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Pirates be businessmen, me hearties. Profits be their motive. Theyknows how to weigh risks against benefits. Now, we does not advocatepiracy. But, it takes a thief to catch a thief, sez I. Suchsecrets as is ripped from their logs, to mark rocks, shoals, ambush coves,and sheltered harbor, are what we, here, spreads out on the chart-table.

Good seafaring and good business practices hold piracy to aminimum. But, bad practices make piracy practically inevitable. Just keeping your rigging in order is half thebattle.

The secrets taught here will help you do it. Learn to think like a pirate. Further, as a beneficial side-effect, you may find your sailing becomes a fairbit smoother, and the profits on your cargo, more frequent and copious. I was a techno-pirate.

I do confess it. In fact, I state this truth withsome pride. Even while actively engaged in my buccaneering, I was alwaysrather boldly up-front about my undertakings. Tko fat burner tipu kept things interesting. I now relate this history because I found it useful to learn to thinklike a pirate. There was, and is, much to be learned from pirates.

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But, likeany other conscientious businessmen, pirates tend to be a bit stingy withtheir proprietary information. I learned by trial and error, on the job, so to speak. However, fewpeople have the necessary time or inclination for such self-education. So,for those more genteel citizens, I offer, here, some of what I learned frombuccaneering.

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Call it penance. As I said, while playing the brigand, I was always pretty up-frontabout my business. I, and my mates, worked on a broad scale. Ez pierdere în greutate jacksonville nc, tko fat burner tipu time, free-boot downloading, software copying, or cableTV tapping for us. The techno-pirates of my ilk were tko fat burner tipu blockaderunners, and as such, we were in the business of supplying goods, not takingthem.

And supply the goods we did, wholesale, and on a scale that wouldgive Captain Rhett Butler an inferiority complex. What we smuggled was telecommunications. Similar outlawbands were spread all over the world and seven seas, privately providinglow cost, high quality telecommunications products in what was anotherwise government monopolized, high demand, low supply, poor quality,overpriced market.

This was back in the days when the US had free competition intelecommunications, but nobody else did. All other nations on this planetdepended on expensive, inefficient, government-run, bureaucraticbehemoths for telephone and telegraph services. The world was poised onthe edge of a tko fat burner tipu communications revolution.

All it needed was a littleshove to break loose the monopolies and tumble them over that edge. We gave the shove. We started our melee because some of us who possessed asmidgen of law and a touch of technology had stumbled across a loopholebetween the two. That loophole let us bypass the "official" governmentmonopolies and import our own, free-market, telecommunication services.

The temptation presented by this situation was just too potentiallyrewarding and too easy to fulfill. We could not resist. And, after all, wewere but violating mere arbitrary and clearly questionable tko fat burner tipu. They are effective only where and so far as their supporting legalsystems are effective.

They depend upon statutes that may prove hard topolice. In our world of international commerce, the long arm of the lawsometimes seems not particularly lengthy. In short, these legal protections often prove less than satisfactory. From some perspectives, they seem to be losing ground. Indeed, for manypurposes, the present patent and copyright structure, and the means ofenforcement, may be approaching obsolescence. Be this as it may, the situation by no means renders IntellectualProperty worthless, for patents, copyrights, and trademarks are not the finalword.

Other, more effective means of protection exist. In fact, from myown days as a thimble-rigger, operating on the other side of the law, Ilearned that the most effective protection is tactical, not legal. One preferred tactic, essentially, is to out-compete the pirates. After all, the last thing any pirate wants is afair fight.

The home team has access to fairprofits at little legal risk. But, a pirate is at risk.


He takes legal risks withthe expectation of stupendous booty gleaned from a poorly served market. These are:-Quality-Priceand-SupplyAt first glance this looks more like the generalities of a businessand marketing plan, not a security system.

They aresqueezed out and forced to search other waters for their booty. Let's examine the components in greater detail to see how theywork. Theproduct is "merchantable. The buyer will not be disappointed with his purchase. Hewill have no cause to seek out a better replacement. If the buyer is happywith his product, one hatch whereby sea-weasels might have otherwiseslipped through is firmly battened down. But if this standard is not met, an invitation to piratical invasion is,by default, extended.

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An opening is created that the potential smuggler canexploit, legally or otherwise. If your product does not meet the qualitystandards demanded or expected, somebody else, legally or otherwise, willprovide a product that succeeds where yours failed. If they paid a modest price, they got at least a modestproduct. But, if they paid a lot, then they got a lot. If this standard is not met, potential customers will be dissatisfied,and demand for a better deal will emerge.

Again, this is the sort of openinga roving bandit welcomes. Availability of the product iscommensurate with the wants and needs of the buyers. If the legitimatepurveyors do not meet mass demand for their product, pirates will likelymake up for any shortfall, if they tko fat burner tipu. They will do so because it isprofitable.

At that time, the necessary physical infrastructure for cheaptelecommunications was already in place. Transoceanic optical cables ofhigh digital capacity were already laid. Excess satellite channels wereavailable at bargain-basement prices. But, the bloated bureaucracy was not equal to the task of bringingthem to fruition. The benefits did not reach the public. It was expensive, of poor quality, and availableonly in limited quantities.

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This left plenty of room for communications corsairs to undercutthe abusive, but, "legitimate" telecom companies in all three areas, and wedid so with a vengeance.

And when we made our product available, fast,cheap, and of high quality, the public seized upon it with true passion. It is worth noting, here, that no such piracy flourished in the USA. This was not because of stricter enforcement or government coercion.

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TheUS had no telecom pirates because free market competition left noweaknesses for pirates to exploit. The industry was already relatively fitand slim.

So, the techno-pirates went elsewhere. LikeRobin Hood, they choose to plunder the rich, not steal from the poor. Thiswas not from altruism; the rich simply promised better profit margin. Another case in point was evident when the iPhone® first cameout. This was less than what cell phone users had already learned toexpect.

It created instant demand for an equivalent system having multi-netcapability.


Withinonly a few weeks, Asian techno-pirates were producing inexpensive, multinetcapable, knock-offs that also overcame a number of publicly perceivedtechnical shortfalls of the original product. In short, the I-phone, introduced with much fanfare, did not meetcustomer expectations. It was expensive, but its performance was popularlynot judged to justify its cost.

Relative to demand, it was in limited supply,but quickly lost benefit of the artificial excess demand resulting from thisshort supply. Pirates quickly picked up the slack in many markets.

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Veryshortly, thereafter, the Apple updated the original model and rushed the nextversion to market, apparently to recover that slack. And, eventually, Applefound it necessary to make the phone compatible with multiple carriers.

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The enemy offers no quarter,and can be compelled to give none. Again I pragmatically point out that the best prevention is a good tacticaldefense-in-depth consisting of three layers:-Offer an Honest Product Quality -Charge a Reasonable fee Price and,-Meet demand Supply 5Now, such standards mean one sort of challenge to major industry,but present a completely different obstacle to the independent entrepreneur. For the small operator, these standards present stiff challenges.

Theindependent entrepreneur, alone in his skiff and facing a vast oceanpopulated by cruising corsairs, is poorly armed and engined for battle on thehigh seas. But, he needs not face these challenges alone.

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He may join anarmed convoy, so to speak, and sail with more powerful entities. That is why, for those independent inventors who come to me forcounsel, I always include instruction on, and recommend favorite booksabout, product licensing.

Ungureanu Dan-George.

The independent operator needs to understandboth the advantages and the potential pitfalls of licensing. Small orindependent entrepreneurs need to understand how to use licensing and howto choose a licensing partner to strengthen their positions.

A good licensingpartner can provide bulwark against bigger competitors and can also helpthe entrepreneur fulfill the three standards of quality, price and supply.

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The benefits are easily understood. Complex math is not, forexample, required to convey the advantages of fractional royalties overundivided profits. And, of course, the cost reductionresulting from mass production further magnifies the potential benefits ofhaving a big partner.

Given that you meet the three "fair fight" tactical components, above,your patent or copyright gives you the advantage you need to decisivelyprevail. This is because the potential licensee knows that, although he maybe bigger than you, he may not be bigger than the other potential licenseeswhom you will approach with your patent or copyright documents.

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So,although your little skiff, alone, may not present much of a threat, the rest ofthe fleet that you eventually join may be formidable. That, in a nutshell, is our first lesson in how to think like apirate…and a bit of how to talk like one. To this, I offer only one moremandatory comment. Some local authorities considered our activity unlawful. But, at thattime, international treaty and convention came down squarely on our side.

So, knowing their claims were on legally shaky ground, the nationalauthorities sought to stop us by technological means, only. They threw uptechnological armor. We figured out how to penetrate it. In the case of our own telecom products, we could not avoid disclosing,or in fact, extolling, what we did. In fact, our marketing benefited fromrevealing some of our clever methods. So, only the most proprietary detailsof our operation remained hidden. To anyone with a head for technology,the general workings of our system were immediately obvious, anyway.

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Give nothing back! Note that in using this approach, profits tend to be maximized by fullymeeting demand, resulting in an increased sales volume, each salegenerating a commensurately more modest profit margin. This is incontrast to depending on much fewer sales for the same quality goods, eachsale demanding a much higher profit margin. I have found that, as a rule of thumb, the more any business is based onhype over quality, the greater the risk getting involved with it.

Their kind tko fat burner tipu is gratefullyacknowledged. Intellectual Property IP rights are tools. Commerce is theirpurpose. This is just business; Nothing personal. Learn your tools. This is an essential part of your shipboardapprenticeship. A seaman, who knows not the difference between a fid anda marlinespike, is unlikely to make effective use of either. Such rules may read pretty strictly,but they are arbitrary and imperfect. In their application, there is generallyplenty of latitude.

And provided that, where I know, michael jordan and Bill Russel have never played each other in a game of oneonone, The winners of these hypothetical matchups are relying on people who use the site which leads to not only constantly fluctuating rankings rapidly overheat, michael jordan dropped 20 points while I wrote thisbut more a heavy dose of inexactness. On basketball metrics generally: In the postmoneyball era in which statistically driven analysis has become the thing to do throughout the sports world, You have to remember that the reason that statisticallybacked analysis works as well as it does in baseball is because baseball is essentially an individual sport.