Back when we played, it wasn’t our goal to just compete. It was to win, and win big. We approach the business world with the same intensity we did back in our playing days.
Step by step, we have a plan to become a dominant force in the capital markets and marketing industries.
STEP 1: ADOPT BUSINESS MODELS THAT PLAY TO OUR STRENGTH
We only participate in activities where our unique selling proposition gives us a clear competitive advantage.
Right now, our core business is Mergers and Acquisitions. We’ve been doing it a long time and had a lot of success. We are now developing a national footprint which will put us right in the middle of theentities below, and allow us to participate in a STAGGERING amount of M&A activity.
This just a small fraction of the supply side.
This is just a small fraction of the demand side.
These articles can give you some insight into the M&A business:
By the way, what do the CEO’s of these companies and the investors that control all that money do for fun?
They watch us play!
STEP 2: RECRUIT CONTINUOUSLY
Every time we add a new member, our network gets a little bit wider and deeper. Every one of us knows dynamic people who can benefit from our connectivity. Every new city we begin operations we will eventually dominate simply because the competitors in our tight business niches can’t deliver the same value we can.
STEP 3: ESTABLISH A PRESENCE IN EVERY MAJOR LEAGUE MARKET
There are over fifty cities in North America with at least one team in the major leagues of pro sports, and we are building our own team in every one of them. It is our goal to be the dominant business influencers in every one of these markets by bringing relationship-based value to the most influential people in the city. Every one of these markets will be a lucrative profit center. Every one of these markets has companies looking to acquire companies, companies looking for an exit strategy, and companies that can use our sales channels.
Every one of these markets is a unique ecosystem, and every one will become a profit center for us. Professional athletes are the most recognizable members of every one of these communities, and our ability to aggregate supply and demand in any one of them is powerful. When we link these individual markets to each other in our national database in real time, we become exponentially more powerful in each one of them. A good idea or an effective product or service being launched in any city can quickly me brought to the other 49! Our geographic footpring brings massive value to anyone trying to expand their business!
Detroit, for instance, like every other major league city, has many submarkets that offer that same opportunities the bigger markets do.
Business in the secondary markets flow through and are considered a part of their respective major league market. We will methodically penetrate these submarkets along with the major markets. Every one of these submarkets has hundreds of companies we can do business with.
STEP 4: PROMOTE RELENTLESSLY AND BUILD THE BRAND
We build the platform many ways, among them:
- Using LinkedIN, Facebook, Twitter and email to deliver our value propositions with website articles, event calendars, and testimonials. We develop the material in-house, share it with the members, and they share it with the world.
- By cultivating relationships instead of transactions . We help a company at any stage of their existence. When you deliver what people want and need instead of what serves your own needs, people appreciate it and remember you.
STEP 5: MENTORSHIP, EDUCATION AND SUPPORT
If you played in the NFL, you probably did wind sprints and grass drills until you puked. If you played in the NHL, you probably endured a lot of ten hour bus rides on your way up to the show. If you played on the PGA tour, you undoubtedly spent thousands of hours on the practice tee and putting green.
But you didn’t get there yourself. You had coaches that pushed you, held you accountable and made you better. We will support you, train you and help you maximize your experience. Once you’re comfortable, we’ll expect you to mentor others like a veteran player on your old teams.
STEP 6: BECOME MASTERS OF INFORMATION TECHNOLOGY AND ARTIFICIAL INTELLIGENCE
You can’t become a dominant player in any industry until you go to the time and trouble to become your own software company. Even the most old economy businesses like trucking and agriculture are completely dependent on the internet, the Internet of Things (IoT), and increasingly dependent upon artificial intelligence. We are no exception and we’ve built out a platform that enables us to automate processes and manage and exchance information quickly and efficiently.
As former professional athletes, we understand the importance of improving every day, and special status gives us access to the smartest IT people in the business.
STEP 7: DEVELOP NEW BUSINESS MODELS THAT SUIT OUR SKILL SET
Here are some of the business models we currently have in development. They are all built around our core competencies.
CONCLUSION: THE FUTURE BODES WELL FOR US!
Does anybody remember the moment Mike Tyson stepped into the ring in his first title fight against Michael Spinks? Just taking one look at Tyson then Spinks, you knew the fight wouldn’t last long. Tyson looked like a raging bull and Spinks looked like a deer in the headlights. Mike destroyed Leon in about a minute and it wasn’t pretty.
Walking into a stadium or arena, have you ever had that feeling of extreme confidence when you just knew you were about to kick the shit out of your opponent? That’s how we feel right now about our chances to dethrone our competitors.
In any market we want to compete in, a group of four or five of us would quickly establish and cultivate relationships with the people who you can’t do business without their help: The attorneys, the accountants, and the bankers that run the city. We would use our alumni ticket privileges to entertain them at games. We would host power gatherings where they could rub elbows with other business leaders and players from their favorite teams. We would invite them to play golf with us and other investors and executives. But most of all we would give them the chance to become more than just an expensive necessity to their clients, but rather a driver for their client’s growth. These are are our value propositions to them:
As an athlete, you scout your opponents and get to know their game. Our competitors are utterly passive in their methodology, and most of them are washouts from other industries or franchisees of a few national brokerages that are writing the playbook for everyone in the business. They don’t know what’s about to hit them.
Within a year, in every city in the country we want to be in we will be the go-to guys in town that everybody loves doing business with.
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