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The truth is, if you’re an Ivy League MBA student chances are, you’re going to be a great employee in a strategies firm that focuses on regional economic turnaround or international expansion processes but you’re dreaming if you think you’ll spearhead a campaign or sit at the negotiation table and lead. It’s simple; you just won’t have the skills.

The minimal relevance of the archaic formulas you memorize from self-proclaimed scholars stuck in the bubble of classroom economics will get you nowhere. The internship that you battle for in NYC or Boston or some other international hub is just a name on a resume but it will be validated by your contact portfolio and the right brain negotiation gifts from god which, if you’re reading this from Yale or Harvard most likely are missing from your abilities as you’ve kept your nose stuck in the binder of your text book while simultaneously lacking the motivation to get out there and get your head kicked in by people that have a well versed comprehension of ‘street economics’ (if you’re dying to comment and tell me that this was a run-on sentence, point made). You can’t learn how to fight if you’re afraid to walk into a dark alley alone.

Street Economics and Text Book Economics is a matter of theory and strategy. The pie in the sky theories so prevalent in your education will clash with the reality of street economics. Formulaic theory is great if you exist in an corporate high rise cubical and want to pound the keys of a calculator all day without looking up but if that’s the rout you want to take, pack up and move to India as those technical mind numbing jobs are always outsourced.

The world looks to US M and A Firms and international alliance facilitation firms for innovation and the ability to put the pieces of the puzzle together for those with left brain ailments and inability to comprehend concepts that step outside of a calculation and into the negotiation room. When I say negotiation I’m not talking about a used car salesmen or some Long Island intellectual automaton living in a condo talking big and name dropping to make up for their lack of track record.

By negotiation I mean the ability to sit down in a conference room with stadium seating with ten different groups and one hundred different demands and come to a conclusion that leaves everyone in the room feeling as if they got exactly what they wanted and you carry those contacts with you to the next project to strengthen your position and expedite the results for whatever economy needs reason and strategy to arise out of the chaos that is so typical in regionalized economics on the global scene.

EU strategies won’t work in the US. MENA region processes will not work in BRIC nations. Your education centers around overgeneralizations and ancient concepts not even remotely applicable to the ‘street economics’ you’re going to need if you actually plan on becoming a force in this industry. When a regional government under the scrutiny of the IMF comes to you for economic turnaround, what does your professor tell you from his nitwit, text book mindset? He’ll hand you a book of theory (untested of course) which talks about various stimulus programs which will never get to the root of the problem, therefore the issue remains and grows like cancer.

Regional and national economies are a matter of enforcing trade, piggybacking off of legislation, lobby support and contacts with precision focus, US Congressional influence, UN pressure point mechanics, EU participant influence with countries that matter (Britain, Germany, France etc.), rapport based alliances (Yes, it’s the good old boys club, get over it. You’re either inside or your outside.) and corporate contacts that can contribute to a think tank on how a district can capitalize off of localized elements in the ground, companies carrying the economy and strategies to offshore and bring in jobs. Offshoring works in reciprocating situations where a win/win is relevant and realistic.

You’re most likely angered by this enlightenment. Your professor will tell you not to worry and that your degree from a school considered to be ‘prestigious’ by mind midgets will take you places. You’ll try to take away from the contents in this post by telling yourself “I’m different, my last name is……” or “my father is………”, but at night, when it’s just you and the voice in your head, you’ll know that what I’ve said is valid and what you do after that will dictate how far you are able to go.

Economic Power Brokers, and Crisis Management Consultants are you prepared for economic warfare?

Today, public companies are seeing the value in growing their entities and easing shareholder anxieties with a streamlined acquisitions and merger process which increases corporate holdings, stimulates share value and trading volume while offering a valuable and unrivaled incubation process for the company being merged (or a profitable exit strategy for those being acquired).

There are a minimum of 12 angles that one should observe and research during the due diligence phase: Corporate Documentation, Securities, Entity Financials, Tax, Contracts, Government and/or Organizational Licenses, Litigation, Product Offering, Marketing, Executive Staff, Corporate Assets and Research and Development. To keep this educational article from becoming a book we will simply list, in general terms the basic intricacies of the above categories:

Corporate Documentation, meaning articles of incorporation, bylaws and articles of association; as well as recent shareholder communications, certificates of operating authorization and minutes of board and other meetings.

Securities should be evaluated using copies of stock certificates, copies of options and warrants, stock register, shares issued and when they were issued, holdings stated by percentage, outstanding preferred stock and any applicable covenants. Your due diligence officer should also examine outstanding warrants, options or other securities as well as options and other employee benefits and employee stock ownership.

One of the most crucial components in a merger or acquisition are the Entity Financials which are composed of, for the most part (but not exclusively limited to) audited financials since inception, balance sheets, cash flow, accounting methods and practices and revenue recognition policies. Don’t forget the basics such as management accounts, budgets and projections and of course the business plan spelling out the premise of the company and its use of proceeds etc. Furthermore, there should be a critical evaluation of the corporation’s accounts receivables and policies, revenues and margin by product, extraordinary incomes and expenses, analysis of material write downs and bad debt summary (don’t forget to collect data on outstanding contingent liabilities and external financial reports and studies if applicable).

Though fraud is always an issue in transactions of this sort, there are added investigative measures that are more difficult to ‘fraudulently convey’ and by doing so is a federal offense. Therefore Tax records should always be investigated by gathering federal, local and state tax returns for the past three years, details of any and all government audits and for European transactions a VAT Registration should always be a mandatory prerequisite for all pre acquisition/merger data collection.

Having a well-rounded comprehension of the targets Contracts is an important element depicting the liabilities and arrangements in place that you’ll inherit when the transaction is completed. Particular points of investigation should be initiated by collecting bank and non-bank lending contracts, JV and purchase agreements, liens list, equipment leases, mortgages and other loans (as well as insurance contracts). Other basic contracts that should be reviewed are supplier and vendor contracts for a sufficient contractual investigation.
Government and/or Organizational Licenses will need to be investigated in many cases depending on the particular industry genre and nature of business therefore copies of (as well as transfer process criteria for) permits, licenses and registration certificates should be examined at the offset of your investigation. During this process one should record the reports to and requests from official bodies and/or organizations.

Nothing damages a promising M&A process more than Litigation. One should have their legal tactician gather data on pending litigation ‘against’ and ‘by’ the target company, potential liabilities and potential costs as well as settlement documentation, employee claims or litigation, patent actions and intellectual property actions that could hinder your ability to proceed as planned.

Product Offerings (in addition to assets) is typically the primary reason entities engage in M&A. when analyzing the products of a target company the following will be good places to start investigation: product or service offering, market share by product, total market size, inventory list and valuations, obsolescence policy, product backlog analysis and seasonality as well as major suppliers and supplier spend analysis.

Marketing plans and information will tell how well the company understands its competition and client base. When investigating the marketing process the target’s documents should include: list of competitors and competitors market share, major clients, major client income, pricing strategy, marketing collateral (brochures, website, blog, etc.), sales projections by product/service and commission structure.

Executive and Support Staff within the target need to be committed to the process and remain motivated after the completion. To gather intelligence on the structure population you should start with an organizational chart, blogs for senior staff, labor disputes information, employee compensation plan and pension plan, options/profit sharing plan, management incentives, non-cash payments, non-salary compensation such as medical/insurance, car and travel. The basics of evaluation of this particular aspect of the company should be evaluation of employee, confidentiality, non-compete agreements and IPR protection. Many M&A agents forget to investigate the obvious such as corporate consultants and consulting agreements, employee numbers, absenteeism/sickness records, copy of employee manual(s), health and safety policy, company directors and blogs for company directors.

Many times a merger’s value lies in direct correlation to its Corporate Assets. Asset investigation items to check are: fixed asset register, asset valuation, property owned/leased, recent surveys and appraisals, mortgages, deeds, easements, encumbrances, leases and sub-leases. Continuing research should also cover growth and contraction plans, patents, trademarks, domain names and other intangible assets.

Research and Development is a valuable aspect to M&A in patent heavy industries such as pharmaceutical and biotech among others. Elements to investigate should start with research in progress, research budget, documentation policies, sample documentation, patent policies, IPR protection and of course IPR Register.

Other general items to look into are (but not limited to) social media presence, crisis management models, current defamation issues on the internet or other media venues, IT policies, backup and recovery, business continuity plan, press and media relationships as well as the basic internal communications and intranet and newsletter history.

The above is a general criteria checklist for initiating dialog and facilitating due diligence for a basic merger or acquisition transaction. Of course each transaction brings with it its own issues that may deviate the researcher from this basic process therefore this should be a research tool that is used as a template to develop a customized strategy for completing the necessary due diligence to bring both parties to the table to close the transaction. The above does not take into consideration the psychological elements involved with a merger from the viewpoint of the ‘founder’ of the company being merged into a larger entity or the corporation being acquired. Most times, public relations and a solid communications director can grease the wheels for the human elements that will come into play. Before engaging in mergers or acquisitions of any kind proper legal counsel should be engaged to assist you in the process.

Want to find out more about Mergers and Acquisitions Consulting , then visit Princeton Corporate Solutions’ site loaded with information on M & A, Taking Your Company Public, Globalization and much more

Corporate strategies and political strategies are similar in many ways and merge in many more as the ultimate goal is recognition for a contribution to economic growth as this is the one power tool that transcends all other contributors to power. The entity recognized for delivering on promises of jobs, capital to a targeted geography or economic certainty is the one that will gain traction regardless of current economic disaster going on around them.

To do this, to be the person that gains a following for their ability to step into a position of power and swim in shallow shark infested waters one must consider the fact that you will be attacked from all angles and your ability to eliminate the factors that are conducive to facilitating these attacks is crucial but do to so and make a massive statement is where the natural genius comes into play. Fact: the most sensitive part of the shark’s anatomy is it’s eyes, surfers and divers that can stay calm when a shark is circling before an attach will immediately go for the eyes of the shark, kick, punch and shred with the fingernails, diver’s knife, whatever they have. This is what the reader must consider when diving into a realm as competitive as obtaining the power in a general corporate or political ‘power grab’.

Don’t waste time on areas of the competitor that won’t have a disastrous affect immediately, a punch to the tail of fin won’t do anything is a shark attach, rip out the eyes and pummel the eye sockets and even if they keep coming they’ll be blind to your position which eliminates their position as a threat.

Know your competition, study them, identify their past affiliates and find out what they were like in the past, dig up dirt but don’t address them directly as this will make it too clear as to where the negative press is coming from, instead use a cat’s paw, third party to deliver the bad news. This third party should be completely none affiliated with you or your company and the information should be issued to them by a non affiliated messenger.

Find out where they sensitive points on the ‘mark’ reside. Is it voting record? Pump and Dump schemes with other public companies? Is it a politician without a pedigree making them a lap dog to the established politicians who just use them as a vote? Who are they taking campaign money from? Who has the CEO elected as CFO or CFO and is there a blatant demonstration of misjudgment etc.?

The obligatory power grab is like offering an ice cold bottle of water to a group of 100 lost trekkers in the desert, they will use every advantage and fight as dirty as they have to in order to achieve ownership of this prized item.

Don’t bring a slinky to a fist fight, bring a steel pipe, don’t go to war with paper planes and silly putty, use remote controlled drones that will be able to inflict massive damage from afar. Don’t enter into a political or power grab without the right support and names backing you or it will be disastrous.

Find out how to globalize your business or You’re your Company Public , Find out how to Structure Your Company to grow fast and raise capital

The dream of taking one’s company public is all too often unrealized when a shell merger or reverse merger concept is used. I say concept because this describes a general tactic as opposed to a strategy personified by a direct registration or S1 filing. Shortcuts have no place in a public offering as it lacks the results sought by entrepreneurs and demanded by investors and shareholders. Shells for mergers are typically dogs infested with microscopic flees, the struggle for volume and investor retention is constant and you’ll never have the full legitimacy of an S1 as the previous owners organizational baggage will constantly hinder your development as a public entity as the weight of skeletons in the closet will always outweigh your efforts, thus eliminating the results of IR and other promotional tactics for stock traction in the marketplace. Going public doesn’t have to be painful, all you need is a game plan and experienced agents working on your behalf. If you’re broke get a loan, don’t attempt a public offering. If your company has a proven concept and solid net revenues then going public may be just the fund-raising tool you’ve been looking for.

You’ll need several things in order to go public properly; the least of these is: an S1 attorney, market maker, investor relations strategist/facilitator, solid board of directors, professional and well pedigreed CEO and CFO (or proven controller) and ongoing consultants for mergers and acquisition identification, research and facilitation (don’t think you can grow your public entity organically).

Sure a legitimate public offering via S1 takes a little longer but it’s required for a viable and prosperous public lifespan. The difference between going public via S1 and Shell Merger is as blatant as marrying the prom queen and marrying a corpse sure a shell has skin and bones but wouldn’t it be great to have a pulse? Don’t sell yourself short. Go public the right way!

Next, How do you decide whether your company is better off doing a reverse merger or a direct S1 filing when going public?

If you’re interested in going public you’ve obviously been bombarded with the realities of shell mergers, reverse mergers, pink sheets, OTCBB, London Exchange and other so called options that will no doubt confuse your efforts. Wolves in sheep’s clothing and roses with contaminated thorns run rampant in this industry. People are typically the opposite of what they seem and the options they put up for your consideration more often than not have downsides that won’t be realized until the transaction is consummated with the obligatory retainer compensation wire.

Here are the facts: reverse mergers rarely work, Pink Sheet companies typically fail, the Frankfurt Exchange is a glorified cesspool, the London Exchange is as effective as eating 20 bun cakes in one sitting while on a low carb diet and the S1 filing is the only true way of going public for a company under $50m in annual revenues.

Shortcut oriented consultants and organizations insist on reverse mergers into public shells. I’m not judging companies or strategists that have used this method, I’m guilty of using shells in the past when I have a client that insists on this particular process but I always lay out the pro’s and con’s that come with a shell. If, by some act of God, you are able to buy a pristine OTCBB shell you’re going to give up a chunk of equity, pay he maximum premium and you’ll go through the economic equivalent of a proctologic exam before the owner of the shell will allow you to merge and be ready to give in to free trading share demands by the shell owners that will almost certainly leave you with a shell that quickly turns into a volume less cast skin that is virtually worthless unless you have the crme de la crme of strategies firms watching over every ounce of minutia that involves your shell.

At the end of the day, you won’t be happy and you’ll regret taking this shortcut. I have never seen a company that was content with the end result of a shell. The superior process takes a little longer and is virtually the same price and this is the direct S1 filing. Now be sure you are teamed up with a full service facilitator and not a partial service solution. Most S1 attorneys are just that, a filing attorney but what happens when you are done the S1 and need a market maker for your 15c211 filed with FINRA to get your trading symbol or market creation with investor relations or longevity preservation with the proper corporate structure and strategy in place pre public?

You’ll get the best results when you bring on a consultant that has done all the leg work and has put together a solid team consisting of all the relevant and crucial components mandatory for a successful offering and post public prosperity. You need the securities attorney, PCAOB auditor, compliance team, diversified investor relations processes, pre public alliance facilitation and much more.

A direct filing is the only true OTC offering process that offers your company the ability to succeed; sure it takes a little longer but it’s always the dictating factor that separates successful public OTC companies from those that become rotting carcasses littering the roadside to the goal of raising capital from the public.

Want to find out more about Taking Your Company Public, then visit Belvedere Global Strategies Corporation’s site on how to choose between a Reverse Merger or S1 Filing for the best results

If you are taking your company public, expanding your corporation, doing in house cleanup to get rid of dead weight or just filling a C level or VP level position at your company your hiring method should be clear, concise and strategic. You need to take into consideration every intricacy that the individual being interviewed has to be exposed. You need to pay attention to what is said, not said, gestures, verbal intonations and the overall presence of the individual. Here are a few things to take into consideration when hiring an executive. These are elements outside of the resume.

First look at the obvious. Evaluate the overall attire of the individual pay attention to his suit, dress shirt, tie and dress shoes and even the shoe laces. Are his suit, shirt and tie crisp, conservative and pressed? Are his shoes shined, scuff free and are his shoe laces in good condition? When he crosses his legs and his socks are exposed what is the condition of his socks? These things may seem artificial, pretentious and pointless but keep in mind, you are hiring the appearance of the individual as well and most times the clothing condition and selection tell us a lot about the subconscious activity and mindset of the individual. Do they pay close attention to detail? Do they have a clean presence? These things are ‘tells’ every time the executive stands before a client or panel.

Next the interview, obviously you’ve gone over their resume and checked references before you even bring them in for a serious interview so let’s go past the general inquires that go along with an executive interview. You need to evaluate their intellectual and emotional fitness by getting right to the point. How much do they know about your company? Finding out how much they’ve researched the company will demonstrate their level of motivation in becoming part of the team with a focus on contribution. The strongest candidate will come into an interview ready to define their role and express the realities of what they bring to the table in the form of contacts and intellectual capital.

Ask them, in their own words, from their own research, where they see the company in 5 years with them in a leadership position. Ask them to give an example of 5 to 10 strategic alliances they have planned for the company and what that will contribute to the bottom line of the company. What expansion experience do they have? Ask them what makes a company in your position better or worse for being public or private and have them elaborate. Ask them to critique the top executives of the company and how they would reorganize the company if they had their way. Get past the artificial nature of educational pedigree and ask them about their professional pedigree and how it has prepared them to join your corporate team.

Now during this process pay close attention to their physical gestures and take notes. As you’re asking them questions look for their subconscious movements that they are using to communicate. Look for gestures that demonstrate confidence, arrogance, insecurity. Are they sitting back in their chair when they are talking (if so they are too comfortable, a qualified executive will be sitting up straight without letting his back rest on the chair, you on the other hand should be relaxed and sitting back). Are their legs crossed? Are they using their hands? Is their forehead crinkled or calm? Are they making use of a strong vocabulary that can strengthen their presentation etc?

Hiring the proper executive for a specific role in the company can be challenging but using the process above to help weed through the poor candidates will help you in securing the perfect candidate.

Want to find out more about Taking Your Company Public, then visit Belvedere Global Strategies Corporation’s site on how to choose between a Reverse Merger or S1 Filing for the best results

Clean OTCBB shells that are ready for a reverse merger are like the legends of White Elephants, the Chupacabre and Bigfoot. Everyone has heard of them but no one has seen one. I have seen so many fly-by-night consulting firms pop up in the past year it’s depressing. Of course the claim to have 17 years in the industry with 100′s of reverse mergers tomb stoned on a page that ‘they just can’t remember the link to’.

I’ll tell you what, if you’re sold on going public with a shell and won’t consider any other way, make it easy on yourself walk into your local Burger King, give the cashier $200,000, lay down behind a Mack Truck that is backing out of a parking space and fill your bathtub with razorblades and rubbing alcohol and dive in face first, be sure to set yourself on fire before the dive. Believe me, the above is far less painful than a messy reverse merger.

Sure, solid shells exist but it will cost you a ton of equity, $500k + in upfront fees and an ongoing Sumo Wrestling match with FINRA and inherited shareholders. That said, I have seen a few successful reverse mergers into Pink Sheet shells with the intent of qualifying for the BB. The bad news is, they didn’t and don’t have a chance in hell of ascending to another exchange (well maybe Frankfurt and other pump and dump domains) and the good news is, they did successfully merge while simultaneously being 80% diluted within three months with a par value of .007 per share. So they succeeded in merging but completely failed at the attempt to fund their company or secure actual trading volume.

Going public is a big decision and if done properly can be incredibly rewarding for the company, shareholders and the company’s strategic partners who find themselves in the spotlight and mentioned on press releases, webinars, roadshows and other investor relations branding and promotion. Do yourself a favor, if you care about your company at all; if you want to survive and thrive in the public realm and don’t have $200m in annual revenues, file an S1. It takes a few months longer but it’s a move that will create a foundation for a customized filing.

Consulting firms that actually care about their clients and truly make their money on the back end once the company is public as opposed to front heavy fee oriented structures will always do an S1 to preserve the longevity of their client’s company. Think about it!

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Investing in an IPO traditionally offers higher yields and a Pre IPO can offer 200%+ returns if the structure is solid. By structure I am referring to founders, C Level executives, board of directors, compliance legal team, pipeline contracts, overall profitability and dilution in the float (just to name a few items). Finding the right transaction takes more than just some advice from your broker, though their efforts may be pure in intent, they are, for the most part, unqualified to advise on such investment actions.

Unless your investment adviser is a strategies and structuring consultant with a ton of experience in globalization, they may be licensed to sell you securities but they are not qualified to strip an opportunity to the bone and reconstruct it looking for errors or chinks in the armor to justify a solid transaction or a pump and dump pipe dream.

Most brokers make a tremendous effort to evolve out of the burnout genre of pitching and selling stock and more toward mergers and acquisitions where the real money is. Part of M & A is merging private companies into public entities, restructuring the company, stock and management and then turning out the entity with a new symbol and price and pounding the pavement with multiple genres of IR simultaneously. Selling shareholders who invested in the Pre IPO phase of the company will create the float and make the quickest returns with minimal risk as they will typically buy their shares at a deep discount to the retail price. Next, with a controlled incline of the stock price the investors who buy at the road show outings will make nice chunks of change and may receive some type of warrants.

Using online mechanisms for stock promotion such as social media, webinars, opt in email, banners and other white hat processes will assist with daily volume. Phone room buzz generation materialized by phone rooms calling around and introducing the company and it’s stock symbol to investors and market makers allows for eyes to be focused on the company and in return will result in both short term and long term investors. Then you have the road show which are also referred to as ’round table’ meetings. I’m not talking about the free suppers in Manhattan for free loaders and wannabe’s; I mean a targeted audience of 15 to 20 tops, investors who are ready to listen, ask questions and buy.

If you are considering investing in a Pre IPO, make sure that the company has a clear cut plan for all the above promotion. If the company structure is sound and the promotional element is there, chances are it’s a safe bet for the short term. Legislative contacts, globalization, board member alliance facilitation and a professional C level staff will be the critical factor to take the company toward long term success. Before making an investment of any kind consult a licensed professional.

Want to find out more about IPO Facilitation done the right way? then visit Princeton Corporate Solution’s site on how to choose the best Structure To Invest In as always, check with a licensed investment specialist before placing money in any transaction

When I go to political functions or functions that claim to have the who’s who in attendance I find it fascinating to stand back and watch people interact. Politicians and power CEOs always stick to surface conversations, upstarts converse while looking over the shoulder of their conversation partner waiting for the opportunity to dump them and move onto someone with more influence. I could watch this interaction for ours and speculate with friends where we believe the targets of our conversation to be in their professional and pedigree evolution.

One thing that these people don’t realize is that those to which they’ve chosen to kneel down and bask beneath glorious rays of influence are typically just pawns with prestigious public labels being controlled by other supremacies. Here are the facts. Upstarts and wannabes will pick the face to an organization (political or corporate) for their association to grow their career and raise their social circle pedigree but the truth is, behind this puppets are those who whisper in the ear, spin webs of control, and sway with their money and ‘real power’.

I have yet to find a true puppet master comfortable to be in the public eye. It is easier to step back and dictate the moves of pawns streamlined by the upstart’s natural instinct to voluntarily be controlled by their betters. Most people, when it comes down to it, are content with the illusion of influence as long as they are the center of the public’s idea of power.

Case study: When I have a client in the process of globalization it is important to get them built into legislation that is being put up for vote. Whether it’s the USA or Europe, I never communicate with the politician directly, that’s a waste of time, instead I go to his handlers. When I say handlers I don’t mean his campaign manager, assistant or any of the traditional ‘blockers’. I go where the money is, because once you find out who funds his campaign with capital and votes, everything is easy from there. Congressmen, Senators, Governors and Mayors of large cities are placed in this position to be a talking head, a willing hand puppet to special interest groups that will flip the bill for the campaign and make sure that the votes are in place to be re-elected, as long as the political figure continue to play ball and stick to the agenda.

To the uninformed and uninitiated, the apex to the pyramid of power is usually represented by the localized face to a political organization (Republican, Democrat etc) but here are three powers that influence everything this individual does. Power is dictated by moneymen, lobbyists and special interest groups. If you have money to donate the most it can get you is a favor or a letter for your kid to get into private school, but the power, the absolute power in politics is social influence and the ability to bring with you, an ocean of voters, turn-key and ready to go. Try to find one conservative republican politician in the south that isn’t backed by the Southern Baptist Convention or Christian Coalition.

The capacity to provide votes and a ’cause’ type following can also be applied to the business world. When we set up strategic alliances, recruit board members or CEOs the main criteria at the end of the day is money and votes defined as: capital raise for previous organizations and the increase of revenues during their time with their previous company. As for ‘votes’, in the corporate world that would be termed ‘alliances’, support that will be turnkey for my client if we take this executive, board member or alliance on. What does their direct contact portfolio look like? Who will they bring through the door that will offer an instant benefit for my client’s company?

Money + alliances = Power. If you are trying to establish yourself as a power broker in the political or corporate realm you don’t need to actually have the money, just access to it. Access can be defined as direct parlay to those who cut the checks and the influence to get them to move when the time is right. Influence, alliances, voters are easy for those who are natural networks. Talk little, do more. Have a plan as to what you are trying to do. Decide what you are trying to influence and build your network from there.

Don’t start from scratch trying to put together a group of followers, instead, lobby the individual organization management or figureheads. Start brokering power among these groups, make introductions but always leave just enough out so that they need to call you when they need something. From here you should be able to build a solid power base of influence.

Don’t come across as too eager. Instead, get to know these individuals in a calm, easy manner, research them before you initiate contact and even your first contact can’t seem intentional (you may want to ‘run into them’ at you’re local tennis club or golf club and strike up some conversation etc.). Then during conversation make a mental note of the topics and their ‘needs’ and from their needs you’ll know how to refer and network them. Ask nothing in return, ever! Instead, the contact and affiliation is all you are trying to accomplish here. Building your organization of influence in this way will rapidly get you where you want to be without the learning curve of catering to the wrong people.

Want to find out more about Political and Economic Strategies ? , then visit Princeton Corporate Solutions’ blog Economic Globalization Strategies and facilitation that can transform the direction of your company, career or campaign.

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For the economically nave and entrepreneurial utopia seekers, this isn’t an article for you. Press that ‘X’ at the top right side of the computer screen and open up a new browser and go to the official Obama page where you’ll get the lies you need in order to feel like your corporate concepts actually have a place in reality.

For those of us who are more comfortable with the truth and understand that the gentle lapping shore is nothing more than a typhoon of lava spinning uncontrollably around you, keep reading. Every second of ever day there is a new crisis that will come to a head via methods by your opposition that is out of bounce and under the belt. They don’t care about your image damage or crumbling client base due to this blatant ‘lie’ or sucker punch aftermath. Your response should be just as dirty and everlasting.

Never allow an individual, client or competitor to get close enough to where they can engage and initiate an offensive but when it happens, you need to take this ‘tap to the chin’ and respond with a sledgehammer to the skull of the opponent. You will need to pummel them from every angle both personally and professionally.

The first thing you need to do is downplay the negative publicity issued by this entity in regards to you or your company. For this you need to take every ounce of legitimacy and industry authority and first call it into question by publicizing concepts that will confuse the public as to the company’s ability to follow through with their claims, next inject cancer into the cell that carries the message attached to this company so that every area of coverage that this company has becomes infected with the message that you put out.

Find out, first about the individual that has taken it upon themselves to publicize their negative opinion about your company, next who is his direct management, who is the executive over this management and next who are their most obvious strategic partners and who is their most critical distribution or sales alliance and finally are they public or a private entity.

With the above information you should chart the entity with a plan for annihilation, this offensive must be quick, strategic, planned to the ‘t’ and without mercy. And finally this devastation must be via third party and as public as possible. The best way to get this done is by calling up localized competitors who have been affected by the market presence of this company and organize them as a regional militia that will infiltrate the entity and follow through on your behalf. To get them to the point of action, show them the advantages of owning the regional market share of this target. Offer them economic supplementation for their efforts. Use an outside social media vendor to help this militia gain the regional advantage and distribution mechanism under their name via your social media vendor. You need to stay in control of the social media distribution so that the information release is timed perfectly.

The attach must encompass the individual personally that initiated this process against your company. Every ounce of legitimacy they have must be called into question and then stamped out of existence so that their presence can’t possibly be perpetuated in the industry by getting another position in this particular niche. Then work your way up the management chain, each time mentioning the initiator that put this into motion.

Corporate crisis management is not a defensive but a war strategy offensive. It’s not an act of ‘reaction’ it’s the act of obscene annihilation that is swift, public and a demonstration to others of what will happen if they try to cross you.

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The objective of today’s CEO is survival; survival in terms of enterprise position. The CEO has to pick up the shattered remnants left behind by the lies and failures of elected officials and institutions. Today’s senior executive needs to be a congressman, judge, mayor and priest all rolled up into one. The livelihood of one’s employees/constituency depends on the expansion tactics, emotional stamina, intellectual foresight and willingness to enter into an economic cage brawl to protect the company, shareholders and employees that depend on the entity’s survival for monetary sustenance.

Surround yourself with the most proven advisers you can find as you expand and go public. Recruit guerrilla networking maniacs to set up strategic alliances to grow your company into new areas. Expand when competitors expect you to roll up and die. Keep in touch with shareholders. Communicate with newsletters, email, press release and via expert panel interviews on TV and radio.

Step up and take your position at the apex of the influence pyramid of your industry by demonstrating your expert status with podcasts, ipod and ipad information applications, webinars and a solid blog. Give the market what it wants, free information. Make ‘how to’ videos, write informative articles. Educate the public and lead them to your company for facilitation. Always promise low and deliver in a way that is beyond the expectations of the customer and shareholder.

In every environment there are leaders and followers. The leaders will each have a flock. Do your research and initiate communication with these shepherds. Show them the advantages to coming down your path and the rest will take care of itself. Win/win relationships always yield possibilities for capitalization.

Seek out board or advisory positions with inter-industry entities and set up powerful alliances where you can share the weight of publicity and merge distribution channels. Get to know your legislative representation. Find out what bills they are sponsoring and co-sponsoring and offer expert input and cooperation for legislation having to do with your industry. Once you’ve achieved a relationship or mention in a bill, publicize it. Become the face to a movement.

Lastly, do some good! Get involved at the grass roots level and change people’s lives. Volunteer at a soup kitchen, put together a company scholarship to help hardworking seniors go to college, coordinate with your employees to volunteer at nonprofit events and of course you’ll put this interaction through the regular publicity channels to set the standard for your locality as well as your industry.

People no longer believe in their congressman, senator, president or prime minister. These positions are filled by do nothing power enthusiasts. C-level executives step up and step forward. The road will be difficult and challenging to navigate but in these times we need leaders who see the bigger picture and are willing to carry the torch and lead.

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