Supply and Demand in Forex: How to Trade the Best Imbalance

FUD Slaying: Why “DYOR” is More Important Than YouTube Videos and Internet FUD

Hello everyone,
I am here to discuss the recent FUD presented by a relatively unknown YouTube reviewer. I intend to discuss his methodology and the actual points themselves.
https://www.youtube.com/watch?time_continue=1&v=1hH5_FAEzyo
This is his YouTube video based on the document in question. He wrote the document. https://docs.google.com/document/d/1XQlAGIDPjDoQNHtzEWGdbO9i8MUkc4lZFKYLTZzMpYU/edit
First, to get this out of the way, the reviewer has only been around on the social media scene for a short while. The views of his videos are only in the hundreds and his twitter was created a week ago. He is basically a "nobody" at this point. I don't mean that to be disparaging. He literally came out of nowhere. He is unproven and his methodology is inconsistent and extremely questionable.
With that said, just because he came out of nowhere doesn't mean he might not have a point, so let's look at his rating methodology to get a better idea of his process.
Oh and if you do not want to read all this, here is the TL:DR: The guy doesn't know what he is talking about. He doesn't has much idea of what he is doing when writing reviews. His research is lazy. I actually feel I wasted my time responding to this, but I am going to do it anyway.
When rating a project, he uses the following categories: MVP (minimum viable product), ease of research, team, roadmap, community (bonus), solving a problem, does it need blockchain, token use, red flags, competition, presentation, token vesting, demand/value, scarcity, customer service, best in field (bonus), active use, size of market, development (bonus)
These are pretty good things to look at, but he failed to look at GitHub contributions (or other source code related sites), so he can't really tell if a project is scammy or not. So, how well did he check this stuff out?
Rating the team:
When looking at his review of GVT, the only way to get an idea of this person's methodology is to look at his reviews of other projects. When rating the team there are basically two basic routes a person can take. You can analyze the team itself, or you can bundle the team and the advisors together and rate the project as a whole.
The reviewer is inconsistent in his reviews. In this category he bundles the entire team and advisors on some projects whereas he just looks solely at the team in other reviews.
His research is absolutely lazy. He gave Polymath a 0 rating for their team, but their website links to their company LinkedIn page and lists all 26 employees. It was not hard to find this. Even if it weren't on the site, a simple google search would have revealed who the team is. Polymath has a great team with some decent “stars” on it. It makes no sense to give them a 0. The reviewer doesn't know what he is doing.
Difficulty in finding the team deserves docking points in "ease of research", and it does not deserve giving the entire category a 0. The point of this category should be to evaluate the merits of the team members, which is something he does not do in most of his reviews.
He gave Selfkey a perfect score stating: "Team: 20 Points - Superstar team and advisors" This means he is bundling the team and advisors together. If so, any issues with advisors deserves docking points from that category, not docking at additional 20 points because of one advisor.
Looking at Selfkey, I don't know where the he gets the idea that they have a "superstar team". What does that even mean? I checked their profiles. Some of them only came onto the project recently and their LinkedIn pages are nothing to write home about. Some of them don't even have LinkedIn pages.
He gave the GVT team 13 points, but then docked 20 points because he didn't like Charlie Shrem.
Do you realize the ridiculousness of this? The GV team category effectively gets -7/20 points because the reviewer does not like Charlie Shrem. That is worse than giving the team 0/20. Charlie is only one advisor with no actual power over the GVT team's operations. He cannot execute any commands over the GV team or force them to do anything. The GV team can fire Charlie. Charlie cannot dismantle the GV team. That power balance is important. The rating makes no sense at all. Also, he docked the Changelly advisor because his company has bad customer service? Really? What does that have to do with his ability to advise the GV team on the things they need from him? Fact of the matter is his business is still running. The same cannot be said for advisors of other projects (more on that soon).
If you are going to rate the team and include the advisors, the value should be 3:1 or even 2:1. Even if you gave the advisors a score of 0, the category score should not be that low. GVT's advisors are absolutely amazing. To call them weak is ridiculous.
With regard to Nuls: "Asian team, isn’t on LinkedIn. No way to research." They get 0 points because they are Asian and don't use the sites you like to use? The language used allows that statement to be interpreted in a very negative way. There are non-Asians on that team as well. There is a way to research them. There are bios of each team member if you scroll over the pictures. You can then use that information to do more research on them. You are just too lazy.
Looking at The Key, their members are definitely not "all-stars". Their team is unknown and they have 3 relatively unknown advisors, only one of which has a LinkedIn page. Love him or hate him, Charlie Shrem is a crypto superstar compared to these people. Interestingly they are more of an "Asian team" than Nuls. That didn't seem to affect the score much though.
He gave the Bounty0x team a perfect score, but he obvious didn't bother to research every member of the team or their advisors with much effort. As an example, Terry Li is the Bounty0x solidity developer. If you check his LinkedIn page you will find a few serious red flags. He hasn't held a job for over a year. He has no visible programming experience. He has been a solidity developer for 10 months with no prior history or proof that he can program well. I cannot stress this enough: you do not want your solidity developer to be a programming newbie. This will spell disaster for your project.
When you look at their advisors there are some serious red flags as well. I picked two advisors to research and I found out that both of them have had their companies fail. One of them even declared themselves unsuccessful in a Facebook post. I don't want a project to be advised by people with a bunch of failed startups. Changelly having bad customer service pales in comparison to advisors whose project's failed. Bounty0x's advisor team is filled with failed entrepreneurs and members of their team lack experience in the jobs they are assigned. Also, their "Backend and Solidity engineer" has only been with the project for a month, and his blockchain programming experience is nonexistent. They do not deserve a perfect score in this category.
GVT has a team with years of programming experience, but more importantly, they have years of experience programming financial software. These are exactly the type of people you need on your team.
To the reviewer: Either bundle the advisors into the team rating or give them a separate category. Do not be inconsistent in this category. Do not bring a team's ethnicity into play as a factor for anything. Please do actual research on all the members, and please define what it means to be a "superstar". Please learn to navigate websites. Polymath's team is there. Your inconsistency and lack of research in this makes you appear incapable of judging a team. There is no clear methodology here. All your reviews are questionable because of this.
Roadmap:
He gave 0 points to GVT for their roadmap being hard to read. But the key point is this: They have a roadmap. There is no reason to give 0 points in this category. Not only that, the roadmap is decently detailed with many goals and objectives. The roadmap isn't some simple points on a line like Enigma's roadmap. Speaking of which...
He gave Enigma 0 points for not having a roadmap at all.... But they do have a roadmap. The guy didn't do his research.
https://en.decentral.news/2017/12/27/ico-analysis-enigma-catalyst-realm-crypto-trading-machines/
It can be found here.
MVP:
Having a minimum viable product be worth only 10 points is ludicrous. Any project that has an MVP basically utterly destroys a project that doesn't. More importantly, the reviewer didn't actually bother to use the MVP on what he reviews.
He gave Polymath 0 points for their demo, but gave GVT 10 points for theirs.
I am going to be blunt about this. GVT's demo is a non-functional interface demo. GVT's MVP comes on April 1. Polymath does not deserve a 0, and GVT does not (as of 3/21) deserve a 10. They both deserve a 5. He didn't bother to actually check out GVT's demo, which goes to show he doesn't actually research things properly.
He gave Enigma a 3 for an MVP not available to the public and Selfkey a 5 for an MVP not used by the public. Eh?
He gave the Authorship a 10 for their MVP but claims he cannot find any info about them. How is that supposed to work?
He gave Po.Et 0 points for their MVP because he couldn't find it.
Here you go buddy: https://github.com/poetapp/wordpress-plugin
It's right there. You just failed to find it. It isn't their fault your research is bad.
Ease of Research:
The reviewer either needs to dock points for research being difficult in their respective categories or dock research being difficult in this category. Do not "double dip" and dock points in both categories. This category is irrelevant since the reviewer already docks points in their respective categories. Also, this category is subjective because it is based on the reviewer's research skillset.
Community:
He uses coingecko's score or numbers from their telegram channel but there isn’t much evidence that he actually bothered to check out their communities much. Reeks of laziness and has nothing to do with the quality of a community. This really shouldn't even be a category if he is going to give points based on this. High telegram channel members has little meaning.
Solving a problem:
The reviewer’s inability to understand the problem that a project solves should not be held against it. Polymath is quite clear in the problem it solves.
He gives projects that solve problems of identifying people a 10, but gives projects that solve problems of identifying intellectual property a 3. That makes no sense. Those are both problems that need to be solved by the blockchain. The idea that he finds one more important than the other is clear bias.
Token Use:
The author does not understand the GV product. GV is platform agnostic, and more importantly GVT needs as little outside influence as possible. There is a very specific reason why GVT has to be used in place of ETH. ETH would technically be a middleman in this sense. GV's success is not meant the be tied to ETH's success or ETH token price manipulation. GV's success isn't even meant to be tied to crypto's success. GV is designed to succeed even if ETH or crypto fails.
GVT actually deserves a 10 in this category. GVT is needed to use the platform. Money is transferred using GVT. Profit is returned using GVT. Other services such as GV Markets will also function using GVT as gas. The utility of GVT is needed in all aspects of the platform. This gives the token great utility and investment value. If 1 Billion is invested through the GV platform, GV's market cap includes that 1 billion because the token is needed to transfer that 1 Billion around. This provides great incentive to invest in the platform and a great reason for the token price to grow in value. No other project that this much incentive or ways to bring value to their token as much as GVT. I am surprised the reviewer cannot see this.
GVT is also market agnostic. The entire crypto market can fail and GVT can still maintain value through profits brought in from the Forex and stock markets. This will make it extremely resilient over time.
Presentation:
The purpose of GVT is quite clear. It is broken down on the website and the presentation clearly explains why it is needed as all levels of trust management including the brokers, customers and managers. All that info is very clear on the front page of the site. 0/10? GVT presentation isn't the problem here. It seems the reviewer only watched the video which is just one part of the presentation. Everything is on the site and in the whitepaper, which the reviewer apparently didn't even fully read.
Token vesting:
He colors it yellow for GVT but green for other projects that also get 5 points... visual bias is apparent. He gave one project a 10 for an 18 month vesting period and a 6 to another project for the same period with little justification for such a disparity.
Supply/Scarcity:
GVT receives 3 points because 44M tokens were available during ICO but only sold about 4M. This makes him believe that they didn’t create much demand. “Everyone who wanted GVT got it.” The US and Singapore could not participate. Also, Bounty0x failed to reach their soft cap, but the reviewer didn’t dock any points for that. If everyone who wanted GVT got it then the marketcap wouldn’t be where it is today. What a terrible assumption he made.
Competition: He gave GV a 5/10, but his reasoning made little sense. “Covesting and coindash are used to trade cryptocurrencies while GVT is for cryptocurrency AND non-crypto trading. They will still compete for a portion of the same market. People will have only so much fiat to invest.” You do not use fiat to invest in Covesting or Coindash. Also, GV will allow people who are into stocks or forex to bring their money into crypto. No other coin is doing what GVT does. Covesting and coindash, arguably, are projects that try to compete against just one part of the entire GV platform. GVT is more than that and should have a higher score because there is basically no competition. There is competition for some of its features, but not for the platform as a whole. He gave Bounty0x a 20-point bonus for "Best in Field"... but they are the best because they have no competition. As a matter of fact, there is no reason for a 20 point "best in field category" when you already have a competition category worth 10 points.
He gave Funfair a 5/10 even though he states "No competition in FunFair’s niche"... That would automatically make it the best in its field if it has no competition as well.
Why does a project that has no competition effectively get 30 points (10/10 + 20), while another project with no competition get only 5 (5/10 + 0)? I will tell you why. It's because the author doesn't know what he is doing.
Guy's I am going to be honest. I am tired of doing this. You get my point. His reviews are an inconsistent and poorly researched mess. I've written around 8 pages worth of content covering this. If there is anything else you need me to compare, please write it in the comment section.
submitted by novadaemon to genesisvision [link] [comments]

Roughly 2 years after creating a company in China at my kitchen table, we’ve pivoted, tripled our staff and opened new offices. We’re changing the way e-commerce manufacturers import from China. Here’s how I did it.

I started a sourcing company that focuses on helping e-commerce sellers get products manufactured. Selling on Amazon is a popular topic these days, but I want to focus on the growth of my business and how we got where we are today.
I love reading about the growth of companies, both small and large. So here is me giving back.
Ask whatever questions you want, I’ll try to be as open as possible.
TL;DR My progress in building a company where I can act as an operator and not a micromanager
The Beginning
22 months ago I updated /entrepreneur of my minor progress in quitting my job at a product development company where I set out to help businesses get products manufactured from China.
You can read about it here: 14 Days in, and what started as an idea, is becoming a global business.
After starting the company and hiring a small Chinese staff working out of my apartment, in Shenzhen, China, we began getting a lot of clients by word of mouth and basic networking. The business model was simple, we act as the eyes, ears and boots on the ground in China for our customers. Our customers ranged from medium and large scale Amazon/eBay sellers, to brands that you can find in Wal Mart, Bed Bath & Beyond, Tesco and Target.
Our profit margins were pretty good, because we were acting as the middle man and paying factories with our clients money, our revenue was much higher than our profit. But our risk was minimal as we were never holding inventory. It wasn’t before long before where we had multiple millions of dollars in sales, which looked nice, but our profit margins only ranged from about 1% - 10% per order.
I realized we needed to scale, as my goal was to create a company, bring in talented operators and oversee operations without having to micromanage.
Trying to Scale Attempt 1:
Traditionally, Chinese companies scale via internal growth. The more employees you have, the bigger and more profitable you are. Our competitors have teams of 100+ people working in single offices. I don’t like this idea. Too much management, too messy and the overhead is too high. I tried to switch my clients over to a recurring revenue model. Nobody was biting. We tried to increase our profit, but the market was too competitive. The only possible option I saw to grow was to add a sales team and add more sourcing agents. - Again, an idea I did not love.
Trying to Scale Attempt 2:
China works based on scale. The higher the order quantity, the better it is for everyone. Because of this, we would often get weekly requests from small quantity e-commerce sellers who we’d constantly turn away because their order sizes were too small, and the work wasn’t worth the reward. I never liked turning people away. I had a client come back to me and tell me that there are no services out there who understand the business model of an e-commerce seller.
I decided I was going to find a way to help these types of e-commerce sellers.
A serious gap in this industry was identified. The only services out there for e-commerce sellers were training courses teaching new sellers how to make millions on Amazon. These were just courses, nothing different from the affiliate marketing, forex trading, work from home courses that new age entrepreneurs are seen creating as a way to earn a quick buck. Sure, some of this stuff was helpful, but there are still a ton of people out there who were actively selling online, they’ve surpassed the beginner mark and they are struggling to grow their business and deal with China at the same time. Having identified that group, our target customer was created.
The Problem:
We know that manufacturing works based on scale. So the larger the order, the lower the price, the greater the profit. Accepting to work with small sized importers was too dangerous in the existing model of sourcing suppliers, offering product quotations and hoping the client bites. There is way too much work involved just to offer a quotation, and hope the client was serious enough to place the order.
The Pivot:
We created a new service, outside of our existing website where the goal was to guide importers through the entire process of working with China. We’d act as the project manager, offering our purchasing office and resources in China in an outsourced model where we’d become a part of our clients company. We built an a la carte menu and offered our existing services to anyone who wanted them in a buy it now, productized fashion. They could purchase a sourcing service where we’d provide them with a list of qualified suppliers for a product they wanted to manufacture. They could purchase our negotiation service where we would negotiate for 8 days on their behalf. Clients could even have multiple samples shipped to our office in China, and we document them and ship them all together to them, saving them hundreds of dollars in shipping fees.
This service took off! We got tons of orders as a lot of people began talking about us on various forums and groups. But apparently this was not good enough. Everyone said, can you guys just do everything for us?
At this point, I had hired some marketing consultants and had close friends following what I was doing. Almost everyone was telling me to just create a full package and offer everything. I was reluctant at first, I told them all it would never work, there were too many unknown variables.
Eventually I caved it. I stayed up for 48 straight hours planning the restructuring of the entire business model. Previously, we were using Chinese sourcing agent who we’d train and have them work from home to source suppliers for these e-commerce clients. This process was great, as the overhead was much smaller, but it was not super reliable.
I stuck with the idea and built a service where clients could come to us with their product idea, we’d give them an idea of its feasibility, cost, etc. and then we’d get moving acting as their purchasing office. Total transparency. The client would know who the factory is, something most sourcing companies keep as a close secret. The goal was, for the client would be in the loop with everything, but would rely on a single representative at our company to handle all aspects in China for them.
The Marketing:
We built a list of 300 email subscribers we found via three Facebook groups. These 300 people were going to be our beta testers. We started a drip series email campaign that would educate them about the pitfalls when dealing with China, scare them of the risks, and sell them on our service. The day to launch was near. We were hoping for a 3% conversion rate from this list. That would have been enough for us to validate the new service and let us know whether or not to continue down the road of offering a service to this type of importer.
Five days after the launch our conversion rate from the drip campaign was roughly 30%. We were not equipped to handle that amount of sales. Frantic, I shut down the site, emailed all customers and informed them our site is down so we can focus on their orders.
In the weeks to come, I transitioned from half of our sourcing staff working from home, to a full staff in our office. Then we began interviewing and hiring like crazy. Brought three new sourcing agents on, left our small office and rented a new office which provided us more room to grow.
Rebuilding:
Once the shock wore off, reality began setting in. This idea was not only validated, the problem was not demand, it was supply. The past couple of months we’ve been building training programs, adding a management team and structuring our company to fit the mold of my original goal, operating and not micro managing.
Now, I have two strong managers. One manages the sourcing team and the other manages the account reps. We were able to build team leaders who are responsible for solving day to day problems, leaving me to focus on growth. All work is based on metrics, each employee is graded on their work, and the bonus structure is set up according to the monthly performance metrics.
We have a lot planned in the near future. It is definitely exciting to be paving the way in an age old industry with a modern approach. We are starting to see competition, and as an MVP in an arena of this size, that is to be expected. Our main focus is on continuing to strengthen our core, come out with new services and make sure all of our early clients are heard and their problems get solved. We’ve been approached by some pretty large companies both in our industry and outside interested in investing in us. I am still the sole owner and we’ve yet to take a single investment. That time may come, but I am going to be picky with who we choose.
It is an exciting time for us, we’re not perfect by any means, I 100% work by the philosophy where you need to be ashamed of your initial launches and attempts, anything you’re not ashamed of, you took too long to release.
I purposely left out our company name as I’d love to focus on the business growth, and I’m not interested in plugging anything at this time.
Some things we’re working on now:
submitted by archer48 to Entrepreneur [link] [comments]

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How To Trade The News - Using Supply And Demand Forex (USDCAD Forecast) TradingView Setup for Supply and Demand Trading (2020) Supply And Demand Forex - YouTube How to Trade - Pair Supply and Demand - Advanced How To Trade Forex News Using Forex Factory (High Impact News Trading)

Supply and demand traders can get so caught up in their "zone" methodology that they forget about everything else. In this segment I'll present a pattern of analysis that can be used to pick apart a chart and clarify areas logical for trading. If the supply of a commodity is low and the demand is high, this creates scarcity which pushes prices higher. In the Forex market, the same logic applies. When the supply for a currency is high and the demand is low, this will drive prices lower. If the supply for a currency is low and the demand is high, the excess demand will drive prices higher. These supply and demand zone indicators are rich in features with many powerful features to help you to trade the right supply and demand zone to trading. Also note that supply demand zone indicator can be used as a great support and resistance indicator too. So if you are looking for good support resistance indicator, then these tools are good too. Please check it out. For the purposes of this thread WRB gaps in and of themselves are evidence of supply/demand. In this case since this WRB is bullish it is evidence of demand. A WRB gap bar is not a trade signal. It is a significant event and observing how price reacts to it is what is important. This WRB occurs at the top of a corrective leg in this overall downtrend. How to be Successful by the Best Imbalance to Trade Supply and Demand in Forex. Many people ask me How to find the right Supply and Demand in Forex? Another common question that I get is How to draw Supply and Demand Levels? Besides, a recent question that someone asked me is How to decide if a Supply or Demand Level is true? Let me answer in the right way. What are Supply and Demand Zones and How to Trade with Them. @colibritrader . Supply and Demand zones do offer a great insights into the structure of any market. If you have an idea of how to trade with support and resistance zones, you might find supply and demand zones very similar. You won’t be mistaken. Supply and Demand - It is a MetaTrader 4 indicator that allows you to detect several changes and dynamics in price that many traders can’t estimate or see without an indicator, which highlights its essence and usage.Accordingly, traders can draw conclusions and make estimates about how the prices will change based on the information they have and then they can modify their strategy for ... Home/Business/ Incredible Growth in Forex Prepaid Cards Market 2020 Trends, Demand, ... such as policy, international trade, and speculation and supply demand in the Global Forex Prepaid Cards Market. This market research report on the Global Forex Prepaid Cards Market is a comprehensive study of industry-specific frameworks, industry-strength drivers and manacles. Over the next seven years ... The foreign exchange rate is determined in the free foreign exchange markets by the forces of ‘demand and supply for foreign exchange’.To make the demand and supply functions to foreign exchange, like the conventional market demand and supply functions, we define the rate of exchange as the price of one unit of the foreign currency expressed in terms of the units of the home currency. Supply and Demand on a Forex Chart. So, how do we speculate where supply or demand is strongest? It is based on the concept of price rallies and drops. Many supply and demand forex traders have coined these movements as rally-base-rally, drop-base-drop, drop-base-rally, or rally-base-drop. However, we will not delve into that as this would take ...

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How To Trade The News - Using Supply And Demand Forex (USDCAD Forecast)

Home Trending History Get YouTube Premium ... Dasar analisa supply and demand Forex trading by Forex Edu. 15:15. Mastering candlestick pattern trading forex dengan Engulfing by Forex Edu. 12:19 ... In this video I go over my setup and settings for trading Supply and Demand with TradingView. TradingView is a great platform and it makes it super simple to trade supply and demand. 30 ... Website: https://growapairandtrade.com/#/app/table/smart Follow GAPAT: https://www.tradingview.com/u/GrowAPairAndTrade/ https://twitter.com/TeamGapat https:/... How To Trade The News - Using Supply And Demand Forex (USDCAD Forecast) The easiest way to trade forex news is by using supply and demand USDCAD - CAD BOC Rate Statement January 2020 Be sure ... SUPPLY & DEMAND WEEKLY ANALYSIS CURRENCY PAIRS FOREX TRADING THE FOREX SCALPER - Duration: 3:35. The Forex Scalper 2,291 views How To Trade Forex News Using Forex Factory (High Impact News Trading) // Know the smart way to trade USD Unemployment Claims, CAD Employment change, and CAD... Home; Videos; Playlists; Community; Channels; About Play all. Supply And Demand Forex Sunny Mdlalose; 10 videos; 627 views; Last updated on Feb 21, 2020; Play all Share. Loading... Save. Sign in ...

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