The next Alt Pilot you will need should be the Manufacturer but because of the extra hassle of transfering goods between pilots it is better to have a Corporation and used it's hangar to do that.
As soon as your Trader (see previous Blog) has enough training then start a new character preferably of the same race to avoid long relocation trips and to be able to fly the same ships.
This is a fast training Low maintenance pilot. One of the previous ones could become a CEO but it is better to have a separate Alt to take advantage of the faster training under 1.6 million Skill Points.
NOTE: With CCP removing the Learning Skills this Plan might be slightly different.
It takes only 7 hours and costs 180,000 ISK in skill books. Pause the training of the previous pilot to train the CEO. Transfer enough ISK to also create the Corporation and open an office in your selected station.
Invite the other pilots and make them all Directors so they have full access to the Corporation wallets. Make the Tax rate very high. This will also discourage other players to even request to join.
The Corporation will collect all the ISK but will also pay all the bills.
At this stage you can restart the training of one of the other pilots. The CEO should still login every couple of days to keep the Corporation up to date.
Your Corporation is now collecting purchased Minerals and Blueprints aiming at selling the items every new player will eventually purchase in the starting system. You know from playing the Trader what those items are. You are also buying the items commonly dropped in the early missions. You are using Corporation wallet to buy and sell all and you transfer all items to the Corporation hangar so other pilots have access.
There is a Tool that will be useful to run your Corporation. It is called EVE Multiuse Economic Efficiency Planer or EVE-MEEP in short.
WARNING: this tool is not for the casual player. It is fairly complex and not easy to setup and use but with some perseverance it will greatly increase your ability to earn ISK.
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