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STOCK SELECTION

There are two types of leverage working in the market. First one is TIME and second one is MONEY.

Learning to compound both is the objective of this game. In order to grow capital, you need to first select the best vehicle that can take you to your desired destination.

You need to select the type of market you want to leverage in - is it going to be stocks, bonds, commodities, etc.

Stock Selection

Investment Philosophy
Investing Psychology
Stock Selection
Timing and Execution
Money Management

If you pick stocks, what sector is of most interest to you?

Within that stock sector, do you want to invest in small cap stocks or blue chip companies?

Stock selection is a path of questions that takes you to the right vehicle type.

Selection also involves picking the right time to invest using right strategy.

You can play the market from both sides - long and short - even though most people just consider buying because of industry drivers. In markets - you just need a changing price to profit by difference.

Stock Selection

Stock selection process can be based on price activity (chart patterns), news, reports, trading systems, expert recommendations, and other decision making tools for trading.

Stock selection should be consistent and preferably systematic.

Constantly switching trading strategies is a sign that you do not have your selection process solidified yet.

Your trade selection has to be in line with your market logic (investment philosophy), otherwise you will not follow it.

Best traders tend to have simpler systems with iron discipline when it comes to trade execution.

You are always filtering trading opportunities to find the best move potential - that is what selection is all about.

Buy and hold strategies most institutions recommend makes their business simpler and catering their services to selective clientele.

Selection is important in many ways as you can see.

This buy and hold example will be expanded later on, since this is the most common advice given to public investors.

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