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Profit From The Greatest Transfer Of Wealth In American History

Understanding this one catalyst could dramatically change where and how you invest...

Right now, it's the foundation of the largest transfer of wealth in our history -- more money will change hands over the coming years from this trend than the annual sales of Wal-Mart (Nasdaq: WMT ), Kroger (NYSE: KR ), Costco (Nasdaq: COST ), Target (NYSE: TGT ) and Sears (Nasdaq: SHLD ) combined.

It's revolutionized entire industries, created new markets and saved entire corporations.

Take the baby food industry for example. In the early 40's and 50's this very catalyst helped launch a relatively unknown company -- called the Freemont Canning Company -- into a global icon.

The company -- now better known as Gerber -- went from selling just 590,000 jars of baby food per year to nearly two million jars per day.

By 1955, when Gerber's sales swelled to 1.8 billion jars of baby food per year, it sold more jars of baby food in one year than in the company's first 18 years combined.

Toy maker Hasbro (Nasdaq: HAS ) was next in line. In 1952, the company invented "Mr. Potato Head" -- a plastic toy that could be decorated with a variety of plastic parts.

It was also the first toy advertised on television with a marketing campaign aimed directly at children -- this would go on to revolutionize future marketing campaigns.

More importantly though, Hasbro had this powerful catalyst on its side. And thanks to this spark, more than one million Mr. Potato Head kits were sold in the first year alone.

Other companies soon caught on to this trend and began amassing huge profits from this very same catalyst.

It's also what helped boost Buster Brown's shoe sales. The company went from selling $6 million worth of merchandise in 1949 to more than $30 million in sales in less than nine years -- a 400% increase.

Nobody understood this trend better than a man named Lee Iacocca. In fact, it was his very grasp of this movement that saved the car company Chrysler from near bankruptcy in 1978.

See, Iacocca saw this catalyst first hand when he was Ford Motor Company's (NYSE: F ) division general manager. In 1964, Ford introduced the Mustang, and original sales forecasts for the car were projected to be less than 100,000 vehicles in the first year... in the first three months a record 318,000 Mustangs were sold.

In the first 18 months, over one million Mustangs were built, because demand was increasingly higher than anticipated -- all thanks to this catalyst.

The catalyst Iacocca -- and so many businesses before him -- recognized is one many of you are very familiar with: the Baby Boomer generation.

At nearly 80 million, this massive generation has been the driving force behind the creation of businesses, industries and entire markets. Whatever they touched has turned to gold. And understanding this simple concept and getting ahead of what they could affect next can be a boon for investors.

It was the Baby Boomer generation that made the early Ford Mustang one of the best-selling vehicles of its time... You see, in 1964, the first of the boomers turned 18. More Mustangs were sold between 1964 and 1968 than from 1995 to 2008 combined. It was this unexpected success from the Mustang that gave Iacocca his first taste of what this generation could do for a company.

So in 1978 when Chrysler was on the verge of bankruptcy, they called in Iacocca to head the company.

At this point in time, Baby Boomers were buying up homes and having kids, and Iacocca understood that this massive generation would need reliable, roomy vehicles to transport these kids, so he introduced the recognizable wood-paneled Dodge Caravan -- aka the minivan. The minivan would go on to be the best-selling vehicle for the next 25 years, becoming the car of choice for traveling baby-boomers.

It was a similar story for Harley-Davidson (NYSE: HOG ). In 1981, American Machine and Foundry nearly killed the iconic motorcycle brand and sold the company to 13 investors for a mere $80 million. With the company now under new management, they decided to revive the look and feel of the earlier machine... banking that the aging boomers would want to relive their glory days.

Sure enough, starting in 1996 Harley-Davidson posted double-digit sales growth. And 1996 was the year the first boomer turned 50. Over the next seven years the company continued to post double-digit sales growth every single year... and shareholders who recognized this trend early on profited handsomely.

As you can see in the chart above, shares of Harley-Davidson returned more than 562%, crushing the S&P 500's 80% over the same time period. This is the sort of wealth creation this single generation can hold for investors.

This generation still has plenty of industries that it will transform -- it's just a matter of which side of the trend you will be on.

My Maximum Profit system recently alerted me to one company that's in the midst of benefitting from this massive wave of growth.

You see, as the Baby Boomer generation starts retiring and pursuing travel and other luxuries, the airline and travel industries are in store for an enormous stream of new income -- one that could last for decades.

My system found a little-known company that operates an airline that flies passengers strictly to some of the most heavily visited destinations in the world -- Australia, the South Pacific, Hawaii, you name it.

Last year this company turned in a record financial performance, growing earnings-per-share by 99%, to $3.05. And management is expecting an even better year for 2016 -- you can thank the Baby Boomers for that.

In the three weeks since I told investors to buy this stock, shares have already risen 10.5%. And with its lofty momentum going strong, there's no end in sight.

If you'd like to get the name of this company -- and all of my Maximum Profit recommendations -- today, simply click here to view a short presentation on how my system works... And how it turned a group of amateur investors into multi-millionaires .

The views and opinions expressed herein are the views and opinions of the author and do not necessarily reflect those of Nasdaq, Inc.

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The views and opinions expressed herein are the views and opinions of the author and do not necessarily reflect those of Nasdaq, Inc.