WINNING in Mixed Martial Arts by Janus de Lange

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////////////////////////////////////////////////////////////////////////////////////////// Table of Contents Introduction

CHAPTER 8 Human Resource Management in Mixed Martial Arts

CHAPTER 1 Strategic Management in Mixed Martial Arts

CHAPTER 9 The Law and Mixed Martial Arts

CHAPTER 2 Developing a Grand Strategy

CHAPTER 10 Operations Management in Mixed Martial Arts

CHAPTER 3 Using the SWOT Analysis in Mixed Martial Arts

CHAPTER 11 Procurements in Mixed Martial Arts

CHAPTER 4 Using Porters Modified Value Chain Analysis in Mixed Martial Arts

CHAPTER 12 Using the Mix’Fit Athlete Performance Assessment Chart

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CHAPTER 5 Sun-Tzu’s Art of War in Mixed Martial Arts CHAPTER 6 Miyamotto Musashi’s, The Book of 5 Rings in Mixed Martial Arts CHAPTER 7 Marketing Management in Mixed Martial Arts

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he concept of developing a strategic approach to secure victories in battle is not a new phenomenon. However, Mixed Martial Arts is relatively young as a sports and as all young sports go, developing a universally accepted manual for coaching future champions by using ancient and modern strategies, might just be the manual managers, coaches and fighters need. Mixed Martial Arts manuals with fight techniques and tactics are a dime-a-dozen. Our manual will be a little different. Having spend 20 years as a sports coach, celebrity trainer, national power-lifter, professional mixed martial artist, body-building judge, MMA judge, CrossFit judge, Editor-in-Chief, CEO, MMA manager with R780 000,00 in “Fighting Stock” and a media company valued at R3.2 million ZAR, it’s come to my attention there might be a couple short-comings in Mixed Martial Arts. These short-comings are: Ÿ a strategic approach to manage MMA talent out-side the cage Ÿ a strategic aid to optimize MMA talent for competition Ÿ a strategic tool-set for developing fight tactics relative to each opponent Ÿ a complete understanding of MMA out-side the competition arena Now, the reader needs to understand; our manual ain’t no miracle approach to fighting. However, it has given the reader a basic set of tools. Therefor, becoming more competitive, at a quarter of the time normally spent on research and development. The goal of this manual is in essence: one big competitive advantage. It must be noted, we’ve used many of the tools in this manual for our “little” MMA school called TKOMMA. TKOMMA at the time of writing this book has managed, advised, coached and promoted 8 champions to victory, in 3 sports, spread over 5 federations. TKOMMA also secured 17 consecutive MMA victories at amateur and professional MMA level in less than 3.5 years, being the only MMA school to have defeated the world-famous Fight Fit Militia in a consecutive hat-trick victory, claiming the scalps of Norman “Chef” Wessels, Gareth “Soldier-Boy” McClellan, Darren “DD” Daniels. It’s also worth mentioning; TKOMMA is also the major shareholder behind S.P.Q.R. Media (Pty) Ltd, Mix’Fit Magazine, Mix’Fit Fitness Certification, Nutri-Fit Performance Nutrition & this book; WINNING in Mixed Martial Arts

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trategic Management involves the formulation and implementation of the major goals and initiatives taken by a fight squad on behalf of the fighter, based on consideration of the resources and an assessment of the fighter/s body-composition, performances levels, competition, micro & macro environment in which the fighter competes. Strategic management provides overall direction to the fighter/s and involves specifying the fighter/s objectives, developing policies and plans designed to achieve these objectives, and the allocating resources to implement the plans. In this book we have developed numerous models, tables, charts, and frameworks to assist in strategic decision making in the context of an complex Mixed Martial Arts environment and competitive culture. Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning. The three underlying principals in strategy, according to Harvard Professor Michael Porter specifically adopted to Mixed Martial Arts are: Creating a “winning and valuable” fighter/s with a clearly identify able brand”, making trade-offs by choosing “what not to do”, and creating “Fighting Fitness” by aligning the fighter/s activities to with one another to support the chosen strategy. Dr. Vladimir Kvint defines strategy as: ‘”a system of finding, formulating, and developing a doctrine that will ensure long-term success if followed faithfully”.

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////////////////////////////////////////////////////////////////////////////////////////// Mixed Martial Arts strategy involves answering key questions from a fighter/s management perspective. In management theory and practice, a further distinction is often made between strategic management and operational management. Operational management is concerned primarily with improving performance, efficiency, bodycomposition, metabolic functioning, optimal hormone levels, technical competency and controlling cost with in the boundaries set by the grand strategy of the fighter/s.

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he Grand Strategy of every member in a fight squad needs to align with noexeptions. Working on the assumption that every member in a fight squad is focused on winning a fight, might be highly presumptuous. The only assumption that may be made is: Every member in a fight squad has his/her own goals, objectives and agendaâ&#x20AC;&#x2122;s and hopes to benefit from a Mixed Martial Artist competing in an event. It must be noted we could extend this success by association concept to every stakeholder associated with a Mixed Martial Artist in competition. Identifying the agendas of all the stakeholders associated with a fighter, before an event is crucial in keeping a fighter in the WINNING position. 9/10 Times most fighters lose because they simply have to many stakeholders all with different agendaâ&#x20AC;&#x2122;s, hoping to gain something from the fighter. The Vision in MMA should always be to WIN. However, it will remain the task of the squad to determine what WINNING implies for each and every member. At TKOMMA we like to implement the KISS principal : KEEP IT SIMPLE STUPID The Grand Strategy should comprise of the following:(see fig 2.1) - a Vision - a Mission - Stakeholder Expectations Analysis - Values & Beliefs Analysis

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////////////////////////////////////////////////////////////////////////////////////////// The Vision The vision for most fighters may be simple although it may also be a highly complex psychological process. The entire process may range from enjoyment, self-acctualization, love for money, ambition, desire, need for status, economic factors, influences and/or simply destiny. The vision of each fighter may vary however when speaking to most new-comers, the story is 99.9% in want to be on TV and fight in UFC. We advise to make your vision S.M.A.R.T. Specific, Measurable, Attainable, Realistic, Timely I want to compete in ______________ Promotion (Specific), as a __________Weight Class (Measurable), after having done ____________ Time of MMA training (Attainable) at ____________________ Fight School (Realistic), on _______________ Date (Timely) The Mission The mission of _______________ (Fighter), is to add sustainable tangible and nontangle value to all stakeholders by competing in _____________ (Promotion). Successfully beating _____________ (Opponent) by implementing world class strategic (WINNING in Mixed Martial Arts â&#x20AC;&#x153;The Ultimate Strategic Guideâ&#x20AC;?) and operational management techniques and tools (Coaching, Training, Nutrition, Supplementation) as a standard bench mark, and dedicating the all available resources to develop a _________________ (Competitive Advantage) in MMA. Signed Fighter: _____________ Signed Manager: _____________

Signed Head Coach: ______________ Date: _________________

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////////////////////////////////////////////////////////////////////////////////////////// Stakeholders Fighters have many stakeholders, with a direct or in-direct interest in their success. Unfortunately, no fighter will ever be an island and the key to understanding this concept is highlighted below. (see fig 2.2)

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////////////////////////////////////////////////////////////////////////////////////////// Values & Beliefs Values are among the most stable and enduring characteristics of individuals. They are the foundation on which attitudes and personal preferences are formed. They are the basis for crucial decisions, life directions,and personal tastes. They help define our morality and our conceptions of what is "good." Much of what we are is a product of the basic values we have developed throughout our lives. The trouble with values is that they are taken for granted, and people are often unaware of them. Unless a person's values are challenged, the values being held remain largely undetected. People are not aware that they hold some values as being more important than others. This unawareness leads to actions or behaviors that are sometimes contrary to values, or even leads to confusion about values. Until people encounter a contradiction or a threat to their basic values, they seldom articulate their values or seek to clarify them. We may divide each and every fighterâ&#x20AC;&#x2122;s value set into two major overlapping groups n.m. Cultural & Personal Values. (see fig 2.3) The entire aim of the values assessment will be to know oneself, know your fighter or simply better understand the opponent your dealing with. It may sound ridiculous but our MMA school has literally won fights by just by doing a quick cultural values assessment. This requires some level of experience and sound people knowledge to use the values analysis to your squads favor, but none-the-less a most valuable tool for winning fights.

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Using the SWOT Analysis in Mixed Martial Arts

iscover new opportunities. Manage and eliminate threats. SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and for identifying both the Opportunities open to the fighter and the threats the fighter faces. What makes SWOT particularly powerful is that, with a little thought, it can help you uncover opportunities that you are well placed to exploit and by understanding the weaknesses of your fighter, you can manage and eliminate threats that would otherwise catch you unawares. More than this, by looking at your fighter and your competitors using the SWOT framework, you can start to craft a strategy that helps you distinguish yourself from your competitors, so that you can compete successfully in the cage. How to Use SWOT Analysis Originated by Albert S Humphrey in the 1960s, SWOT Analysis is as useful now as it was then. You can use it in two ways - as a simple icebreaker helping people get together to "kick off" strategy formulation, or in a more sophisticated way as a serious strategy tool. Tip: Strengths and weaknesses are often internal relative to your fighter, while opportunities and threats generally relate to external factors. For this reason the SWOT Analysis is sometimes called Internal-External Analysis and the SWOT Matrix is sometimes called an IE Matrix.

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////////////////////////////////////////////////////////////////////////////////////////// To help you to carry out a SWOT Analysis, we recommend you use the following assessment tools: Ÿ Mix’Fit Athlete Performance Assessment Ÿ Nutri-Fit Nutrition Assessment Ÿ Body-Composition Analysis Ÿ TKOMMA Technical Competency Analysis Ÿ WINNING in MMA “The Ultimate Strategic Manual” Strengths: Consider your strengths from both an internal perspective, and from the point of view of your competition. You should also be realistic - it's far too easy to fall prey to "better than we think syndrome." Also, if you're having any difficulty with this, try writing down a list of your fighters characteristics. Some of these will hopefully be strengths! When looking at your fighters strengths, think about them in relation to your competitors. For example, if all of your competitors produce high quality fighters, then a high quality production process is not a strength in your school, it's a necessity.

Strengths

Weaknesses

Mix’Fit Athlete Performance Assessment Ÿ Nutri-Fit Nutrition Assessment Ÿ Body-Composition Analysis Ÿ TKOMMA Technical Competency Analysis

Opportunities

Threats

Ÿ WINNING in MMA

“The Ultimate Strategy Guide”

Weaknesses: Again, consider this from an internal and external basis: Do other people seem to perceive weaknesses that you don't see? Are your competitors doing any better than you? It's best to be realistic now, and face any unpleasant truths as soon as possible.

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Further SWOT Tips

What good opportunities can you spot? What interesting trends are you aware of?

If you're using SWOT Analysis as a serious tool (rather than as a casual "warm up" for strategy formulation), make sure you're rigorous in the way you apply it:

Useful opportunities can come from such things as: ŸChanges in technology and inter-sports politics ŸChanges in sports-governing policies related to MMA. ŸChanges in social patterns, population profiles, lifestyle changes, and so on. ŸLocal events.

Tip: A useful approach when looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them. Threats ŸWhat obstacles do you face? ŸWhat are your competitors doing? ŸAre quality standards or specifications regarding fighters changing? ŸIs changing technology threatening your position? ŸCould any of your weaknesses seriously threaten your fighter/s?

Tip: When looking at opportunities and threats, PEST Analysis can help to ensure that you don't overlook external factors, such as new governing regulations, or technological changes in the sports of Mixed Martial Arts.

- Only accept precise, verifiable facts. - Ruthlessly prune long lists of factors, and prioritize them, so that you spend your time thinking about the most significant factors. -Make sure that options generated are carried through to later stages in the strategy formation process. - Apply it at the right level - for example, you might need to apply SWOT Analysis at fighter/s, coaching & management level, rather than at the much vaguer whole squad level. -Use it in conjunction with other strategy tools so that you get a comprehensive picture of the situation you're dealing with.

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he term â&#x20AC;&#x2DC;Value Chainâ&#x20AC;&#x2122; was used by Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985). The value chain analysis describes the activities the fighter/s, coaches, managers perform and links them to the squads competitive position. Value chain analysis describes the activities within and around an fighters career, and relates them to an analysis of the competitive strength of the fighter/s. Therefore, it evaluates which value each particular activity adds to the fighters performance and abilities. This idea was built upon the insight that fighter/s are more than a random compilation of genetics, punches, kicks and wrestling skills. Only if these things are arranged into systems and systematic activates it will become possible to produce something for which promoters & sponsors are willing to pay a price. Porter argues that the ability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage. (VACA)

Primary Functions - Logistics - Transportation - Operations Management - Training - Nutrition - Fighting - Marketing Management - Income & Costs Management - Purse Fees - Media Income - Sponsorships - Costs of Fighting - Operating Costs - Asset Appreciation - Club Trading Value - Trademarks & Logoâ&#x20AC;&#x2122;s

Porter distinguishes between primary activities and support activities. Primary activities are directly concerned with the creation or production of the fighter/s abilities & performances on fight night.

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////////////////////////////////////////////////////////////////////////////////////////// They can be grouped into five main areas: logistics, operations, marketing and income generated from fighting activities, and fighter asset value appreciation. Each of these primary activities is linked to support activities which help to improve the performance or efficiency of the fighter/s in question. There are four main areas of support activities: procurement, technology development (including R&D), human resource management, and infrastructure (systems for planning, finance, quality, information management etc.). The term “ Value Added Competitive Advantage (VACA)” implies that the fighter/s realize a value added margin that depends on the ability to manage the linkages between all activities in the value chain. In other words, the fighter/s are able to deliver an all-round improved performance in events. Some thought about the linkages between activities: These linkages are crucial for fighter/s success. The linkages are flows of information, goods and services, as well as systems and processes for adjusting activities. Their importance is best illustrated with some simple example: Only if operations management produces high quality coaching standards will the fighter/s acquire the necessary skills-set to compete at a specific level of competition. However, if the marketing function has not been full-filled the fighter/s will not received the necessary exposure to secure sponsorships for the next event. Therefor, even a winning fighter can be badly managed and not receive the full benefit of what is happening in the sports of MMA.

Support Functions - Procurements - Equipment - Clothing - Training Manuals - Magazine’s & Video’s - Technology Development - Social Media, Blog’s, Websites - Web 2.0 - New Systems & Techniques - Human Resource Management - Support Staff - Coaches - Managers - Legal Team - Infrastructure - Developments & Capital Expenditures - Gyms Development - Fitness Certifications - Sports Media Investments

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////////////////////////////////////////////////////////////////////////////////////////// In most professional MMA squads, it is rather unusual that a single person/school/coach performs all activities from a performance, conditioning, technical proficiency and marketing perspective to have the fighter/s compete alone in the event. Most often, fighter/s are elements of a value system or supply chain. Hence, value chain analysis should cover the whole VACA system in which the fighter/s operates. (See fig. 4.3) A typical value chain analysis can be performed in the following steps: · Analysis of own value chain · Analysis of consumer/supplier value chains – how does your fighter fit in with their value chain · Identification of potential advantages in comparison with competitors · Identification of potential value added for the consumer – how can our fighter/s add value to the consumer’s value chain

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Art of War by Sun Tzu

Chapter 1 - Laying Plans

y studying the Art of War, we developed a strategic and measurable means to secure a 100% win ratio via our MMA school, leading to 18 consecutive victories for all fighters involved. Where possible we designed functional charts to be completed by any manager, coach or fighter. We did this by translating The Art of War specifically for MMA.

Sun Tzu said: The art of war is of vital importance to the State. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected. The art of war, then, is governed by five constant factors, to be taken into account in one's deliberations, when seeking to determine the conditions obtaining in the field. (1) These are: ŸThe Moral Law; ŸHeaven; ŸEarth; ŸThe Commander; ŸMethod and discipline

(1) As you can see (highlighted red) Sun Tzu talks about 5 factors which rules the lives of all fighters. We will call these 5 factors the: 5 Forces of Fighting. The aim of the game is simple: before any fight, your 5 forces of fighting must be; more in your favor, than in those of your opponent.

The Moral Law causes the people to be in complete accord with their ruler, so that they will follow him regardless of their lives, undismayed by any danger.

Moral Law = Fighter Popularity eg. Fans, Inter-Sport Politics, Friends, Support Groups, Affiliations, Sponsorships, Media Exposure

Heaven = Uncontrollable Variables eg. Fight Date, Fight Venue, Cage Design, Weather, Altitude, Stadium Design, Stadium Lights, Referees, Injuries, Genetics, Age, Gender

5 Forces of Fighting

Reward & Discipline = Gains & Losses Purse Fees, Trading Value, Fame, Media Income, Coaching Career, Fans, Supplement Income, Sponsorships Deals, Humiliation, Injuries, Death, Criticism

Earth = Controllable Variables eg. Strength, Cardio, Nutrition, Flexibility, Neuro-Muscular Response, Agility, BodyComposition, Endurance, Mass,

Commanders = Management eg. Coaches, Managers, Lawyers, Accountants, Marketing Team

Heaven signifies night and day, cold and heat, times and seasons. Earth comprises distances, great and small; danger and security; open ground and narrow passes; the chances of life and death. The Commander stands for the virtues of wisdom, sincerity, benevolence, courage and strictness. By method and discipline are to be understood the marshaling of the army in its proper subdivisions, the graduations of rank among the officers, the maintenance of roads by which supplies may reach the army, and the control of military expenditure. These five heads should be familiar to every general: he who knows them will be victorious; he who knows them not will fail. Therefore, in your deliberations, when seeking to determine the military conditions, let them be made the basis of a comparison, in this wise: ŸWhich of the two sovereigns is imbued with the Moral law?

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////////////////////////////////////////////////////////////////////////////////////////// (2) After completing the 5 Forces of Fighting Chart every fighter, manager, or coach must ask himself 5 basic questions to predetermine the fight outcome. 1. Who is more popular, marketed, advertized, has the most fans, and has the most backing from all stakeholders? (Remember to account for family and friends as well) 2. Which fighters management is more competent at their respective the job function. 3. Who benefits most from the uncontrollable and controllable forces? 4. Who will generate the biggest gains or suffer the biggest losses? 5. Which fighter scores higher on the Mix’Fit Athlete Performance Chart (follow link)

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ŸWhich of the two generals has most ability? ŸWith whom lie the advantages derived from Heaven and

Earth? ŸOn which side is discipline most rigorously enforced? ŸWhich army is stronger? ŸOn which side are officers and men more highly trained? ŸIn which army is there the greater constancy both in reward and punishment? (2) By means of these seven considerations I can forecast victory or defeat. The general that hearkens to my counsel and acts upon it, will conquer: let such a one be retained in command! The general that hearkens not to my counsel nor acts upon it, will suffer defeat - let such a one be dismissed! While heeding the profit of my counsel, avail yourself also of any helpful circumstances over and beyond the ordinary rules. According as circumstances are favorable, one should modify one's plans. All warfare is based on deception. Hence, when able to attack, we must seem unable; when using our forces, we must seem inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near. Hold out baits to entice the enemy. Feign disorder, and crush him. If he is secure at all points, be prepared for him. If he is in superior strength, evade him. If your opponent is of choleric temper, seek to irritate him. Pretend to be weak, that he may grow arrogant. If he is taking his ease, give him no rest. If his forces are united, separate them. Attack him where he is unprepared, appear where you are not expected. These military devices, leading to victory, must not be divulged beforehand. Now the general who wins a battle makes many calculations in his temple where the battle is fought. The general who loses a battle makes but few calculations beforehand. Thus do many calculations lead to victory, and few calculations to defeat: how much more no calculation at all! It is by attention to this point that I can foresee who is likely to win or lose

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////////////////////////////////////////////////////////////////////////////////////////// In Chapter 2, Sun Tzu keeps reminding us; playing sports remains an expensive hobby. Unlike, most established sports such as football, rugby or tennis, professional Mixed Martial Artist very seldom get paid enough to focus on their fight careers exclusively. This allows for the development of a detailed cost-toplay analysis. These cost-to-play expenses will be divided into Cost-to-Play & Operating Expenses (See Table). (4) Cost to Play - Fighting Cost - Specialist Coaching Fees - Gym, Box, Club, Dojo Membership Fees - Clothing & Uniform - Supplement Costs - Sports Nutrition Costs - Transport Cost - Accommodation Cost Operating Expenses - Marketing Costs - Lawyer Fees - Accounting Fees - Connectivity Fees ( Telephone & Data) - Registration Fees (MASA) - Licensing Fees

Sun Tzu also reminds us unless you in what fighters call: â&#x20AC;&#x153;In the Moneyâ&#x20AC;? you are probably losing money, in your attempt to become a world class fighter. This remains the single biggest reason for fighters quitting, losing focus and getting demotivated (3)

Chapter 2 - Waging War Sun Tzu said: In the operations of war, where there are in the field a thousand swift chariots, as many heavy chariots, and a hundred thousand mail-clad soldiers, with provisions enough to carry them a thousand mile, the expenditure at home and at the front, including entertainment of guests, small items such as glue and paint, and sums spent on chariots and armor, will reach the total of a thousand ounces of silver per day. Such is the cost of raising an army of 100,000 men. When you engage in actual fighting, if victory is long in coming, then men's weapons will grow dull and their ardor will be damped.(3) If you lay siege to a town, you will exhaust your strength. Again, if the campaign is protracted, the resources of the State will not be equal to the strain. Now, when your weapons are dulled, your ardor damped, your strength exhausted and your treasure spent, other chieftains will spring up to take advantage of your extremity. Then no man, however wise, will be able to avert the consequences that must ensue. Thus, though we have heard of stupid haste in war, cleverness has never been seen associated with long delays. There is no instance of a country having benefited from prolonged warfare.(4) It is only one who is thoroughly acquainted with the evils of war that can thoroughly understand the profitable way of carrying it on. The skillful soldier does not raise a second levy, neither are his supplywagons loaded more than twice. Bring war material with you from home, but forage on the enemy. Thus the army will have food enough for its needs. Poverty of the State exchequer causes an army to be maintained by contributions from a distance. Contributing to maintain an army at a distance causes the people to be impoverished. On the other hand, the proximity of an army causes prices to go up; and high prices cause the people's substance to be drained away. When their substance is drained away, the peasantry will be afflicted by heavy exactions. With this loss of substance and exhaustion of strength, the homes of the people will be stripped bare, and three-tenths of their income will be dissipated;

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////////////////////////////////////////////////////////////////////////////////////////// The entire concept of this book is to develop a strategic approach to defend or attack a position, gain status, or secure a championship title. In Chapter 3 (Art of War), Sun Tzu explains the importance of using your enemies resources instead of your own resources to secure a victory when being offensive.(5) Sun Tzu goes on to explain, in simple basic accounting terms; there is always an inherent cost to fighting. He also states itâ&#x20AC;&#x2122;s wiser to rather focus on easier opponents and not to destroy your opponents career once you managed to secure a victory.

While government expenses for broken chariots, worn-out horses, breast-plates and helmets, bows and arrows, spears and shields, protective mantles, draught-oxen and heavy wagons, will amount to four-tenths of its total revenue. Hence a wise general makes a point of foraging on the enemy. One cartload of the enemy's provisions is equivalent to twenty of one's own, and likewise a single picul of his provender is equivalent to twenty from one's own store. Now in order to kill the enemy, our men must be roused to anger; that there may be advantage from defeating the enemy, they must have their rewards.

Itâ&#x20AC;&#x2122;s always wise to remember; the biggest opponent, has the biggest competition. Using this competition culture to advance your fighters to the next level is always advisable. However, contrary to most managers, coaches and fighters opinions, always being in competition is not necessarily using the competition culture in your favor. Ideally you want this scenario 80% of the time. (look at diagram)

Therefore in chariot fighting, when ten or more chariots have been taken, those should be rewarded who took the first. Our own flags should be substituted for those of the enemy, and the chariots mingled and used in conjunction with ours. The captured soldiers should be kindly treated and kept. This is called, using the conquered foe to augment one's own strength. In war, then, let your great object be victory, not lengthy campaigns. Thus it may be known that the leader of armies is the arbiter of the people's fate, the man on whom it depends whether the nation shall be in peace or in peril.

Chapter 3 - Attack by Stratagem Sun Tzu said: In the practical art of war, the best thing of all is to take the enemy's country whole and intact; to shatter and destroy it is not so good. (5) So, too, it is better to recapture an army entire than to destroy it, to capture a regiment, a detachment or a company entire than to destroy them. Hence to fight and conquer in all your battles is not supreme excellence; supreme excellence consists in breaking the enemy's resistance without fighting. Thus the highest form of generalship is to balk the enemy's plans; the next best is to prevent the junction of the enemy's forces; the next in order is to attack the enemy's army in the field; and the worst policy of all is to besiege walled cities. The rule is, not to besiege walled cities if it can possibly be avoided. The preparation of mantlets, movable shelters, and various implements of war, will take up three whole months; and the piling up of mounds over against the walls will take three months more.

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////////////////////////////////////////////////////////////////////////////////////////// (6) Sun Tzu, further explains; when playing Mixed Martial Arts, there are many ways to bring “misfortune” on a fight squad, these are: Ÿ Low quality Operations Management (Coaching, Nutrition, Training, Supplementation, ext) Ÿ None or Inadequate Strategic Management Ÿ Managing a fight squad, with no active involvement from the management/support team Ÿ Having event’s canceled, after months of preparation and planning. Ÿ Exposing the squad to negative media commentary and criticisms Ÿ Not securing sponsorships and quality media exposure Ÿ Failure to generate supporters or fans backing the fighters. Ÿ Immoral/Unethical conduct by fighter/s in the public domain. Ÿ Not knowing your fighter/s on a personal level Ÿ Not having an adequate understanding of the fighters competition or operating environment. Ÿ Not being able to full-fill the needs of the fighters in question.

The general, unable to control his irritation, will launch his men to the assault like swarming ants, with the result that one-third of his men are slain, while the town still remains untaken. Such are the disastrous effects of a siege. Therefore the skillful leader subdues the enemy's troops without any fighting; he captures their cities without laying siege to them; he overthrows their kingdom without lengthy operations in the field. With his forces intact he will dispute the mastery of the Empire, and thus, without losing a man, his triumph will be complete. This is the method of attacking by stratagem. It is the rule in war, if our forces are ten to the enemy's one, to surround him; if five to one, to attack him; if twice as numerous, to divide our army into two. If equally matched, we can offer battle; if slightly inferior in numbers, we can avoid the enemy; if quite unequal in every way, we can flee from him. Hence, though an obstinate fight may be made by a small force, in the end it must be captured by the larger force. Now the general is the bulwark of the State; if the bulwark is complete at all points; the State will be strong; if the bulwark is defective, the State will be weak. There are three ways in which a ruler can bring misfortune upon his army: (6) (1) By commanding the army to advance or to retreat, being ignorant of the fact that it cannot obey. This is called hobbling the army. (2) By attempting to govern an army in the same way as he administers a kingdom, being ignorant of the conditions which obtain in an army. This causes restlessness in the soldier's minds. (3) By employing the officers of his army without discrimination, through ignorance of the military principle of adaptation to circumstances. This shakes the confidence of the soldiers.

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WINNING in Mixed Martial Arts (The Ultimate Strategic Guide)

////////////////////////////////////////////////////////////////////////////////////////// By chapter 4, in the Art of War, SunTzu touches on the subject of Tactics vs Strategy. Strategy concerns itself with winning, whereby tactics are the techniques and tools used to implement the strategy (see below) (7)

But when the army is restless and distrustful, trouble is sure to come from the other feudal princes. This is simply bringing anarchy into the army, and flinging victory away. Thus we may know that there are five essentials for victory: He will win who knows when to fight and when not to fight. He will win who knows how to handle both superior and inferior forces. He will win whose army is animated by the same spirit throughout all its ranks. He will win who, prepared himself, waits to take the enemy unprepared. He will win who has military capacity and is not interfered with by the sovereign. Hence the saying: If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.

Chapter 4 - Tactical Dispositions Sun Tzu said: The good fighters of old first put themselves beyond the possibility of defeat, and then waited for an opportunity of defeating the enemy.

Strategic Management - Mission - Values & Beliefs - Stakeholders - Marketing - Human Resources - Procurements - Technology - Research - Legal - Financial

Operations Management - Training - Coaching - Nutrition - Supplementation - Rehabilitation - Fight Plan Development

Fight Management - Jab - Cross - Round-House Kick - Rear-Naked Choke - Under-Hooks

To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself. Thus the good fighter is able to secure himself against defeat, but cannot make certain of defeating the enemy. Hence the saying: One may know how to conquer without being able to do it. Security against defeat implies defensive tactics; ability to defeat the enemy means taking the offensive. Standing on the defensive indicates insufficient strength; attacking, a super abundance of strength. (7)

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////////////////////////////////////////////////////////////////////////////////////////// Clearly, Sun Tzu believes; there are offensive and defensive management styles, each style has it’s strengths and weaknesses. Identifying, the your own style as well as the style of your competition will go along way in developing an effective strategy, in any conflict situation. (8) Sun Tzu goes on to talk about the military method to ensure success in war. When we adapt the military method to Mixed Martial Arts the process will look something like this; (9)

The general who is skilled in defense hides in the most secret recesses of the earth; he who is skilled in attack flashes forth from the topmost heights of heaven. (8) Thus on the one hand we have ability to protect ourselves; on the other, a victory that is complete. To see victory only when it is within the ken of the common herd is not the acme of excellence. Neither is it the acme of excellence if you fight and conquer and the whole Empire says, "Well done!” To lift an autumn hair is no sign of great strength; to see the sun and moon is no sign of sharp sight; to hear the noise of thunder is no sign of a quick ear. What the ancients called a clever fighter is one who not only wins, but excels in winning with ease. Hence his victories bring him neither reputation for wisdom nor credit for courage. He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated. Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy. Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory. The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success. In respect of military method, we have, (9) ŸFirstly - Measurement ŸSecondly - Estimation of Quantity ŸThirdly - Calculation ŸFourthly - Balancing of Chances ŸFifthly - Victory

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////////////////////////////////////////////////////////////////////////////////////////// Sun Tzu explains in chapter 5, how tactics can be divided in to two sub-groups namely, direct & indirect methods of offensive and defence. Weâ&#x20AC;&#x2122;ve illustrated in the diagram below the relationships between all the factors involving a fighter/s performance. Note how the fighter/s will always spearhead a complex system of strategies, tactics and techniques. Hence the saying the fight is normally won or lost before the actual event. (10)

Measurement owes its existence to Earth; Estimation of quantity to Measurement; Calculation to Estimation of quantity; Balancing of chances to Calculation; and Victory to Balancing of chances. A victorious army opposed to a routed one, is as a pound's weight placed in the scale against a single grain. The onrush of a conquering force is like the bursting of pent-up waters into a chasm a thousand fathoms deep.

Chapter 5 - Energy Sun Tzu said: The control of a large force is the same principle as the control of a few men: it is merely a question of dividing up their numbers. Fighting with a large army under your command is nowise different from fighting with a small one: it is merely a question of instituting signs and signals. To ensure that your whole host may withstand the brunt of the enemy's attack and remain unshaken - this is effected by maneuvers direct and indirect. That the impact of your army may be like a grindstone dashed against an egg - this is effected by the science of weak points and strong. In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. (10) Indirect tactics, efficiently applied, are inexhaustible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin a new; like the four seasons, they pass away to return once more. There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever be seen. There are not more than five cardinal tastes (sour, acrid, salt, sweet, bitter), yet combinations of them yield more flavors than can ever be tasted.

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////////////////////////////////////////////////////////////////////////////////////////// (11) The decision making process remains always a key factor in any fight, whether if be from management, coaches, or the fighter. Sun Tzu spends time explaining the “mood” of how decisions should be made by stating: All decisions should be of “quality and promptness”. He further explains how maintaining a deceitful appearance requires: Ÿ Discipline Ÿ Courage Ÿ Strength although the enemy perceives the fighter/s as: Ÿ Disordered Ÿ Fearful / Timid Ÿ Weak

Sun Tzu, also mentions, one should; chose the correct fighting talent not be reliant on one “fighter” control the competition by keeping them “moving” tempt the competition into making “moves”

Ÿ Ÿ Ÿ Ÿ

In battle, there are not more than two methods of attack the direct and the indirect; yet these two in combination give rise to an endless series of maneuvers. The direct and the indirect lead on to each other in turn. It is like moving in a circle - you never come to an end. Who can exhaust the possibilities of their combination? The onset of troops is like the rush of a torrent which will even roll stones along in its course. The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim. Therefore the good fighter will be terrible in his onset, and prompt in his decision. Energy may be likened to the bending of a crossbow; decision, to the releasing of a trigger. Amid the turmoil and tumult of battle, there may be seeming disorder and yet no real disorder at all; amid confusion and chaos, your array may be without head or tail, yet it will be proof against defeat. (11) Simulated disorder postulates perfect discipline, simulated fear postulates courage; simulated weakness postulates strength. Hiding order beneath the cloak of disorder is simply a question of subdivision; concealing courage under a show of timidity presupposes a fund of latent energy; masking strength with weakness is to be effected by tactical dispositions. Thus one who is skillful at keeping the enemy on the move maintains deceitful appearances, according to which the enemy will act. He sacrifices something so that the enemy may snatch at it. By holding out baits, he keeps him on the march; then with a body of picked men he lies in wait for him. The clever combatant looks to the effect of combined energy, and does not require too much from individuals. Hence his ability to pick out the right men and utilize combined energy. When he utilizes combined energy, his fighting men become as it were like unto rolling logs or stones. For it is the nature of a log or stone to remain motionless on level ground, and to move when on a slope; if four-cornered, to come to a standstill, but if round-shaped, to go rolling down.

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WINNING in Mixed Martial Arts (The Ultimate Strategic Guide)

////////////////////////////////////////////////////////////////////////////////////////// In Chapter 6 Sun Tzu, focuses on the importance of having fresh fighter on the battlefield. He also emphasise the importance of focussing your attack on your opponents weaknesses, instead of focussing your attack on his/her strengths.

Thus the energy developed by good fighting men is as the momentum of a round stone rolled down a mountain thousands of feet in height. So much on the subject of energy.

Chapter 6 - Weak Points and Strong

Now, given very few professional MMA fighters have the luxury to compete on purse fees alone, we can safely work on the conclusion your opponents will either be working full-time, coaching full-time or studying full-time, depending on their age, marital status, social economic position or status in society. Remember any fighter can be beaten at the right time, whether it be right time in his career, the right time in the year, or right time in his life. So, its really just a question of timing. We can safely assume any fighter between the age of 16-23 has an abundance of energy relative to a high milage athlete age 32-45, thus by using age as a measuring tool we establish 4 main categories of athletes. Each category has its own strengths and weakness as well as a different workout recovery rate (WRR) and varying needs in respect to Rest & Recovery (R&RN), pre and post fight. As a rule the older the athlete the slower Rest & Recovery Rate (RRR). (See Table Below) (12)

AGE EXPERIENCE R&RN WRR RRR

RUG RATS 16-23 LOW LOW HIGH HIGH

TIGERS 24-30 MEDIUM MEDIUM MEDIUM MEDIUM

OLD DOGS 30-37 HIGH HIGH LOW LOW

HEAVIES 38-45 HIGH HIGH LOW LOW

Sun Tzu said: Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight;(12) whoever is second in the field and has to hasten to battle will arrive exhausted. Therefore the clever combatant imposes his will on the enemy, but does not allow the enemy's will to be imposed on him. By holding out advantages to him, he can cause the enemy to approach of his own accord; or by inflicting damage, he can make it impossible for the enemy to draw near. If the enemy is taking his ease, he can harass him; if well supplied with food, he can starve him out; if quietly encamped, he can force him to move. Appear at points which the enemy must hasten to defend; march swiftly to places where you are not expected. An army may march great distances without distress, if it marches through country where the enemy is not. You can be sure of succeeding in your attacks if you only attack places which are undefended. You can ensure the safety of your defense if you only hold positions that cannot be attacked. Hence that general is skillful in attack whose opponent does not know what to defend; and he is skillful in defense whose opponent does not know what to attack. O divine art of subtlety and secrecy! Through you we learn to be invisible, through you inaudible; and hence we can hold the enemy's fate in our hands. You may advance and be absolutely irresistible, if you make for the enemy's weak points; you may retire and be safe from pursuit if your movements are more rapid than those of the enemy.

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////////////////////////////////////////////////////////////////////////////////////////// Unfortunately, cage control stems from a deeper understanding that; not all MMA cages are build the same or by the same manufactures. Yes, MOST cages look the same; but looks can be deceiving. On that note; very few people give the cage credit for playing a significant role in the outcome, pace and style of any fight. Whether it be the; Ÿ number of corners, Ÿ the thickness of the canvas, Ÿ the wear of the canvas surface, Ÿ the stitching of the canvas material, Ÿ thickness of protective pads, Ÿ advertising vinyls, Ÿ water or blood on the canvas, Ÿ the canvas material, Ÿ tension of the wire-mesch, or Ÿ bounce of the cage floor. Although, we never seen the MMA cage play a direct role in winning/losing any fight and both opponents enjoy the exact same cage variables, the understanding of cage variables will ultimately lead to an increase in cage control, which may result in fight dominance.

If we wish to fight, the enemy can be forced to an engagement even though he be sheltered behind a high rampart and a deep ditch. All we need do is attack some other place that he will be obliged to relieve. If we do not wish to fight, we can prevent the enemy from engaging us even though the lines of our encampment be merely traced out on the ground. All we need do is to throw something odd and unaccountable in his way. By discovering the enemy's dispositions and remaining invisible ourselves, we can keep our forces concentrated, while the enemy's must be divided. We can form a single united body, while the enemy must split up into fractions. Hence there will be a whole pitted against separate parts of a whole, which means that we shall be many to the enemy's few. And if we are able thus to attack an inferior force with a superior one, our opponents will be in dire straits. The spot where we intend to fight must not be made known; for then the enemy will have to prepare against a possible attack at several different points; and his forces being thus distributed in many directions, the numbers we shall have to face at any given point will be proportionately few. For should the enemy strengthen his van, he will weaken his rear; should he strengthen his rear, he will weaken his van; should he strengthen his left, he will weaken his right; should he strengthen his right, he will weaken his left. If he sends reinforcements everywhere, he will everywhere be weak. Numerical weakness comes from having to prepare against possible attacks; numerical strength, from compelling our adversary to make these preparations against us. Knowing the place and the time of the coming battle, we may concentrate from the greatest distances in order to fight. But if neither time nor place be known, then the left wing will be impotent to succor the right, the right equally impotent to succor the left, the van unable to relieve the rear, or the rear to support the van. How much more so if the furthest portions of the army are anything under a hundred LI apart, and even the nearest are separated by several LI!

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////////////////////////////////////////////////////////////////////////////////////////// Cunning and Intelligence are the keys to winning fights. With a basic understanding of how teams are structured one can easily forget a team of 10 fighters can be reduced to 1 either by subtraction or division. So instead of picking off one fighter at a time one can very easily defeat the best fight squad in the world by forcing them to separate ways or divide into two distinctive groups. Fight clubs or teams generally all operate in the same fashion; with fighterâ&#x20AC;&#x2122;s joining a club because of logistics, reputation, services, costs or simply advertising. Either way very few fighters join a club not thinking of themselves first, this remains all clubs biggest weakness. All one has to do is put an obstacle in their ways and see the club divide in amongst themselves. You want information on fighters, you want intelligence on clubs and due to clubs being open to the public its is always extremely easy to gather this intelligence on any fight school. Its really just a question of making the effort and knowing what to look for. Sun Tzu later explains how tactics are generally in the public domain; exactly why all forms of strategy formulation must be done in secret, behind doors and away from fans, students and clients. Sun Tzu and Musashi both advocate to keep your strategic and tactical approach like water, implying one must change and adapt with each and every fight you get involved in. Mixed Martial Arts will change over the years, whether it be new players entering the sports, old players leaving, new rules being implemented, money changing hands, coaches swopping sides, fighters being injured, media playing its part. One things for sure; being a dominant force in the worldâ&#x20AC;&#x2122;s most physical sports will require a little more than going to the local pro-fighter and getting a lesson in jab, cross, uppercut.

Though according to my estimate the soldiers of Yueh exceed our own in number, that shall advantage them nothing in the matter of victory. I say then that victory can be achieved. Though the enemy be stronger in numbers, we may prevent him from fighting. Scheme so as to discover his plans and the likelihood of their success. Rouse him, and learn the principle of his activity or inactivity. Force him to reveal himself, so as to find out his vulnerable spots. Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient. In making tactical dispositions, the highest pitch you can attain is to conceal them; conceal your dispositions, and you will be safe from the prying of the subtlest spies, from the machinations of the wisest brains. How victory may be produced for them out of the enemy's own tactics-that is what the multitude cannot comprehend. All men can see the tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved. Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances. Military tactics are like unto water; for water in its natural course runs away from high places and hastens downwards. So in war, the way is to avoid what is strong and to strike at what is weak. Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. Therefore, just as water retains no constant shape, so in warfare there are no constant conditions. He who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain. The five elements (water, fire, wood, metal, earth) are not always equally predominant; the four seasons make way for each other in turn. There are short days and long; the moon has its periods of waning and waxing.

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////////////////////////////////////////////////////////////////////////////////////////// Sun Tzu said: “In war, the general receives his commands from the sovereign”. This implies just as every army / MMA school has a chain of command or organizational structure. See table. ARMY

MMA

King, Government or Emperor

Club Owner

Military Strategist

Martial Arts Strategist

Commander / Officers

Managers

Specialist Instructors

Specialist Coaches

Soldiers

Fighters

As you can see, it takes alot more than one fighter to win a fight. All weaknesses will be exploited by an opposing force. Spies will be used and social media is the perfect platform for gathering intelligence on teams/fighters if you know what to look for. The days of an aspiring young fighter walking into a dojo to compete as a pro on his own strengths is long gone as the level of competition was raised many moons ago. Sun Tzu explains the importance of having; Ÿ stable suppliers, Ÿ a source of income Ÿ adequate nutrition and supplementation Sun Tzu emphasizes how one must first gain experience in any given sports before one attempts to lead/ coach or manage fighters to championship status.

Chapter 7 - Maneuvering Sun Tzu said: In war, the general receives his commands from the sovereign. Having collected an army and concentrated his forces, he must blend and harmonize the different elements thereof before pitching his camp. After that, comes tactical maneuvering, than which there is nothing more difficult. The difficulty of tactical maneuvering consists in turning the devious into the direct, and misfortune into gain. Thus, to take a long and circuitous route, after enticing the enemy out of the way, and though starting after him, to contrive to reach the goal before him, shows knowledge of the artifice of DEVIATION. Maneuvering with an army is advantageous; with an undisciplined multitude, most dangerous. If you set a fully equipped army in march in order to snatch an advantage, the chances are that you will be too late. On the other hand, to detach a flying column for the purpose involves the sacrifice of its baggage and stores. Thus, if you order your men to roll up their buff-coats, and make forced marches without halting day or night, covering double the usual distance at a stretch, doing a hundred LI in order to wrest an advantage, the leaders of all your three divisions will fall into the hands of the enemy. The stronger men will be in front, the jaded ones will fall behind, and on this plan only one-tenth of your army will reach its destination. If you march fifty LI in order to outmaneuver the enemy, you will lose the leader of your first division, and only half your force will reach the goal. If you march thirty LI with the same object, two-thirds of your army will arrive. We may take it then that an army without its baggage-train is lost; without provisions it is lost; without bases of supply it is lost. We cannot enter into alliances until we are acquainted with the designs of our neighbors. We are not fit to lead an army on the march unless we are familiar with the face of the country-its mountains and forests, its pitfalls and precipices, its marshes and swamps. We shall be unable to turn natural advantage to account unless we make use of local guides. In war, practice dissimulation, and you will succeed.

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////////////////////////////////////////////////////////////////////////////////////////// Whether to concentrate or to divide your troops, must be decided by circumstances. Let your rapidity be that of the wind, your compactness that of the forest. In raiding and plundering be like fire, is immovability like a mountain. Let your plans be dark and impenetrable as night, and when you move, fall like a thunderbolt. When you plunder a countryside, let the spoil be divided amongst your men; when you capture new territory, cut it up into allotments for the benefit of the soldiery. Ponder and deliberate before you make a move. He will conquer who has learnt the artifice of deviation. Such is the art of maneuvering. The Book of Army Management says: On the field of battle, the spoken word does not carry far enough: hence the institution of gongs and drums. Nor can ordinary objects be seen clearly enough: hence the institution of banners and flags. Gongs and drums, banners and flags, are means whereby the ears and eyes of the host may be focused on one particular point. The host thus forming a single united body, is it impossible either for the brave to advance alone, or for the cowardly to retreat alone. This is the art of handling large masses of men. In night-fighting, then, make much use of signal-fires and drums, and in fighting by day, of flags and banners, as a means of influencing the ears and eyes of your army. A whole army may be robbed of its spirit; a commander-inchief may be robbed of his presence of mind. Now a soldier's spirit is keenest in the morning; by noonday it has begun to flag; and in the evening, his mind is bent only on returning to camp. A clever general, therefore, avoids an army when its spirit is keen, but attacks it when it is sluggish and inclined to return. This is the art of studying moods. Disciplined and calm, to await the appearance of disorder and hubbub amongst the enemy: this is the art of retaining self-possession. To be near the goal while the enemy is still far from it, to wait at ease while the enemy is toiling and struggling, to be well-fed while the enemy is famished: this is the art of husbanding one's strength.

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////////////////////////////////////////////////////////////////////////////////////////// Disciplined and calm, to await the appearance of disorder and hubbub amongst the enemy:--this is the art of retaining self-possession. To be near the goal while the enemy is still far from it, to wait at ease while the enemy is toiling and struggling, to be well-fed while the enemy is famished: this is the art of husbanding one's strength. To refrain from intercepting an enemy whose banners are in perfect order, to refrain from attacking an army drawn up in calm and confident array: this is the art of studying circumstances. It is a military axiom not to advance uphill against the enemy, nor to oppose him when he comes downhill. Do not pursue an enemy who simulates flight; do not attack soldiers whose temper is keen. Do not swallow bait offered by the enemy. Do not interfere with an army that is returning home. When you surround an army, leave an outlet free. Do not press a desperate foe too hard. Such is the art of warfare.

Chapter 8 - Variation in Tactics Sun Tzu said: In war, the general receives his commands from the sovereign, collects his army and concentrates his forces. When in difficult country, do not encamp. In country where high roads intersect, join hands with your allies. Do not linger in dangerously isolated positions. In hemmed-in situations, you must resort to stratagem. In desperate position, you must fight. There are roads which must not be followed, armies which must be not attacked, towns which must not be besieged, positions which must not be contested, commands of the sovereign which must not be obeyed. The general who thoroughly understands the advantages that accompany variation of tactics knows how to handle his troops. The general who does not understand these, may be well acquainted with the configuration of the country, yet he will not be able to turn his knowledge to practical account.

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////////////////////////////////////////////////////////////////////////////////////////// So, the student of war who is unversed in the art of war of varying his plans, even though he be acquainted with the Five Advantages, will fail to make the best use of his men. Hence in the wise leader's plans, considerations of advantage and of disadvantage will be blended together. If our expectation of advantage be tempered in this way, we may succeed in accomplishing the essential part of our schemes. If, on the other hand, in the midst of difficulties we are always ready to seize an advantage, we may extricate ourselves from misfortune. Reduce the hostile chiefs by inflicting damage on them; and make trouble for them, and keep them constantly engaged; hold out specious allurements, and make them rush to any given point. The art of war teaches us to rely not on the likelihood of the enemy's not coming, but on our own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable. There are five dangerous faults which may affect a general: ŸRecklessness, which leads to destruction; ŸCowardice, which leads to capture; ŸHasty Temper, which can be provoked by insults; ŸDelicacy of Honor which is sensitive to shame; ŸOver-solicitude for his men, which exposes him to worry and

trouble. These are the five besetting sins of a general, ruinous to the conduct of war. When an army is overthrown and its leader slain, the cause will surely be found among these five dangerous faults. Let them be a subject of meditation.

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////////////////////////////////////////////////////////////////////////////////////////// Chapter 9 - The Army on the March Sun Tzu said: We come now to the question of encamping the army, and observing signs of the enemy. Pass quickly over mountains, and keep in the neighborhood of valleys. Camp in high places, facing the sun. Do not climb heights in order to fight. So much for mountain warfare. After crossing a river, you should get far away from it. When an invading force crosses a river in its onward march, do not advance to meet it in mid-stream. It will be best to let half the army get across, and then deliver your attack. If you are anxious to fight, you should not go to meet the invader near a river which he has to cross. Moor your craft higher up than the enemy, and facing the sun. Do not move up-stream to meet the enemy. So much for river warfare. In crossing salt-marshes, your sole concern should be to get over them quickly, without any delay. If forced to fight in a salt-marsh, you should have water and grass near you, and get your back to a clump of trees. So much for operations in salt-marches. In dry, level country, take up an easily accessible position with rising ground to your right and on your rear, so that the danger may be in front, and safety lie behind. So much for campaigning in flat country. These are the four useful branches of military knowledge which enabled the Yellow Emperor to vanquish four several sovereigns. All armies prefer high ground to low and sunny places to dark. If you are careful of your men, and camp on hard ground, the army will be free from disease of every kind, and this will spell victory. When you come to a hill or a bank, occupy the sunny side, with the slope on your right rear. Thus you will at once act for the benefit of your soldiers and utilize the natural advantages of the ground. When, in consequence of heavy rains up-country, a river which you wish to ford is swollen and flecked with foam, you must wait until it subsides. Country in which there are precipitous cliffs with torrents running between, deep natural hollows, confined places, tangled thickets, quagmires and crevasses, should be left with all possible speed and not approached.

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////////////////////////////////////////////////////////////////////////////////////////// While we keep away from such places, we should get the enemy to approach them; while we face them, we should let the enemy have them on his rear. If in the neighborhood of your camp there should be any hilly country, ponds surrounded by aquatic grass, hollow basins filled with reeds, or woods with thick undergrowth, they must be carefully routed out and searched; for these are places where men in ambush or insidious spies are likely to be lurking. When the enemy is close at hand and remains quiet, he is relying on the natural strength of his position. When he keeps aloof and tries to provoke a battle, he is anxious for the other side to advance. If his place of encampment is easy of access, he is tendering a bait. Movement amongst the trees of a forest shows that the enemy is advancing. The appearance of a number of screens in the midst of thick grass means that the enemy wants to make us suspicious. The rising of birds in their flight is the sign of an ambuscade. Startled beasts indicate that a sudden attack is coming. When there is dust rising in a high column, it is the sign of chariots advancing; when the dust is low, but spread over a wide area, it betokens the approach of infantry. When it branches out in different directions, it shows that parties have been sent to collect firewood. A few clouds of dust moving to and fro signify that the army is encamping. Humble words and increased preparations are signs that the enemy is about to advance. Violent language and driving forward as if to the attack are signs that he will retreat. When the light chariots come out first and take up a position on the wings, it is a sign that the enemy is forming for battle. Peace proposals unaccompanied by a sworn covenant indicate a plot. When there is much running about and the soldiers fall into rank, it means that the critical moment has come. When some are seen advancing and some retreating, it is a lure. When the soldiers stand leaning on their spears, they are faint from want of food. If those who are sent to draw water begin by drinking themselves, the army is suffering from thirst. If the enemy sees an advantage to be gained and makes no effort to secure it, the soldiers are exhausted. If birds gather on any spot, it is unoccupied.

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////////////////////////////////////////////////////////////////////////////////////////// Clamor by night betokens nervousness. If there is disturbance in the camp, the general's authority is weak. If the banners and flags are shifted about, sedition is afoot. If the officers are angry, it means that the men are weary. When an army feeds its horses with grain and kills its cattle for food, and when the men do not hang their cooking-pots over the camp-fires, showing that they will not return to their tents, you may know that they are determined to fight to the death. The sight of men whispering together in small knots or speaking in subdued tones points to disaffection amongst the rank and file. Too frequent rewards signify that the enemy is at the end of his resources; too many punishments betray a condition of dire distress. To begin by bluster, but afterwards to take fright at the enemy's numbers, shows a supreme lack of intelligence. When envoys are sent with compliments in their mouths, it is a sign that the enemy wishes for a truce. If the enemy's troops march up angrily and remain facing ours for a long time without either joining battle or taking themselves off again, the situation is one that demands great vigilance and circumspection. If our troops are no more in number than the enemy, that is amply sufficient; it only means that no direct attack can be made. What we can do is simply to concentrate all our available strength, keep a close watch on the enemy, and obtain reinforcements. He who exercises no forethought but makes light of his opponents is sure to be captured by them. If soldiers are punished before they have grown attached to you, they will not prove submissive; and, unless submissive, then will be practically useless. If, when the soldiers have become attached to you, punishments are not enforced, they will still be useless. Therefore soldiers must be treated in the first instance with humanity, but kept under control by means of iron discipline. This is a certain road to victory. If in training soldiers commands are habitually enforced, the army will be well-disciplined; if not, its discipline will be bad.

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////////////////////////////////////////////////////////////////////////////////////////// If a general shows confidence in his men but always insists on his orders being obeyed, the gain will be mutual.

Chapter 10 - Terrain Sun Tzu said: We may distinguish six kinds of terrain, to wit: ŸAccessible ground; ŸEntangling ground; ŸTemporizing ground; ŸNarrow passes; ŸPrecipitous heights; ŸPositions at a great distance from the enemy.

Ground which can be freely traversed by both sides is called accessible. With regard to ground of this nature, be before the enemy in occupying the raised and sunny spots, and carefully guard your line of supplies. Then you will be able to fight with advantage. Ground which can be abandoned but is hard to re-occupy is called entangling. From a position of this sort, if the enemy is unprepared, you may sally forth and defeat him. But if the enemy is prepared for your coming, and you fail to defeat him, then, return being impossible, disaster will ensue. When the position is such that neither side will gain by making the first move, it is called temporizing ground. In a position of this sort, even though the enemy should offer us an attractive bait, it will be advisable not to stir forth, but rather to retreat, thus enticing the enemy in his turn; then, when part of his army has come out, we may deliver our attack with advantage. With regard to narrow passes, if you can occupy them first, let them be strongly garrisoned and await the advent of the enemy. Should the army forestall you in occupying a pass, do not go after him if the pass is fully garrisoned, but only if it is weakly garrisoned. With regard to precipitous heights, if you are beforehand with your adversary, you should occupy the raised and sunny spots, and there wait for him to come up. If the enemy has occupied them before you, do not follow him, but retreat and try to entice

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////////////////////////////////////////////////////////////////////////////////////////// him away. If you are situated at a great distance from the enemy, and the strength of the two armies is equal, it is not easy to provoke a battle, and fighting will be to your disadvantage. These six are the principles connected with Earth. The general who has attained a responsible post must be careful to study them. Now an army is exposed to six several calamities, not arising from natural causes, but from faults for which the general is responsible. These are: ŸFlight; ŸInsubordination; ŸCollapse; ŸRuin; ŸDisorganization; ŸRout Other conditions being equal, if one force is hurled against another ten times its size, the result will be the flight of the former. When the common soldiers are too strong and their officers too weak, the result is insubordination. When the officers are too strong and the common soldiers too weak, the result is collapse. When the higher officers are angry and insubordinate, and on meeting the enemy give battle on their own account from a feeling of resentment, before the commander-in-chief can tell whether or not he is in a position to fight, the result is ruin. When the general is weak and without authority; when his orders are not clear and distinct; when there are no fixed duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization. When a general, unable to estimate the enemy's strength, allows an inferior force to engage a larger one, or hurls a weak detachment against a powerful one, and neglects to place picked soldiers in the front rank, the result must be rout. These are six ways of courting defeat, which must be carefully noted by the general who has attained a responsible post. The natural formation of the country is the soldier's best ally; but a power of estimating the adversary, of controlling the forces of victory, and of shrewdly calculating difficulties, dangers and distances, constitutes the test of a great general. He who knows these things, and in fighting puts his knowledge into practice, will win his battles.

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////////////////////////////////////////////////////////////////////////////////////////// He who knows them not, nor practices them, will surely be defeated. If fighting is sure to result in victory, then you must fight, even though the ruler forbid it; if fighting will not result in victory, then you must not fight even at the ruler's bidding. The general who advances without coveting fame and retreats without fearing disgrace, whose only thought is to protect his country and do good service for his sovereign, is the jewel of the kingdom. Regard your soldiers as your children, and they will follow you into the deepest valleys; look upon them as your own beloved sons, and they will stand by you even unto death. If, however, you are indulgent, but unable to make your authority felt; kind-hearted, but unable to enforce your commands; and incapable, moreover, of quelling disorder: then your soldiers must be likened to spoilt children; they are useless for any practical purpose. If we know that our own men are in a condition to attack, but are unaware that the enemy is not open to attack, we have gone only halfway towards victory. If we know that the enemy is open to attack, but are unaware that our own men are not in a condition to attack, we have gone only halfway towards victory. If we know that the enemy is open to attack, and also knows that our men are in a condition to attack, but are unaware that the nature of the ground makes fighting impracticable, we have still gone only halfway towards victory. Hence the experienced soldier, once in motion, is never bewildered; once he has broken camp, he is never at a loss. Hence the saying: If you know the enemy and know yourself, your victory will not stand in doubt; if you know Heaven and know Earth, you may make your victory complete.

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////////////////////////////////////////////////////////////////////////////////////////// Chapter 11 - The Nine Situations Sun Tzu said that the art of war recognizes nine varieties of ground: ŸDispersive ground; ŸFacile ground; ŸContentious ground; ŸOpen ground; ŸGround of intersecting highways; ŸSerious ground; ŸDifficult ground; ŸHemmed-in ground; ŸDesperate ground. When a chieftain is fighting in his own territory, it is dispersive ground. When he has penetrated into hostile territory, but to no great distance, it is facile ground. Ground the possession of which imports great advantage to either side, is contentious ground. Ground on which each side has liberty of movement is open ground. which forms the key to three contiguous states, so that he who occupies it first has most of the Empire at his command, is a ground of intersecting highways. When an army has penetrated into the heart of a hostile country, leaving a number of fortified cities in its rear, it is serious ground. Mountain forests, rugged steeps, marshes and fens-all country that is hard to traverse: this is difficult ground. Ground which is reached through narrow gorges, and from which we can only retire by tortuous paths, so that a small number of the enemy would suffice to crush a large body of our men: this is hemmed in ground. Ground on which we can only be saved from destruction by fighting without delay, is desperate ground.

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////////////////////////////////////////////////////////////////////////////////////////// On dispersive ground, therefore, fight not. On facile ground, halt not. On contentious ground, attack not. On open ground, do not try to block the enemy's way. On the ground of intersecting highways, join hands with your allies. On serious ground, gather in plunder. In difficult ground, keep steadily on the march. On hemmed-in ground, resort to stratagem. On desperate ground, fight. Those who were called skillful leaders of old knew how to drive a wedge between the enemy's front and rear; to prevent co-operation between his large and small divisions; to hinder the good troops from rescuing the bad, the officers from rallying their men. When the enemy's men were united, they managed to keep them in disorder. When it was to their advantage, they made a forward move; when otherwise, they stopped still. If asked how to cope with a great host of the enemy in orderly array and on the point of marching to the attack, I should say: "Begin by seizing something which your opponent holds dear; then he will be amenable to your will." Rapidity is the essence of war: take advantage of the enemy's unreadiness, make your way by unexpected routes, and attack unguarded spots. The following are the principles to be observed by an invading force: The further you penetrate into a country, the greater will be the solidarity of your troops, and thus the defenders will not prevail against you. Make forays in fertile country in order to supply your army with food. Carefully study the well-being of your men, and do not overtax them. Concentrate your energy and hoard your strength. Keep your army continually on the move, and devise unfathomable plans.

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////////////////////////////////////////////////////////////////////////////////////////// Throw your soldiers into positions whence there is no escape, and they will prefer death to flight. If they will face death, there is nothing they may not achieve. Officers and men alike will put forth their uttermost strength. Soldiers when in desperate straits lose the sense of fear. If there is no place of refuge, they will stand firm. If they are in hostile country, they will show a stubborn front. If there is no help for it, they will fight hard. Thus, without waiting to be marshaled, the soldiers will be constantly on the qui vive; without waiting to be asked, they will do your will; without restrictions, they will be faithful; without giving orders, they can be trusted. Prohibit the taking of omens, and do away with superstitious doubts. Then, until death itself comes, no calamity need be feared. If our soldiers are not overburdened with money, it is not because they have a distaste for riches; if their lives are not unduly long, it is not because they are disinclined to longevity. On the day they are ordered out to battle, your soldiers may weep, those sitting up bedewing their garments, and those lying down letting the tears run down their cheeks. But let them once be brought to bay, and they will display the courage of a Chu or a Kuei. The skillful tactician may be likened to the shuai-jan. Now the shuai-jan is a snake that is found in the ChUng mountains. Strike at its head, and you will be attacked by its tail; strike at its tail, and you will be attacked by its head; strike at its middle, and you will be attacked by head and tail both. Asked if an army can be made to imitate the shuai-jan, I should answer, Yes. For the men of Wu and the men of Yueh are enemies; yet if they are crossing a river in the same boat and are caught by a storm, they will come to each other's assistance just as the left hand helps the right. Hence it is not enough to put one's trust in the tethering of horses, and the burying of chariot wheels in the ground

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////////////////////////////////////////////////////////////////////////////////////////// The principle on which to manage an army is to set up one standard of courage which all must reach. How to make the best of both strong and weak--that is a question involving the proper use of ground. Thus the skillful general conducts his army just as though he were leading a single man, willy-nilly, by the hand. It is the business of a general to be quiet and thus ensure secrecy; upright and just, and thus maintain order. He must be able to mystify his officers and men by false reports and appearances, and thus keep them in total ignorance. By altering his arrangements and changing his plans, he keeps the enemy without definite knowledge. By shifting his camp and taking circuitous routes, he prevents the enemy from anticipating his purpose. At the critical moment, the leader of an army acts like one who has climbed up a height and then kicks away the ladder behind him. He carries his men deep into hostile territory before he shows his hand. He burns his boats and breaks his cooking-pots; like a shepherd driving a flock of sheep, he drives his men this way and that, and nothing knows whither he is going. To muster his host and bring it into danger: - this may be termed the business of the general. The different measures suited to the nine varieties of ground; the expediency of aggressive or defensive tactics; and the fundamental laws of human nature: these are things that must most certainly be studied. When invading hostile territory, the general principle is, that penetrating deeply brings cohesion; penetrating but a short way means dispersion. When you leave your own country behind, and take your army across neighborhood territory, you find yourself on critical ground. When there are means of communication on all four sides, the ground is one of intersecting highways.

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////////////////////////////////////////////////////////////////////////////////////////// When you penetrate deeply into a country, it is serious ground. When you penetrate but a little way, it is facile ground. When you have the enemy's strongholds on your rear, and narrow passes in front, it is hemmed-in ground. When there is no place of refuge at all, it is desperate ground. Therefore, on dispersive ground, I would inspire my men with unity of purpose. On facile ground, I would see that there is close connection between all parts of my army. On contentious ground, I would hurry up my rear. On open ground, I would keep a vigilant eye on my defenses. On ground of intersecting highways, I would consolidate my alliances. On serious ground, I would try to ensure a continuous stream of supplies. On difficult ground, I would keep pushing on along the road. On hemmed-in ground, I would block any way of retreat. On desperate ground, I would proclaim to my soldiers the hopelessness of saving their lives. For it is the soldier's disposition to offer an obstinate resistance when surrounded, to fight hard when he cannot help himself, and to obey promptly when he has fallen into danger. We cannot enter into alliance with neighboring princes until we are acquainted with their designs. We are not fit to lead an army on the march unless we are familiar with the face of the country - its mountains and forests, its pitfalls and precipices, its marshes and swamps. We shall be unable to turn natural advantages to account unless we make use of local guides. To be ignored of any one of the following four or five principles does not befit a warlike prince. When a warlike prince attacks a powerful state, his generalship shows itself in preventing the concentration of the enemy's forces. He overawes his opponents, and their allies are prevented from joining against him. Hence he does not strive to ally himself with all and sundry, nor does he foster the power of other states. He carries out his own secret designs, keeping his antagonists in awe. Thus he is able to capture their cities and overthrow their kingdoms.

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////////////////////////////////////////////////////////////////////////////////////////// Bestow rewards without regard to rule, issue orders without regard to previous arrangements; and you will be able to handle a whole army as though you had to do with but a single man. Confront your soldiers with the deed itself; never let them know your design. When the outlook is bright, bring it before their eyes; but tell them nothing when the situation is gloomy. Place your army in deadly peril, and it will survive; plunge it into desperate straits, and it will come off in safety. For it is precisely when a force has fallen into harm's way that is capable of striking a blow for victory. Success in warfare is gained by carefully accommodating ourselves to the enemy's purpose. By persistently hanging on the enemy's flank, we shall succeed in the long run in killing the commander-in-chief. This is called ability to accomplish a thing by sheer cunning. On the day that you take up your command, block the frontier passes, destroy the official tallies, and stop the passage of all emissaries. Be stern in the council-chamber, so that you may control the situation. If the enemy leaves a door open, you must rush in. Forestall your opponent by seizing what he holds dear, and subtly contrive to time his arrival on the ground. Walk in the path defined by rule, and accommodate yourself to the enemy until you can fight a decisive battle. At first, then, exhibit the coyness of a maiden, until the enemy gives you an opening; afterwards emulate the rapidity of a running hare, and it will be too late for the enemy to oppose you.

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////////////////////////////////////////////////////////////////////////////////////////// Chapter 12 - The Attack by Fire Sun Tzu said: There are five ways of attacking with fire. The first is to burn soldiers in their camp; the second is to burn stores; the third is to burn baggage trains; the fourth is to burn arsenals and magazines; the fifth is to hurl dropping fire amongst the enemy. In order to carry out an attack, we must have means available. The material for raising fire should always be kept in readiness. There is a proper season for making attacks with fire, and special days for starting a conflagration. The proper season is when the weather is very dry; the special days are those when the moon is in the constellations of the Sieve, the Wall, the Wing or the Cross-bar; for these four are all days of rising wind. In attacking with fire, one should be prepared to meet five possible developments: (1) When fire breaks out inside to enemy's camp, respond at once with an attack from without. (2) If there is an outbreak of fire, but the enemy's soldiers remain quiet, bide your time and do not attack. (3) When the force of the flames has reached its height, follow it up with an attack, if that is practicable; if not, stay where you are. (4) If it is possible to make an assault with fire from without, do not wait for it to break out within, but deliver your attack at a favorable moment. (5) When you start a fire, be to windward of it. Do not attack from the leeward. A wind that rises in the daytime lasts long, but a night breeze soon falls. In every army, the five developments connected with fire must be known, the movements of the stars calculated, and a watch kept for the proper days. Hence those who use fire as an aid to the attack show intelligence; those who use water as an aid to the attack gain an accession of strength. By means of water, an enemy may be intercepted, but not robbed of all his belongings.

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////////////////////////////////////////////////////////////////////////////////////////// Unhappy is the fate of one who tries to win his battles and succeed in his attacks without cultivating the spirit of enterprise; for the result is waste of time and general stagnation. Hence the saying: The enlightened ruler lays his plans well ahead; the good general cultivates his resources. Move not unless you see an advantage; use not your troops unless there is something to be gained; fight not unless the position is critical. No ruler should put troops into the field merely to gratify his own spleen; no general should fight a battle simply out of pique. If it is to your advantage, make a forward move; if not, stay where you are. Anger may in time change to gladness; vexation may be succeeded by content. But a kingdom that has once been destroyed can never come again into being; nor can the dead ever be brought back to life. Hence the enlightened ruler is heedful, and the good general full of caution. This is the way to keep a country at peace and an army intact.

Chapter 13 - The Use of Spies Sun Tzu said: Raising a host of a hundred thousand men and marching them great distances entails heavy loss on the people and a drain on the resources of the State. The daily expenditure will amount to a thousand ounces of silver. There will be commotion at home and abroad, and men will drop down exhausted on the highways. As many as seven hundred thousand families will be impeded in their labor. Hostile armies may face each other for years, striving for the victory which is decided in a single day. This being so, to remain in ignorance of the enemy's condition simply because one grudges the outlay of a hundred ounces of silver in honors and emoluments, is the height of inhumanity. One who acts thus is no leader of men, no present help to his sovereign, no master of victory. Thus, what enables the wise sovereign and the good general to strike and conquer, and achieve things beyond the reach of ordinary men, is foreknowledge. Now this foreknowledge cannot be elicited from spirits; it cannot be obtained inductively from experience, nor by any deductive calculation. Knowledge of the enemy's dispositions can only be obtained from other men.

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////////////////////////////////////////////////////////////////////////////////////////// Hence the use of spies, of whom there are five classes: ŸLocal spies; ŸInward spies; ŸConverted spies; ŸDoomed spies; ŸSurviving spies When these five kinds of spy are all at work, none can discover the secret system. This is called "divine manipulation of the threads." It is the sovereign's most precious faculty. Having local spies means employing the services of the inhabitants of a district. Having inward spies, making use of officials of the enemy. Having converted spies, getting hold of the enemy's spies and using them for our own purposes. Having doomed spies, doing certain things openly for purposes of deception, and allowing our spies to know of them and report them to the enemy. Surviving spies, finally, are those who bring back news from the enemy's camp. Hence it is that which none in the whole army are more intimate relations to be maintained than with spies. None should be more liberally rewarded. In no other business should greater secrecy be preserved. Spies cannot be usefully employed without a certain intuitive sagacity. They cannot be properly managed without benevolence and straightforwardness. Without subtle ingenuity of mind, one cannot make certain of the truth of their reports. Be subtle! be subtle! and use your spies for every kind of business. If a secret piece of news is divulged by a spy before the time is ripe, he must be put to death together with the man to whom the secret was told. Whether the object be to crush an army, to storm a city, or to assassinate an individual, it is always necessary to begin by finding out the names of the attendants, the aides-de-camp, and door-keepers and sentries of the general in command. Our spies must be commissioned to ascertain these.

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////////////////////////////////////////////////////////////////////////////////////////// The enemy's spies who have come to spy on us must be sought out, tempted with bribes, led away and comfortably housed. Thus they will become converted spies and available for our service. It is through the information brought by the converted spy that we are able to acquire and employ local and inward spies. It is owing to his information, again, that we can cause the doomed spy to carry false tidings to the enemy. Lastly, it is by his information that the surviving spy can be used on appointed occasions. The end and aim of spying in all its five varieties is knowledge of the enemy; and this knowledge can only be derived, in the first instance, from the converted spy. Hence it is essential that the converted spy be treated with the utmost liberality. Of old, the rise of the Yin dynasty was due to I Chih who had served under the Hsia. Likewise, the rise of the Chou dynasty was due to Lu Ya who had served under the Yin. Hence it is only the enlightened ruler and the wise general who will use the highest intelligence of the army for purposes of spying and thereby they achieve great results. Spies are a most important element in water, because on them depends an army's ability to move.

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CHAPTER 6

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////////////////////////////////////////////////////////////////////////////////////////// THE BOOK OF 5 RINGS INTRODUCTION

hy Musashi? Ok, besides the fact Musashi is regarded as one of the most successful Samurai to have lived in feudal Japan (1645), he’s also one of the few true masters that left a book for his students to study on the way of strategy. In essence the way of WINNING. Now, as all Asian master’s of the martial arts world, very few things are written in such a way where the “non-martial arts” person will have the mental or spiritual development to translate a work of this calibre. In the introduction of the Book of 5 Rings; we the readers get a quick rundown of Musashi’s motivation, history and dedication to the way of the warrior. He talks about his fight record, when he started his fight career and the way he dedicated his life to the arts. This is what all fighter’s do in conversation and it is simply a way to establish “authority”. What people need to understand is; Martial Arts was Martial Arts in 1600's and it’s Martial Arts in the 21st century. The rules have changed, fighters have changed, the fashion has changed but the way of the warrior has stayed the same for thousands of years. Winning is good, losing is bad, unless you lose on purpose to serve a higher purpose. A typical example of this would be losing an argument with the wife, save the marriage and keeping her happy. The lesson is; you can’t always win in life, neither can you always lose; the skilled strategist knows when to win and when to lose.

have been many years training in the Way of strategy, called Ni Ten Ichi Ryu, and now I think I will explain it in writing for the first time. It is now during the first ten days of the tenth month in the twentieth year of Kanei (1645). I have climbed mountain Iwato of Higo in Kyushu to pay homage to heaven, pray to Kwannon, and kneel before Buddha. I am a warrior of Harima province, Shinmen Musashi No Kami Fujiwara No Geshin, age sixty years. From youth my heart has been inclined toward the Way of strategy. My first duel was when I was thirteen, I struck down a strategist of the Shinto school, one Arima Kihei. When I was sixteen I struck down an able strategist, Tadashima Akiyama. When I was twenty-one I went up to the capital and met all manner of strategists, never once failing to win in many contests. After that I went from province to province duelling with strategists of various schools, and not once failed to win even though I had as many as sixty encounters. This was between the ages of thirteen and twenty-eight or twenty-nine. When I reached thirty I looked back on my past. The previous victories were not due to my having mastered strategy. Perhaps it was natural ability, or the order of heaven, or that other schools' strategy was inferior. After that I studied morning and evening searching for the principle, and came to realise the Way of strategy when I was fifty. Since then I have lived without following any particular Way. Thus with the virtue of strategy I practise many arts and abilities - all things with no teacher. To write this book I did not use the law of Buddha or the teachings of Confucius, neither old war chronicles nor books on martial tactics. I take up my brush to explain the true spirit of this Ichi school as it is mirrored in the Way of heaven and Kwannon. The time is the night of the tenth day of the tenth month, at the hour of the tiger (3-5 a.m.)

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////////////////////////////////////////////////////////////////////////////////////////// For our own book on strategy; we’ve only used Musashi’s Ground Book as the other 4 books in his manual focuses on tactics and techniques for his school Ichi Nitten Ryu, we only recommend the study of the remaining 4 books if you whish to become an Samurai, and there are simply better tools available for professional athletes or mixed martial arts fighter’s to develop a strategic approach to the whole professional athlete affair. “Strategy is the craft of the warrior” says Musashi. On that note, all professional mixed martial arts fighters must develop a systematic, repeatable and methodical approach to WINNING a fight, before jumping in a cage. Everybody needs a “game plan”. This game plan can start 1 year, 10 years or 3 weeks prior to an actual fight. Thus the way is a lifestyle committed to; planning, training, knowledge, technique and focus. The way implies being 90% “fight ready”, 90% of the time, this is the lifestyle of a warrior. Musashi says; “There are various ways”. He simply states: “being a fighter requires and act of free will, a decision and not all people will act or decide to dedicate their lives to the art of over-comming men although the commitment to perfection, mastery and competence will always remain unchanged. When Musashi talks about “people getting on in the world of strategist” he tries to explain; Money, fame and respect is like Elephant dung, it simply attract flies. Flies are the people who intend to get rich, famous or gain respect from martial arts, strategy does not concern itself with this although in the sports world today these are some of the benefits of being a world class fighter. Strategy is all about WINNING, this will remain the main reason why so many strategic tools where adopted/modified by the corporate world to make MONEY, as WINNING is not only limited to fighting.

THE GROUND BOOK Stategy is the craft of the warrior. Commanders must enact the craft, and troopers should know this Way. There is no warrior in the world today who really understands the Way of strategy. There are various Ways. There is the Way of Salvation by the law of Buddha, the Way of Confucius governing the Way of learning, the Way of healing as a doctor, as a poet teaching the Way of Waka, tea, archery, and many arts and skills. Each man practices as he feels inclined. It is said the warrior's is the twofold Way of pen and sword, and he should have a taste for both Ways. Even if a man has no natural ability he can be a warrior by sticking assiduously to both divisions of the Way. Generally speaking, the Way of the warrior is resolute acceptance of death. Although not only warriors but priests, women, peasants and lowlier folk have been known to die readily in the cause of duty or out of shame, this is a different thing. The warrior is different in that studying the Way of strategy is based on overcoming men. By victory gained in crossing swords with individuals, or enjoining battle with large numbers, we can attain power and fame for ourselves or for our lord. This is the virtue of strategy.

The Way of Strategy In China and Japan practitioners of the Way have been known as "masters of strategy". Warriors must learn this Way. Recently there have been people getting on in the world as strategists, but they are usually just sword-fencers. The attendants of the Kashima Kantori shrines15 of the province Hitachi received instruction from the gods, and made schools based on this teaching, travelling from country to country instructing men. This is the recent meaning of strategy. In olden times strategy was listed among the Ten Abilities and Seven Arts as a beneficial practice it was not limited to swordfencing.

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////////////////////////////////////////////////////////////////////////////////////////// The world is for sale, if you had enough money to buy it. No-body owns the world even after 10 000 years of civilization, many have tried, most failed and few could keep what they bought. This is the way of money, power, fame and fortune. In a world full of brands, reputations, logo’s, and fashion you either a player or a spectator. You either eating steak tartar or bread. Now, go ask yourselves what is more important, your perceived value or your real value? Who are you really? Are you the master trainer, professional fighter, editor, CEO, author/sensei who drives around on a scooter or are you the in-dept employee that drives the BMW 320i to work? Understand this; most people can’t be smart, educated or informed else they won’t be spending money on every fashion that pops up very couple of years. Somebody, needs to make them aware. Someone has to stand out from the masses. The only question is; are you the individual who makes money from MMA or are your the poor idiot who everybody ask for favours and advice so they can make money in MMA? Musashi was very clear on what was important to him; he also died in living in a cave, POOR AS POOR CAN BE. Today however, paintings done by Musashi are considered some of the most expensive and valuable fine art paintings in Japan, on-par with the most well known western painters such as Picasso, Rembrandt and Van Gogh.

The true value of sword-fencing cannot be seen within the confines of sword-fencing technique. If we look at the world we see arts for sale. Men use equipment to sell their own selves. As if with the nut and the flower, the nut has become less than the flower. In this kind of Way of strategy, both those teaching and those learning the way are concerned with colouring and showing off their technique, trying to hasten the bloom of the flower. They speak of "This Dojo" and "That Dojo". They are looking for profit. Someone once said "Immature strategy is the cause of grief". That was a true saying. There are four Ways in which men pass through life: as gentlemen, farmers, artisans and merchants. The way of the farmer. Using agricultural instruments, he sees springs through to autumns with an eye on the changes of season. Second is the Way of the merchant. The wine maker obtains his ingredients and puts them to use to make his living. The Way of the merchant is always to live by taking profit. This is the Way of the merchant. Thirdly the gentleman warrior, carrying the weaponry of his Way. The Way of the warrior is to master the virtue of his weapons. If a gentleman dislikes strategy he will not appreciate the benefit of weaponry, so must he not have a little taste for this? Fourthly the Way of the artisan. The Way of the carpenter is to become proficient in the use of his tools, first to lay his plans with a true measure and then perform his work according to plan. Thus he passes through life. These are the four Ways of the gentleman, the farmer, the artisan and the merchant.

The lesson is; delayed gratification, patience, commitment, hard work, timing and allowing the NUT to develop into a FLOWER, however long that may take. So focus less on branding and a little more on WINNING.

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Jenadine Havenga (Pro. Fitness Model) doing some Mixâ&#x20AC;&#x2122;Fit

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hat does marketing mean? Many people think marketing means selling or advertising a fighter. Others think marketing means making a fighter available on stage, arranging autograph sessions and maintaining skills to generate future fight contracts. Actually marketing includes all of theses activities and much, much more. In essence marketing as 2 facets. Firstly, it has a philosophy, orientation, or perspective that stresses stakeholders satisfaction. Secondly, marketing is a set of activities to implement that philosophy. Marketing is thus: - anticipating & satisfying stakeholderâ&#x20AC;&#x2122;s needs, - a means of mutually beneficial exchange of services and skills, - doing so profitably, and more competitively than your opponents, - a system of efficient managerial processes STAKEHOLDER SATISFACTION Stakeholder satisfaction is the feeling that a fighter has met or exceeded the expectations of the respective stakeholders. Unfortunately, it canâ&#x20AC;&#x2122;t be expected that stakeholders will make their feelings clear to the fighter/coach or manager so an analysis of stakeholder satisfaction must always be preformed. Measuring stakeholder satisfaction can be both a formal and informal means of collecting feedback.

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////////////////////////////////////////////////////////////////////////////////////////// THE 5 ESSENTIALS Entering into competition at any level, each and every fighter will need to require the 5 essentials conditions, to be considered a marketable athlete. 1. There must be at least 2 parties, the supplier (Fighter) and the consumer (Fans/Promoter) 2. Each party must have something the other party values. 3. Each party must be able to communicate with the other party and deliver on the expectations of the other party. 4. Each party must be free to accept the other parties offering 5. Each party must want to deal with the other party If any one of these 5 essentials arenâ&#x20AC;&#x2122;t met, consider it the end of your ambitions to play MMA fighter with in a certain promotion, or at a specific level of competition. MARKETING ORIENTATION A marketing orientation, which is the foundation of contemporary marketing philosophy, is based on an understanding that a fight career depends not only on excellent coaching facilities, world class genetics, skilled fighters or on an aggressive management strategy, but rather on a thorough understanding of the consumer/s needs. The basis of a marketing orientation is identifying, understanding, and satisfying the needs of the consumer. Remember Porterâ&#x20AC;&#x2122;s Value Chain Analysis in Mixed Martial Arts? Now, will ne a good time to revise that chapter.

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////////////////////////////////////////////////////////////////////////////////////////// THE MARKETING ENVIRONMENT ANALYSIS The purpose of the marketing environment analysis is: - Identify new opportunities and manage threats (SWOT Analysis) - Align all marketing, operations & management functions to satisfy the needs of the consumers (Modified Value Chain) - Understand the internal and external marketing environment in which the fighter/s operate Environmental scanning ought to be an on-going, rolling process with varying time-frames, such as 6 months, 1 year, 3 years and 5 years. The planning horizon is thus constantly adjusted over time. The ability to distinguish between a new trend and a fad at an early stage can create numerous opportunities, or prevent investing money in the wrong product. Being first to act on a new product can create a powerful advantage over the competition.

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Bag Work @ Body Conscious Gym

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////////////////////////////////////////////////////////////////////////////////////////// Human Resource Management in Mixed Martial Arts

earing in mind, the “normal” civilian has very little or no-experience with the fight world, you’ll be amazed to find how difficult it is to find the right person for every job in the WINNING game. Making professional Human Resource Management one of the most important steps in any fight winning strategy. Human Resource Management Responsibilities (HRMR) will include: - Job Analysis - Job Description Formulation - Job Advertising & Talent Scouting - Interviews & Skills Assessments - Incentive & Remuneration Negotiations 1. The Job Analysis : The Basis of Human Resource Activities Most of the people-related activities that take place inside a fight camp, squad or team would not be effective unless some form of job analysis undertaken at the start of the WINNING process. Fight camps, squads or teams have evolved because the over all mission ans objectives of most institutions are far to large for any single person to accomplish.

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////////////////////////////////////////////////////////////////////////////////////////// Regardless of the method’s used in the Job Analysis process, a list of questions must be answered in a systematic fashion by the person’s responsible for procuring the services of “specialist” operating in the Mixed Martial Arts world. These questions are: Ÿ What Knowledge, Skills and Abilities (KSA’s) does the job holder need? Ÿ What kind of behaviour are needed to perform the job? Ÿ What traits and experience does the job-holder require? Ÿ What machines and special equipment must be used? Ÿ How much supervision is necessary? Ÿ Under what working conditions should this job be performed? Ÿ With whom does the job holder interact? Ÿ How much time is taken to complete important tasks? Ÿ What are the performance expectations for his job? Ÿ How can the information acquired by the job analysis be used in the teams benefit?

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////////////////////////////////////////////////////////////////////////////////////////// EG. REPORTING STRUCTURE The Job Analysis Questionnaire: JOB TITLE: ____________________ DATE COMPLETED: ____________ Name and job title of person completing this form: ____________________ 1 Complete the following reporting structure:

FIGHT STRATEGIST

FIGHT MANAGER

SPECIALIST COACHES YOUR JOB TITLE FIGHTER / SPECIALIST ATHLETE

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////////////////////////////////////////////////////////////////////////////////////////// 2 What are the main duties & responsibilities carried out in this job: Duties/responcibilities

% of time spent

Daily / Weekly / Monthly

3. Are there any extreme or abnormal working conditions associated with this job (e.g. extreme heat or cold, noise levels, etc.?) ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________

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////////////////////////////////////////////////////////////////////////////////////////// 4. What machines or equipment are operated/used during the course of the above duties: Machines/equipment

% of time spent

Daily / Weekly / Monthly

5. What level of education is required to perform the job adequately? ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________

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////////////////////////////////////////////////////////////////////////////////////////// 6. What decisions are involved in carrying out the duties and responsibilities of this job? Decisions

% of time spent

Daily / Weekly / Monthly

7. What type of training is required to perform this job adequately? ____________________________________________________________ 8. What special skills and/or experiences are required to perform this job adequately? ____________________________________________________________

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////////////////////////////////////////////////////////////////////////////////////////// Human Resource Management in Mixed Martial Arts

ules, Rules and more Rules. This is the world of professional sports! Whether it be rules governing sports, rules governing combat, rules governing doping, code of ethics, unwritten rules governing social media or rules governing a country or business. Rules have a purpose; they are generally written with the best intentions to allow fair competition, equal representation and then it takes people to enforce these rules, write new rules, make money from applying these rules and it simply creates jobs. Now, in my first year of legal studies at the University of South-Africa (UNISA), you learn; rules are there to govern relationships. So, if you keep breaking the law expect to make enemies, be ostracised or simply banned from sports. I would recommend don’t break the law, but as a professional fighter you all about conflict, so don’t take the rules to serious if you keen on getting into fights. You want enemies; they have the ability to motivate, inspire, and cost you money. Yes, money. Reality check. All fighting cost something; whether it be money for coaches, clothing, lawyers, managers or legal compliance. Thus society has always had the canning ability to cost fighter’s money because it limits them to them to use their skills to cause k@k. You wonder why fighters always end up poor, 99% of the time? Society has learnt by limiting a fighter’s income they limit what the fighter is capable of doing, tomorrow!

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////////////////////////////////////////////////////////////////////////////////////////// Unfortunately, we live in a society where making enemies, getting involved in fights and even professional mixed martial arts is simply considered “VIOLENT”. As an author; I have very strong feelings on the subject, but this book might not be the place to share this with you thus we’ll leave the subject for my private Facebook page. Lets focus on the rules governing Mixed Martial Arts. Every fighter operates in a system of rules and regulations, see list below in ascending order; 1. Rules in Mixed Martial Arts 2. Rules in Sports 3. Club Rules 4. Promoter’s Rules 5. Corporate Rules 6. Law of Country

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////////////////////////////////////////////////////////////////////////////////////////// Failure to adhere to the rules generally has severe negative consequences, if you found cheating. Thatâ&#x20AC;&#x2122;s just how people and rules operate. 5000 rules creates 5000 policemen, which in turns creates jobs, opportunity and prosperity. Just make sure you the one who gets paid for enforcing the rules instead of being made an example off, by people in a community. So learn the rules and learn them all; become a judge. This process takes, time, money and effort. So, donâ&#x20AC;&#x2122;t ask why the jails are full of poor people. You can become a victim of poverty as a mixed martial arts fighter, and good representation is expensive. Feel free to ask; Oscar Pistorius, the world famous athlete with a R17million legal bill.

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////////////////////////////////////////////////////////////////////////////////////////// Human Resource Management in Mixed Martial Arts

ps management can best be described as all activities associated with mission implementation. These wide ranging activities may vary according to the job description but for a WINNING fighter/athlete these generally include: Ÿ TKOMMA Technical Martial Arts Training Ÿ Mix’Fit Theoretical Studies / Certification / Exams Ÿ Mix’Fit Functional Fitness Training Ÿ Mix’Fit Weight Training Ÿ Nutri-Fit Performance Nutrition - Calculations, - Meal Planning - Meal Preparations - Meal Consumption Ÿ Social Media Management / Blog Updates Ÿ Mix’Fit Photo-shoots Ÿ Mix’Fit Fitness Journalism Certification Ÿ Sanctioned Competitions Licensing & Entry Ÿ Mix’Fit Coaching & Franchising I’ve published a series of HOW TO articles on the Mix’Fit HQ Blog, to provide the WINNING reader with the tools to assist with effective Ops Management in Mixed Martial Arts (See links below)

////////////////////////////////////////////////////////////////////////////////////////// TKO-MMA Technical Martial Arts Training TKO-MMA’s Technical Martial Arts Training can be performed at any mixed martial arts dojo/gym or box, with the assistance of any mixed martial arts instructor. The only pre-requisites to gain a TKO-MMA Certificate in Mixed Martial Arts will be: Ÿ Online Registration www.tkomma.co.za Ÿ The completion of the TKO-MMA technical proficiency check list (TPC) www.tkomma.co.za Ÿ Sub-mission of the TCP signed by the student & instructor. admin@tkomma.co.za Mix’Fit Theoretical Studies / Certification (Mix’Fit Resource Center) The Mix’Fit certification is a Level 1 Certificate in Fitness. The Mix’Fit Training Manual, Exams & Exam Sheets are available 24/7 for free download from the (Mix’Fit Resource Center). The pre-requiste for the Mix’Fit Level 1 Fitness Certificate will be: Ÿ Gain access to the (Mix’Fit Resource Center) by inserting the password on the Mix’Fit HQ website. Ÿ No-Registration Required Ÿ Download the Training Manual & Exam Sheet www.mixfitmag.org Ÿ Complete the Exam Sheet by doing the on-line multiple choice exam www.mixfitmag.org Ÿ Email the completed exam sheet to admin@mixfitmag.co.za Ÿ Deposit a $49,00 / R550,00 admin fee (details provided) Ÿ Achieve a 75% or higher and be awarded your Level 1 Fitness Certificate

////////////////////////////////////////////////////////////////////////////////////////// Mix’Fit Functional Fitness Training (Mix’Fit Resource Center) Mix’Fit Functional Fitness Training is a complete workout system combining a set of standard Super Hero Workouts (WOD’s) to be completed in preparation for upcomming events. Mix’Fit Magazine will release new WOD, tips & info every 3 months to supplement the athletes knowledge base, and assist in highlighting what’s NEW in the world of Fitness. Mix’Fit Magazine is available on www.mysubs.co.za and is distributed by Media 24. Mix’Fit Weight Training (Mix’Fit Resource Center) Mix’Fit Weight Training a complete system of standard gym training programs to be completed for up-comming events. Mix’Fit Magazine will release new program’s, tips & info every 3 months to supplement the athletes knowledge base, and assist in highlighting what’s NEW in the world of Fitness. Mix’Fit Magazine is available on www.mysubs.co.za and is distributed by Media 24. Nutri-Fit Performance Nutrition (Mix’Fit Resource Center) Nutri-Fit Performance Nutrition is a scientific approach to goal orientated eating. For now it’s a small booklet explaining everything an fighter/athletes need to know for their career’s in sports. Nutri-Fit approved supplements, recipe’s and nutrition tips will also be featured in Mix’Fit magazine. Mix’Fit Photo-shoots WINNING Athletes will do photo-shoots and send their pictures to admin@mixfitmag.co.za and appear in the following edition of Mix’Fit Magazine

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////////////////////////////////////////////////////////////////////////////////////////// HOW TO GEAR YOUR Mix’Fit™ FRANCHISE

Human Resource Management in Mixed Martial Arts

t some stage during the process of starting and ending a fight/athletic career you will be spending money on something. That’s how sports work.

The entire sports system has been designed to separate your money from your wallet. Training Fees, Licensing Fees, Equipment, Clothing the list is endless. Fortunately, very few items on the procurements list is normally extremely expensive, why sports still remains one of the best means to go from poverty to stardom but you will need a shopping list none-the-less. As every title in sports you attain will require you to have procured something we can safely assume “job titles” and “shopping list” in sports go hand-in-hand. See Table Below: Title

Item

Amateur Athlete

Food, Clothing

Pro Athlete

Clothing, Web-sites

Coach

Fitness Certificate

Gym Owner

Training Equipment

Promoter

Hexagon / Cage

Shopping List Web LINK

Mix’Fit™ is all about creating a more functional inexpensive - alternative to traditional gyms. Ideally we want to build on the Mix’Fit™ tradition by providing an updated guide to outfitting a traditional gyms, whether it’s a personal garage or basement gym, a portable equipment cache for outdoor workouts, a 5,000-square-foot Power House performance center, or anything in between. As always, concentrate on value. (If money is no issue for you, then you can stop reading here. Go forth and purchase what you want.) What should I buy? How do I go about it? Why should I buy those particular items? How do various models and brands compare? When do I need to purchase my own stuff? These are more great questions that will have different answers according to your personal preference, time-line, experience, and budget. What you can afford: Visualizing the Mix’Fit™ HOT BOX The first step is to identify a realistic budget. And, if you will be outfitting an affiliate or training groups, you’ll also need to visualize your anticipated class size six months from now. Don’t just come up with a number, though; actually try to imagine yourself training private clients for an hourly rate and what that will look like. What do you need, how much, why, how will the space and workouts be organized, what can be shared, and at what point will you need more based on increased numbers?

For instance, if you run any of Mix’Fit’s™ benchmark //////////////////////////////////////////////////////////////////////////////////////////

Now, don’t get me wrong. You don’t need the latest pair of Nike’s to win a competition but technology and sports go together like a hand in a glove. Technology can buy you an competitive advantage in sports, whether it be specialised training gear, new inventions, digital publications or simply getting upto-date info. So, technology is a new fighter/athletes best friend and an “old fighter” best companion. The simple truth is: In today’s world you need #5 things to become really successful in sports and those are: 1. Income 2. Talent 3. Technology 4. Commitment 5. Education & Skills Procurements are relatively easy if you have these #5 things in supply, but it takes a significant deal of effort, science and operating if you don’t. So, very often you’ll find, the less talented players at pro-level sports also acquired the most technical expertise, to stay competitive. One of the most important questions a fighter/athlete must ask themselves before procuring any item will be: Will the procurement of this item make me more or less competitive, generate me more income or simply allow me to advance up the sports food chain?

workouts with a group of ten, determine how many of each equipment item you’d need to do that properly. Then determine whether you can afford that much and where you can compromise on equipment without compromising the experience. Think also about which items are must-haves, what you’re willing to “make do” with, whether you’ll have time and money later to revisit the shopping and purchasing process to upgrade or add to your inventory, and whether you’re open to used or homemade equipment and how much time, expertise, and patience you have for custom fabrication or do-ityourself projects.

A key point is that there isn’t a cookie-cutter approach that will work for everyone. The gear recommendations you’ll find in this article and elsewhere will make a lot more sense if you go in armed with these visualizations and understandings of your needs. What you need: Priority hierarchies Think of the world of Mix’Fit™ equipment as a set of concentric circles, with the innermost circle consisting of the most necessary and useful items, and each larger ring adding the next set of priorities. The way to break it down, the core of every garage gym contains the following staple items:

Pull-up bars or stations Adjustable squat stands Men’s and women’s Olympic barbells Bar collars Rubber bumper plates Small metal plates Rings The answer to this simple question will be the deciding factor if the procurement Medicine balls is worth buying. Dumbbells Small metal “change” plates ////////////////////////////////////////////////////////////////////////////////////////// PVC pipe or wooden dowels

Working your way outward, your second ring of ////////////////////////////////////////////////////////////////////////////////////////// essentials comprises the following items:

E.G. PROCUREMENT LIST DATE: _____________________ BUDGET: R20 000,00 OBJECTIVE: Professional Mixed Martial Arts Athlete Description

Cost/Unit

Quantity

Total

Fight Shorts

R650,00

R1300,00

Rash Guard

R550,00

R1650

Mouth Guard

R350,00

Training Gloves

R650,00

R1300,00

Running Shoes

R1500,00

R3000,00

Licensing

R350,00 p/a

R500,00

Coaching Fees

R800,00 p/m

R9600,00

WINNING in MMA

R395,95

Total

Glute-Ham developers Light training barbells (10, 15, 22, or 25 pounds) Concept 2 rowers Plyo boxes Flat benches Kettlebells Jump ropes Parallettes Climbing rope Rubber Flooring Grappling Mats Rubber stretch bands for assisting body-weight exercises Focus Mits Thai Pads Speed Bags Timing Bags Your third ring contains “premium” items. You might consider seeking out some of these items: Power cages or half racks Platforms Punching Bags Parallel bars Stall bars Bikes (stationary or not) Weight Lifting Machines

R18095,95

BUDGET REMAINING: R1904.05

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//////////////////////////////////////////////////////// Human Resource Management in Mixed Martial Arts

eveloping a strategic and measurable means of managing and assessing a fitness client, athlete or even your own progress is ultimately any coach or managerâ&#x20AC;&#x2122;s goal. Years where spent doing body-fat percentages assessments determining body composition when athletes all have three things in common: 1. Peak physical conditioning 2. Measurable performance levels 3. Lower body-fat% Maybe it does take a scientist to figure out body-composition analysis is merely one scientific approach to establish; my fighter or athlete is in peak physical condition, compared to his/her opponent? Method of testing may vary and there are numerous test available on-line, such as the 12 Minute Cooper Test to determine cardiovascular endurance. All you going to need is a scientific approach, ultimately giving you a score out of a maximum of 10.(See chart) Obviously, the goal of the chart is to identify possible strengths and weaknesses of the test subject. The chart is an excellent tool in establishing areas of conditioning which need more attention in training as well as an individualistic approach in assessing test subjects, according to their specific needs.

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////////////////////////////////////////////////////////////////////////////////////////// The simple reality remains individuals with set objectives will need to be managed, and the appropriate management tools with be required. Maximizing time and resources to develop a competitive advantage is exactly what sports is about. Its worth mentioning. The Mix’Fit athlete assessment chart was developed and refined by Mix’Fit™ for elite athletes. It was used by TKOMMA™ in preparation of 18 Mixed Martial Art events resulting in 18 consecutive victories for our Mix’Fit™ endorsed athletes. The conclusions of our little Mix’Fit™ experiment was: The Mix’Fit™ athlete assessment chart works for coaches, athletes and for getting measurable results in a systematic, measurable fashion before competition day. It’s also the only coaching aid of it’s kind in the world, fully endorsed by professional fighters, TKOMMA™ and Mix’Fit™. So, feel free to download a pdf. template and use it in the future.

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WI N N I N G

I N

MMA

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