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Sustainable Unfair Advantage™

FundedPlans Sustainable Unfair Advantage™

Harvard Professor Michael Porter wrote a best selling book called competitive advantage. The book is popular among venture capitalists and the CEO’s who run their portfolio companies. The premise of the book is that companies must look for ways to have a competitive edge in the market place or die. If a company does not have a clear cut competitive advantage over its competition, then it will have a hard time surviving. But today, a competitive advantage is not enough.

FundedPlans believes that companies must dominate their market or niche and the only way to accomplish that is to have a Sustainable Unfair Advantage™.

From a forty thousand foot view, a Sustainable Unfair Advantage™ is what Porsche and Ferrari maintain in the car market. They dominate their niche in ways that can’t be copied or pushed out. They are not trying to be all things to all people. Consider other different examples like Amazon, Microsoft, Google and Harley Davidson -- all innovating to stay ahead of the competition and differentiate their brand, constantly improve their products and in doing maximize their Sustainable Unfair Advantage. Bottom line, the methodology behind FundedPlans Sustainable Unfair Advantage™ can be used in any industry and with any size business. This is true even if it appears at first that no Sustainable Unfair Advantage™ exists . What will be your company's Sustainable Unfair Advantage™?

Contact Us Today To Find Out Yours (888) 669-2652

Three Secrets Into The Mind And Soul Of Sophisticated Investors

  1. Investors are people just like everyone else. But in certain ways they are profoundly different. Consider that they sort via two buckets. The first bucket is what we call the greed bucket. The other bucket we call the risk bucket. The goal for the investor is to have as much in the greed bucket and eliminate anything in the risk bucket. But how do you strategically achieve this investor requirement as an entrepreneur when you are just starting or have a new business?
  2. Most sophisticated investors subscribe to Harvard Professor Michael Porter’s view that it is crucial for the business to have competitive advantages so that the concept of investor buckets are in the best possible positions. But can you see how much greater the investors buckets would appear if you had a way to go far beyond Porter’s concept of competitive advantage and employ a strategy of Sustainable Unfair Advantage™?
  3. Investors, like most people, make decisions emotionally and justify them logically. Make Sense? What this means is that investors need to become emotionally involved before they will say yes.


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