{"product_id":"day-trade-online-isbn-9781119212393","title":"Day Trade Online","description":"\u003cp\u003e\u003cb\u003ePlan For Your Organization's Success\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLinkage's Best Practices for Succession Planning\u003c\/i\u003e provides the ultimate guide for planning, developing, implementing, and sustaining succession planning in any organization. This must-have book provides step-by-step instructions, practical advice, templates, and tools from some of the world's best companies and Linkage, a global organization development company that specializes in leadership development.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLinkage Inc.'s Best Practices for Succession Planning\u003c\/i\u003e is the comprehensive resource that includes information needed to  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eEnsure that succession management is owned by business leaders rather than just HR\u003c\/li\u003e \u003cli\u003eAssess potential for future roles, not just track record of performance\u003c\/li\u003e \u003cli\u003eManage succession data on individuals and talent pools\u003c\/li\u003e \u003cli\u003eBalance talent development and acquisition in achieving future objectives\u003c\/li\u003e \u003cli\u003eDevelop the processes, tools, and organizational capabilities necessary to effectively implement and sustain the system\u003c\/li\u003e \u003cli\u003eIntegrate succession planning systems with other businesses and HR systems in the organization to achieve efficiency, consistency, and impact\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xix\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection I The World of the Day Trader 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1. Exploiting the Excesses of Capitalism 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe House Edge 9\u003c\/p\u003e \u003cp\u003eThe Bid-Ask Spread 11\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection II Introduction to Day Trading 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2. Trading 101: Buying on Bad News and Selling on Good News 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Mind-set of an Online Day Trader 19\u003c\/p\u003e \u003cp\u003eA Buyer When the Market Needs Buyers 20\u003c\/p\u003e \u003cp\u003eHit Singles, Not Home Runs 20\u003c\/p\u003e \u003cp\u003eBrokerage Commissions Can Destroy Profits 21\u003c\/p\u003e \u003cp\u003eBuy in on Fear, Sell in on Greed 22\u003c\/p\u003e \u003cp\u003eThe Slow Execution 23\u003c\/p\u003e \u003cp\u003eIs the NYSE an Easier Market to Trade? 24\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection III How to Beat Wall Street at Its Own Game 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3. Exploiting Wall Street’s Conflict of Interest: Market Orders versus Limit Orders 27\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Wall Street’s Conflict of Interest 27\u003c\/p\u003e \u003cp\u003ePrice Makers versus Price Takers 29\u003c\/p\u003e \u003cp\u003eThe Bargaining Process 30\u003c\/p\u003e \u003cp\u003ePrice Negotiation—Market versus Limit Orders 32\u003c\/p\u003e \u003cp\u003eWall Street’s Prey 34\u003c\/p\u003e \u003cp\u003ePrelude to the Bid-Ask Spread 35\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4. The Day Trader’s Crystal Ball: Understanding the Bid-Ask Spread 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Snapshot of a Moving Picture 37\u003c\/p\u003e \u003cp\u003eThe Mechanics of Price Movement—Understanding What Makes a Stock Move Higher 39\u003c\/p\u003e \u003cp\u003eExample 1: The Quote—Snapshot of a Moving Picture 41\u003c\/p\u003e \u003cp\u003eExample 2: The Market Order to Sell—Hitting the Bid 46\u003c\/p\u003e \u003cp\u003eExample 3: The Market Order to Buy—Lifting the Offer 48\u003c\/p\u003e \u003cp\u003eExample 4: The Limit Order to Buy—Bidding for Stock 50\u003c\/p\u003e \u003cp\u003eDay Orders versus Good-until-Canceled (GTC) Orders 52\u003c\/p\u003e \u003cp\u003eExample 5: The Limit Order to Sell—Offering Stock 54\u003c\/p\u003e \u003cp\u003eHaggling Over Nickels and Dimes 56\u003c\/p\u003e \u003cp\u003eExample 6: Moving the Stock Higher 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5. The Role of the Specialist on the New York Stock Exchange 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing the Specialist System to Your Advantage 64\u003c\/p\u003e \u003cp\u003eWhat If There Were No NYSE Specialist? 66\u003c\/p\u003e \u003cp\u003eBuyer of Last Resort 67\u003c\/p\u003e \u003cp\u003eIs the Profit the Specialist Makes Justified? 68\u003c\/p\u003e \u003cp\u003eA License to Steal? 68\u003c\/p\u003e \u003cp\u003eThe Specialist’s Limit Order Book 69\u003c\/p\u003e \u003cp\u003eBeing on Both Sides of the Market 71\u003c\/p\u003e \u003cp\u003eNarrowing the Bid-Ask Spread 72\u003c\/p\u003e \u003cp\u003eWide Spreads Protect the Specialist from Volatility 73\u003c\/p\u003e \u003cp\u003eHandling a Large Sell Order 74\u003c\/p\u003e \u003cp\u003eThe Real Intentions of the Specialists 77\u003c\/p\u003e \u003cp\u003eBeware When the Specialist Takes the Other Side of Your Trade 77\u003c\/p\u003e \u003cp\u003eThe Day Trader as a Shadow Specialist 78\u003c\/p\u003e \u003cp\u003eThe NYSE’s Fair Order Handling Rules 80\u003c\/p\u003e \u003cp\u003eNever Reveal Your Hand 85\u003c\/p\u003e \u003cp\u003eHow Can You Determine Where the Specialist Lurks in the Stock? 85\u003c\/p\u003e \u003cp\u003eJockeying for Position 87\u003c\/p\u003e \u003cp\u003eHow Do You Know Where You Stand in Line? 89\u003c\/p\u003e \u003cp\u003eWhen in Doubt, Ask the NYSE Floor 89\u003c\/p\u003e \u003cp\u003eTipping the Odds in Your Favor 92\u003c\/p\u003e \u003cp\u003eBeware of the Specialist 93\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection IV Introduction to Scalping The NYSE: Taking Food Out of the Specialist’s Mouth 95\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6. The Day Trader’s Secret Weapon: Exploiting the Bid-Ask Spread 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow Can You Make Money Trading Stocks that Don’t Move? 98\u003c\/p\u003e \u003cp\u003eThe Role of the Scalper 99\u003c\/p\u003e \u003cp\u003eHit Singles, Not Home Runs 100\u003c\/p\u003e \u003cp\u003eOperating under the Radar 100\u003c\/p\u003e \u003cp\u003eAvoiding the Glamour Stocks 102\u003c\/p\u003e \u003cp\u003eExploiting the Bid-Ask Spread 103\u003c\/p\u003e \u003cp\u003eFinding the Trade’s Sweet Spot 103\u003c\/p\u003e \u003cp\u003eSimplifying a Complex Process 104\u003c\/p\u003e \u003cp\u003eOther Moving Parts to This Trade 105\u003c\/p\u003e \u003cp\u003eA Bet with the House? 109\u003c\/p\u003e \u003cp\u003eToo Much Work for Only $100 in Gross Profits? 110\u003c\/p\u003e \u003cp\u003eA Few Words on Risk 110\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection V Trading The Market’s Momentum: How to Profit from Volatility 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7. Exploiting Market Volatility and Momentum: Strategies for Trading Volatile Stocks 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Specialist and the Upper Hand 116\u003c\/p\u003e \u003cp\u003ePlaying the Gap Open—A Strategy for Betting with the House 117\u003c\/p\u003e \u003cp\u003eBuying on Bad News 118\u003c\/p\u003e \u003cp\u003eBetting on the Specialist 119\u003c\/p\u003e \u003cp\u003eParameters of the Gap-Opening Trade 122\u003c\/p\u003e \u003cp\u003eHow to Tell If the Opening Trade Will “Clear” the Specialist’s Limit Order Book 124\u003c\/p\u003e \u003cp\u003eSelling before the Second Wave 125\u003c\/p\u003e \u003cp\u003eTrading Tick for Tick with the Market Indexes 127\u003c\/p\u003e \u003cp\u003eWhy Limit Orders Don’t Work in a Rally 127\u003c\/p\u003e \u003cp\u003eUsing the S\u0026amp;P Futures to Gauge the Sustainability of a Rally 129\u003c\/p\u003e \u003cp\u003eLightning-Fast Market Upsurge: How Offers Vanish in the Vapor Trail 129\u003c\/p\u003e \u003cp\u003eStock for Sale Becoming Scarce 130\u003c\/p\u003e \u003cp\u003eNasdaq and the Role of the Market Makers 131\u003c\/p\u003e \u003cp\u003eA Few Words on Short Selling 135\u003c\/p\u003e \u003cp\u003eTwo Methods for Day Trading Nasdaq Stocks 136\u003c\/p\u003e \u003cp\u003eThe Apple Computer Trade 139\u003c\/p\u003e \u003cp\u003eBuying Strong Stocks on Pullbacks 140\u003c\/p\u003e \u003cp\u003eOpening the Stock Abnormally High 141\u003c\/p\u003e \u003cp\u003eThe Dangers of Buying a Strong Stock on the Opening Trade 141\u003c\/p\u003e \u003cp\u003eInflicting Heavy Damage on the Market Makers by Attacking Their Vulnerability 142\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8. The Day Trader’s Ticket to the Poorhouse: How I Managed to Lose $12,000 in Less than\u003c\/b\u003e \u003cb\u003e24 Hours 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Pain of Missing a Trade 147\u003c\/p\u003e \u003cp\u003eHow Could the Stock Go Any Lower? 147\u003c\/p\u003e \u003cp\u003eThe Terrifying Feeling of Getting Caught in a Downdraft 148\u003c\/p\u003e \u003cp\u003eA Feeling of Irresistible Greed 148\u003c\/p\u003e \u003cp\u003eThe Need to Break Even 150\u003c\/p\u003e \u003cp\u003eBuying the Stock for the Third Time 151\u003c\/p\u003e \u003cp\u003eFeeling of Devastation Leads to Useful Insights 152\u003c\/p\u003e \u003cp\u003eLearning from the Mistake and Moving On 156\u003c\/p\u003e \u003cp\u003eCan the Quoted Market Always Be Trusted? 156\u003c\/p\u003e \u003cp\u003eA Fool and His Money Are Soon Parted 159\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix A. \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Day Trader’s Arsenal: Online Brokers, Trade Commissions, Real-Time Quote Systems, and the Home Office 161\u003c\/p\u003e \u003cp\u003eChoosing an Online Broker 161\u003c\/p\u003e \u003cp\u003eNegotiate the Best Possible Commission Rate 163\u003c\/p\u003e \u003cp\u003eMake Sure that the Broker Can Route Directly to the NYSE 163\u003c\/p\u003e \u003cp\u003ePer-Share versus Per-Trade Commission Rates 164\u003c\/p\u003e \u003cp\u003eSetting up at Least Two Accounts 164\u003c\/p\u003e \u003cp\u003eSystem Crashes and the Late Fill 165\u003c\/p\u003e \u003cp\u003eCustomer Service, Back-Office Problems, and Trade Discrepancies 167\u003c\/p\u003e \u003cp\u003eThe Remedy—Keep Good Trading Records 167\u003c\/p\u003e \u003cp\u003eThe Home Office and the Virtual Trading Floor 169\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix B.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConsiderations for Trading for a Living: The Allocation of Trading Capital, the Pattern Day Trader Rule, Using Margin and Trading Part-Time vs. Full-Time 173\u003c\/p\u003e \u003cp\u003eAllocation of Trading Capital 174\u003c\/p\u003e \u003cp\u003eThe Pattern Day Trader Rule 177\u003c\/p\u003e \u003cp\u003eTrading on Margin 177\u003c\/p\u003e \u003cp\u003eMargin Calls 178\u003c\/p\u003e \u003cp\u003ePart-Time versus Full-Time Trading 179\u003c\/p\u003e \u003cp\u003eIndex 183\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eThe Editors\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eMARK R. SOBOL\u003c\/b\u003e is the founding principal of Leadership Strategies International, Inc. and is part of A4SL Coaching and Consulting.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePHIL HARKINS\u003c\/b\u003e is president, CEO, and chairman of the board of directors of Linkage, Inc., the company that he founded in 1988.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eTERENCE CONLEY\u003c\/b\u003e is executive vice president of human resources and corporate services for Cendant Corporation.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eLINKAGE, INC.\u003c\/b\u003e is a global organizational development company that specializes in leadership development. Linkage provides clients around the world with customized leadership development and strategic change solutions that include and integrate consulting, training, assessment, coaching, and benchmark research. Linkage also offers a full range of conferences, institutes, summits, public workshops, and distance learning programs on leading-edge topics in leadership, management, HR, and OD.    \u003c\/p\u003e\u003cp\u003e\u003cb\u003eLINKAGE, INC.'S BEST PRACTICES FOR SUCCESSION PLANNING\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eIDENTIFYING AND DEVELOPING TOP TALENT are essential elements for any organization's long term success. However, putting in place an effective succession planning system can be a daunting process for many organizations.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLinkage's Best Practices for Succession Planning\u003c\/i\u003e offers the case studies, strategies, and proven tools needed to create a solid succession plan that will enable organizations to examine leadership competencies and determine the steps needed to close leadership gaps. The book contains best practices and profiles what leading organizations—Bright Horizons, CIGNA, Honeywell, Lockheed Martin, Merrill Lynch, Purina, and Unilever—are doing to plan for succession and develop talent. \u003ci\u003eLinkage's Best Practices for Succession Planning\u003c\/i\u003e also includes a new methodology for succession planning, strategies for leadership progression and development, innovative tools, and a comprehensive resource guide.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLinkage's Best Practices for Succession Planning\u003c\/i\u003e offers practical guidance based on Linkage's vast resources and helps organizations to  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eIdentify, develop, and retain top talent\u003c\/li\u003e \u003cli\u003eAssess future roles\u003c\/li\u003e \u003cli\u003eIntegrate succession planning with other business and HR models within the organization\u003c\/li\u003e \u003cli\u003eAnalyze bench strength\u003c\/li\u003e \u003cli\u003eDesign the system\u003c\/li\u003e \u003cli\u003eImplement the plan\u003c\/li\u003e \u003cli\u003eMeasure results\u003c\/li\u003e \u003c\/ul\u003e  \u003cp\u003eWritten for chief human resource executives, heads of leadership development programs, human resource professionals, and consultants,\u003ci\u003e Linkage's Best Practices for Succession Planning\u003c\/i\u003e provides a flexible toolkit that can be adapted to the needs of any organization, whether their needs are small or large.     \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePlan For Your Organization's Success\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLinkage's Best Practices for Succession Planning\u003c\/i\u003e provides the ultimate guide for planning, developing, implementing, and sustaining succession planning in any organization. This must-have book provides step-by-step instructions, practical advice, templates, and tools from some of the world's best companies and Linkage, a global organization development company that specializes in leadership development.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLinkage Inc.'s Best Practices for Succession Planning\u003c\/i\u003e is the comprehensive resource that includes information needed to  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eEnsure that succession management is owned by business leaders rather than just HR\u003c\/li\u003e \u003cli\u003eAssess potential for future roles, not just track record of performance\u003c\/li\u003e \u003cli\u003eManage succession data on individuals and talent pools\u003c\/li\u003e \u003cli\u003eBalance talent development and acquisition in achieving future objectives\u003c\/li\u003e \u003cli\u003eDevelop the processes, tools, and organizational capabilities necessary to effectively implement and sustain the system\u003c\/li\u003e \u003cli\u003eIntegrate succession planning systems with other businesses and HR systems in the organization to achieve efficiency, consistency, and impact\u003c\/li\u003e \u003c\/ul\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989027209445,"sku":"NP9781119212393","price":29.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119212393.jpg?v=1761782496","url":"https:\/\/k12savings.com\/es\/products\/day-trade-online-isbn-9781119212393","provider":"K12savings","version":"1.0","type":"link"}