm and support?

While the potential for success clearly existed, everybody had the same questions and reservations – “Who is there now?” “How many are using it?” and “I don’t want to pay until it’s bigger”.

Reasonable objections we thought, so we added features and content for free. We promoted the product with free trials and low cost subscriptions for reseller access. Then we coaxed, persuaded, sold hard, and made deals. The “contra” became the standard for obtaining press coverage, free ads, mailing lists and promotion in exchange for free participation and future consideration. Activity on the Web site and catalogue grew to 3000 visitors per month with over 800 subscribers and the distributor list increased from three to twelve.

But revenue remained near zero as most reseller subscribers declined to pay for the service. Reasons were “it should be free – let the advertisers pay”, “I don’t use it enough”, “there are lower cost options”, or “we built our own solution”. The audience did not grow fast enough even after we offered it for free, to satisfy the advertisers and content providers. Without persistent and conspicuous sales and marketing efforts, all the participants quickly lost interest. Meanwhile the costs of database maintenance, ongoing development, site hosting, Internet access, sales, marketing, and administration were increasing.

Clearly the old entrepreneurial model of controlling costs and growing revenue was not going to apply. We had to realign our profile to show how zero revenue and high initial costs could still lead to significant investment returns like other well-known Internet ventures. So from early 1999 we started an aggressive search for financing, estimating our requirements at $500,000 to $1,500,000 over the next two years before achieving positive cash flow. More business plans, spreadsheets, and glossy presentations to demonstrate future valuations up to $20 million, even $40 million.

We knocked on many doors, from banks to government agencies, from angel investors to venture capital, from stock promoters to business consultants, and again received lots of encouragement, but no financing. So the founding partners were faced with a continuing cash drain, no relief in sight, and the limits of their own resources rapidly approaching. It was time to put the project on hold. Strategic partners or investors might still be developed to proceed with the project, but the ongoing expenditures were stopped in late 1999.

So what are the lessons learned? We already knew that nothing ventured, nothing gained. We now also knew that big successes in the new economy require big investments. Entrepreneurs may start small, but large investments will be required from new sources to achieve significant success. And no one will put significant money into a venture unless it is the only remaining requirement.

The concept, product, development, marketing and staffing all have to be in place before an investor will provide the final ingredient – his cash. Exceptions are likely only where the management team has already succeeded in the same arena, or the investor himself can deliver the missing elements, such as customers or management skills. No investor is going to take the chance that the entrepreneur with a good concept or product will also be able to deliver the required management and marketing skills to succeed, after he has the cash.

Next time we will know better. And there are side benefits from this expensive learning experience. I can now admit that with the knowledge gained through our association with Intershop Communications, I was confident enough to make an investment in their stock on the German Neue Markt at 65 Euros last year. It went over 400 Euros last month and is still rising with their rapid growth and the prospect of a NASDAQ listing this year. Almost enough to recover my investment in nxtNet.

So the most important lesson is that education in the new economy is essential, and not free, but it can lead to success outside the original plan. Learn, be aware, and be aggressively opportunistic.

Differences Between a Dive Bar and Club

In the United States, 21 is the magical age. Once a person turns 21, the world is practically opened up to her, and there aren’t any more age restrictions to worry about. One of the first things that a new 21-year-old typically wants to do is bar hop. However, there are a lot of different bars out there to choose from, and it can be a bit intimidating the first time around. Knowing what to expect from certain types of bars is handy and helps a person feel more relaxed.

Dive bars are popular among the younger age groups for various reasons. Dive bars tend to be much more relaxed, meaning they don’t require a cover charge and don’t have dress standards. For example, a Nob Hill dive bar might have a crowd full of college-age students wearing jeans and t-shirts. Dive bars also tend to have fairly cheap drinks and have a community feel among them. Although rare today, some dive bars might be so casual that they only accept cash for drinks.

Beer bars are a type of specialty bar. These bars specialize in offering a wide variety of beers for patrons to try. While most of them also serve cocktails, the main drink to try is a beer from their extensive list. This is a place to go for beer-lovers, and the age crowd at beer bars tends to be a little older.

Clubs are bars that also offer dancing and entertainment. Clubs are popular for their exciting nightlife, good music, and attractive customers. Clubs, unlike beer bars, rarely offer a wide variety of beer, but usually offer an extensive list of cocktails and hard alcohol. Most clubs have a dress code, so it’s important to know what to wear before trying to get in. Additionally, clubs usually require a cover charge in order to get in for the night.

Porter’s Five Forces Model And Internet Competition

According to Porter’s Five Forces Model, in my opinion, competition has increased overall as a result of the internet and e-Commerce. The internet and IT has made it possible to both focus on the top and bottom lines and market share is expanded and costs are cut. Many products and services exist just online, major companies have gone online to successfully augment the brick and mortar corporations, and the playing field is all the way to edges of cyberspace, wherever that is. We will further evaluate this stepping through all five forces.

Buyer power is higher when buyers have more choices. Businesses are forced to add value to their products and services to get loyalty. Many loyalty programs include excellent services that customers demand on-line. Customers want to solve their problems and many times they are more successful on-line than on-phone. Also, we see internet savvy businesses springing up offering more valuable goods and services at lower costs. Now with the advent of eBay, many people are assuming roles as drop shippers. Individuals can have a thriving business selling goods of larger companies without having to carry inventory.

Supplier power is higher when buyers have fewer choices from whom to buy. As mentioned earlier, drop shipping has increased the amount of suppliers available. All an individual has to do is form and agreement to sell products for the company. The company takes care of all the logistics. The same is true of associates programs that Amazon.com and Google.com offer. Associates allow a webmaster to earn money by recommending products from others. This increases supplier offerings.

Threat of substitute products or services is high when there are many product alternatives. This is different than having many suppliers. Examples of alternatives are exchanging brand names, substituting credit card capabilities, and looking at better values from cheaper sources. The internet allows this with the “global economy”. I can substitute my product by purchasing from companies overseas where labor, services and products are cheaper, but of comparable quality.

Threat of new entrants is high when it is easy for new competition to enter the market. Well, what have we been talking about? Now, small operations can open shop with less than $10.00 per month and make a lot of money. As inventive as people are, there are always opportunities to do improve a product or service or just create and sell something new. Recently, many new entrants have made even more money authoring Ebooks that tell others how to do what they did. Rivalry among competitors is high when competition is more intense within industries.

On-line book stores and catalog companies are an excellent example. Amazon.com and Barnesandnoble.com are very competitive. However, there are many also smaller niche affiliate bookstores that when combined take a great deal of market share. They offer even more competition. However, both major bookstores have used IT to create value for their customers. These values include associates programs, ease of payment and shipping and many, many others.

The internet offers avenues of competition to existing companies and opportunities for start ups. Now businesses can enter the market on-line with few barriers to entry. Porter’s Five Forces Model can help demonstrate the attractiveness of starting your on-line business. A business person should use the model to identify competition, make a plan, and implement the process.