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Slippage exists in all trades that involve market or stop orders, although it may, in some circumstances, work for rather than against the trader Limit orders (eg, sell at $2 or better ) are not subject to slippage, but such orders cannot close out a position in an emergency Contrarian Trading If possible, exit long trades when most traders are buying, and exit short trades when they are selling Such behavior will make it easier to quickly close out a trade, and to do so at an excellent price, with slippage working for rather than against the trader Profit targets usually exit into liquidity in the sense just discussed Certain volatility exits also achieve an exit into liquidity Selling at a blowoff top, for example, is selling into a buying frenzy! Buy the rumor, sell the news also suggests the benefits of selling when everyone starts buying.

program for 20,000 branch employees of Scotiabank, Canada s third largest bank. The purpose of the Applause program was to promote, recognize, and reward certain customer-centric behaviors de ned by the bank. To focus and articulate the brand vision, a statement of the bank s core valves was developed. The core purpose was considered critical in sustaining the bank s position as a leading international Canadian bank. The core purpose statement was To be the best at helping customers become nancially better off by nding relevant solutions to their unique needs. Carlson and Scotia management designed ScotiaApplause to encourage employee behaviors that demonstrated the desired core values. The Applause Principles for employees were identi ed as Respectful Straightforward Insightful Spirited

Of course, not all the exits in an exit strategy can be of a kind that takes advantage of exiting into liquidity..

Historically, employee incentive programs at Scotiabank had been used sporadically and had had a strong emphasis on driving volumes. Many of these programs encountered dif culties ranging from lack of

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Conclusion A complete exit strategy makes coordinated, simultaneous use of a variety of exit types to achieve the goals of effective money management and profit taking. Every trader must employ some kind of catastrophe and money management stop. It is also advisable to use a trailing stop to lock in profits when the market is moving in the trade s favor. A risk- or volatility-based exit is useful for closing positions before a stop gets hit-getting out with the market still moving in a favorable direction, or at least not against the trade, means getting out quickly and with less slippage. TESTING EXIT STRATEGIES

implementation to inequitable competitive groupings. Most of them lacked a strong reinforcement for building customer relationships. The worst characteristics of these programs were the following: They were strictly sales incentives. The areas where the bank s budget was biggest, rather than customers needs, got most of the attention. They offered few bene ts for the sales and support staff. They did not bene t most employees, and as a result they did not lead to discernible changes in employee behavior. They lacked consistency in the communications delivering recognition or rewards. They did not address the primary employee behavioral problems. From a review of past programs, Carlson concluded that a program designed around recognizing and rewarding leading indicators of performance activities and behaviors, as opposed to lagging indicators or results, was required.

In the next few chapters, a variety of exit strategies are tested In contrast to entries, where an individual entry could be tested on its own, exits need company An entire exit strategy must be tested even if, for purposes of scientific study, only one element at a time is altered to explore the effects The reason for this involves the fact that an exit must be achieved in some fashion to complete a trade If an entry is not signaled now, one will always come along later This is not so with an exit, where exposure to market risk can become unlimited over time, should one not be signaled Consider, for example, a money management stop with no other exit Are looser stops, or perhaps the absence of any money management stop, better than tight ones The first test determines the consequences of using a very loose stop.

Many Scotiabank branch employees had been with the bank for 15 to 25 years. Securing their buy-in for a new incentive initiative was not easy. The core idea of the program was that establishing a recognition system that rewarded employees for adhering to the identi ed core values would lead to an increase in customer service, resulting in customer retention and growth while minimizing attrition. ScotiaApplause was designed to be completely Web-based, with employees accessing the Web site from work or from home. By means of emails and intranet connectivity, employees could electronically submit both online recognition and personalized certi cates. Certi cate nominees and recipients were eligible for monthly reward draws for Applause points, which were redeemable for reward merchandise. ScotiaApplause gave the bank An ability to offer district vice presidents and branch managers a motivational program