Peluang Bisnis Online Tanpa Ribet

Peluang bisnis online tanpa ribet menjadi tema utama blog yang saya beli sekitar minggu kedua bulan juli 2011 lalu. Ya, siapa juga yang ingin menjalankan bisnis online yang ribet? Saya rasa tak ada ya. Kalau penawaran peluang usaha, tentu saja tidak akan berbicara tentang kerumitan, karena bisa ngga laku. Namun demikian ketika gilirannya kita mengambil peluang bisnis online yang ditawarkan itu maka tentu dalam perjalanannya kita tak akan terlepas dari serangkaian kegiatan yang mungkin tak selalu sederhana, untuk sukses menjalankan bisnis yang kita ambil tersebut.

Yang terbayang dalam pikiran saya ketika berbicara tentang Ribet antara lain: tidak mudah, berkelok-kelok, tidak terencana dengan baik, tidak tepat sasaran, tidak efisien untuk mencapainya, mungkin saja juga tidak efektif, dan sebagainya.

Jadi bisnis online tanpa ribet bukan berarti untuk orang malas, karena kerja keras sambil belajar bekerja lebih cerdas itu tetaplah penting. Bisa jadi jadi modalnya besar, atau hal-hal yang harus dikerjakan mungkin tidak selalu mudah, tetapi langsung ke sasaran, tepat, dan tidak memusingkan dan bikin bingung, tidak ribet.

Kalaulah bisnis memang tak banyak memerlukan kreatifitas, tenaga dan waktu, modal uang dan kredibilitas maka dari dulu sudah banyak sekali orang yang kaya raya dari bisnis online, bisa jadi lebih dari setengah orang Indonesia sudah sukses. Kan orang Indonesia suka yang instan, senang bisnis online tanpa ribet. Sayangnya mungkin tak sedikit yang terjebak dengan istilah tersebut, lalu kemudian hasilnya yang ribet, maksud saya kurang produktif. Wah ternyata saya juga orang Indonesia, kena juga deh, hehe..

Yuk mulai sekarang kita lebih bersedia untuk kerja lebih baik dari sebelumnya dan menjadi lebih produktif. Maknai istilah Peluang bisnis online tanpa ribet ini dengan cara yang paling membuat kita semakin berdaya dan semoga demgan demikian bisnis online yang kita jalankan menjadi semakin menguntungkan dan tetap ambil simplenya (yang sederhana) untuk efisiensi tetapi tetap mempertimbangkan efektivitas (hasilnya).

Anda ingin membaca lebih dalam lagi dan lebih banyak lagi tentang subjek ini? Silahkan kunjungi blog satu ini: Peluang bisnis online tanpa ribet.

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Why do small business hesitate to invest in people management and training?

Designing & Delivering Business Development Services (BDS) for Growth Enterprises

Why do small business hesitate to invest in

people management and training?

by Karsten Weitzenegger, February 2005

Advisers to growing small enterprises often identify a need for investment in people management and training. This analysis might be correct, but what if it is not shared by the owner-manager? What can business development organisation do to convince more growing small businesses to improve staff productivity? We want to look at the possible reasons behind the owner-manager's resistance to people management and training.

Importance of investment in people management and training

Growth businesses have by definition a high potential for growth in the market, based on potentials within the business. They have proven to create employment, products and services, as well as wealth. Growth businesses are crucial for economic development. They are the avant-garde of economic development. Where the conditions for growth are not established, it makes no sense the start-up new enterprises. Each BDO should try to have growth business in the portfolio. They can afford to pay for services. They serve as examples for smaller enterprises and can bat politically for a better business environment.

Again in the growth phase, an advisor can assist by coaching the team building and by bringing in additional knowledge. Growth businesses are more demanding for quality services than business starters, who mostly have similar initial problems. Business advisors may have a hard time building relationship with an owner-manager who is not used to accept advisors, but to invent and solve everything out of own capacity. To higher degree than in the star-up phase, advisors need to know the particular market segment well in order to gain credibility.

External factors are still main problems of growth business. As they are already in the market, now the own business must make part of the market analysis. Internal factors are in the later stage main problems when shifting to a team management. The success secret of the owner-manager needs to be well revealed and analysed, then made into common principles and operations of all staff. The business need to learn from the market and the competitors, while defending its unique market share.

Traditional small enterprises are known for poor training, leading to low quality products. Themore developed markets today have high technical and environmental standards, quality certification and consumer protection. The market share for low quality products is reducing world-wide, because cheap quality products enter even remote markets. This put small producers under more pressure.

The Springfield Centre for Business in Development found the historic and current reality of market disconnectedness in the case of South Africa. Due to limited exposure to wider competition, opportunities and learning, the informal small-scale economy remains disconnected from the formal large-scale industry. Hitchins et. al. see BDS as bridge for providing access to procedures and practises, standards and innovation.

Disconnects in an Era of Knowledge-Based Economies:

A Role for Business Services1

Investing in people management and training is the clear path to success when making a

• business grow. This investment is needed to
• develop adequate management control systems;
• defining internal management roles;
• make people competent to fill these roles.

In general, management can support labour productivity by structure (hard skills, exact rules, strong hierarchy, discipline) or consideration (soft skills, team work, good working conditions, social benefits). Which approach is more successful depends much on the social and cultural circumstances. Businesses in industrialized countries tend to focus on consideration aspects in growth times, while coming back to structure aspects when a sector is in crisis. Consideration is a key to growth, but can only be successful, if structure is there as the base. A balanced training is needed for both pillars of the productivity development.

Resistance to training investment in small enterprises

In the growth phase of an enterprise, the owner-manager remains the key actor. This person can draw many lessons from the own start phase and has gotten through so far. However, the growth phase often requires a behaviour change of all stakeholders. The owner-manager suddenly needs to leave responsibility with staff, in order to concentrate on the most crucial issues.

Advisors often face resistance of owner-managers, when it comes to the investments necessary for training and management development. Generally, the lesser was invested in thepast, the bigger is the need now to adjust.In some cultural environments, training itself has become a bad aspect. There is are rumour that employers send staff to training only if they work too badly. If staff volunteers for training, the employer is suspicious that they want to look for another job. Bosses of course are alreadyperfect and do not need further training.2Initial small enterprise training is often done by watching others and imitate their behaviour ("sitting by Nellie").3 There is nothing wrong with this approach, it was the natural way oflearning throughout human development. In a small enterprise it is used for a cheap and social integration of new workers. However, this imitation also copies the bad aspects of others.4 A supervisor must later correct the errors, or even fire a worker and try a new one. It's always better, if the individual learner get an own criteria for success in order to direct the own skills development. This can only be achieved, if the operations and strategies of the enterprises are transparent to the entire team. Delegation is a critical first stage of the business growth strategy. A reason behind resistance to staff training might be that the owner-manager generally has difficulties delegating management functions to staff. If the second-tier managers do not have possibilities for learning (meaning room to commit own errors and try again), training indeed can be a wasted investment.

Resistance should not be equated with inability to pay. Entrepreneurs accustomed to free services are likely to resist paying for those services later. Reasons behind resistance can be various economic or socio-cultural ones.

Economic reasons

• Recruiting cheap unskilled staff might still be sufficient for the level of technology used.
• Recruiting trained staff from elsewhere might be cheaper that train existing staff.
• The owner-manger and staff might be too busy in this change period to cool down go somewhere else    for formal training.
• Staff might be busy with technical training on new equipment.
• Growth is often marked by physical changes (new premises, new equipment, new geographical coverage) that demand high investment of time and money. Any additionalcost is seen as unnecessary at this moment.
• Equity investment may need to be introduce to the business. The owner-mangermight want to reduce the risk by saving on additional investments.Lack of consideration makes an employment unattractive. Staff might be willing to
• leave the company after training, trying to sell the new skills on the job market oreven start an own competing business. Employees will want formal training certificates,employers might fear they go immediately to the job market with them.
• Investment in staff means a long-term commitment by the employer. Formal commitmentsto long-term contracts with a fine for early termination might keep trained staffin the enterprise, but also raises fixed costs.

Socio-cultural reasons

• Knowledge is power that the owner-manager likes to keep.
• Former attempts to train staff might have gone wrong.
• Staff might lack basic formal education to build on.
• Quality and benefits of training offers are not known.
• It might be difficult to communicate and transfer skills which the owner-manager hasacquired informally over time.
• Staff might refuse co-operation.
• Staff might be employed for family or friendship relations

It might by even harder to convince the owner-manager to take own training. The ownermanager

will argue that she/he

• is to busy to leave the business in growth times;
• does not want to spent much money in own training without knowing the benefits;
• does not trust employees while away;
• does not trust in the experience of the trainers;
• does not feel comfortable to take classroom sessions;
• likes to leave business planning and controlling to family members or paid advisors;
• does not see the need for further development, is close to perfect.

How can a BDO assist?

Advisors have strong arguments to justify the investment in skills development. However, we have seen strong reason behind a possible resistance. Instead of pushing the owner-manager too much into this conclusion, BDOs can have better results, if the owner-manager can be assisted in developing own thoughts and strategies towards skills development. If the solutions are not owned by the owner-manager, the best plans will fail. If the target is set, let the entrepreneur find the most economic solution. This not only reduces the potential blame on the advisor, it also give the owner-manager the possibility to adjust if things go wrong. After all, the permanent management of skills is what the owner-manager has to learn in a growth situation. This is done best by actually doing it, initially under guidance of the advisor. If the identification of skill deficiencies as obstacle to growth is shared by the owner-manager at an early stage of the counselling process, a training needs analysis can be the next step.

A skills development plan should follow this, best if integrated into the overall business development plan and agreed by all stakeholders. The advisor must develop a strong and trustful working relationship with the owner-manager. This is especially important, if the advisor identifies other barriers to growth than the ownermanager. It the small enterprise has started a family business, the growth phase will imply many personal and social changes for all stakeholders. The advisor must professionally address this family issues, while respecting the privacy of the client.

Some aspects are important in the consultation process:

• Agree on a meaningful objective and keep it during the process.
• Counsel the owner-manager in a way that allows the owner-manager to use the conceptand ideas generated in the formal training to move the business forward.
• The owner-manager needs to be given the tools for monitoring and evaluation of theprocess. Of a staff member received training, the owner-manager needs to receive areport on the outcomes and new potentials of the participant.
• Staff has to be motivated to take training and use new skills and attitudes. The ownermanagermust give financial and non-financial incentives and rewards for this.

Additionally, if the owner-manager and staff are lacking time for training because they deal too much with non-productive activities (bookkeeping, supply purchasing, repairs, catering, marketing), the BDOs can assist by identifying possibilities to outsource these activities to service providers. The BDO of course can assist by identifying sources of subsidies for training. The core challenge for demand-driven training is bridging the gap between perceived and real needs. Nelson concludes from his 1997 study on two BDO cases in Kenya: "For demand- driven programs, the apparent lack of demand for their services poses an obvious marketing challenge. Demand must be stimulated, and stimulating demand requires (1) making up-front investments in marketing; (2) demonstrating real market opportunities that training will help clients access; (3) maintaining proximity to clients to respond to their emerging needs; and (4) linking the training to tangible, immediate benefits. In addition to being demand driven, training services must be relevant to entrepreneurs if they are to succeed in the marketplace."5

The PSME “Promotion of Small and Micro Enterprises” Project in Ghana carried out a market study and identified the training subjects and forms that growth business probably will buy. Then they trained trainers of independent training providers in three subject modules: Costing, Cash management, and Marketing. The trainers were supported by PSME on the market by a awareness campaign at the level of owner-mangers, by radio programmes, newspaper ads, recommendation by banks, and other means.

Important aspects for the marketing strategy of the BDO are:

• Sell the benefits: Increased productivity and efficiency, higher profits, better workplacesafety and health, better understanding and social environment.
• Make benefits of this investment tangible: The positive changes that the business willexperience from buying the services, such as becoming more aware of the cash position,or being able to motivate staff more effectively.
• Anticipate the reasons for resistance or make up a worst case example and suggestsolutions.
• Use additional arguments pro team management, e.g. that it will help in the familybusinesses generation shift and is the only way to sell the business later on.
• Mention the features of the services: How will it be delivered, who will deliver it, whatit will contain, what it will costs.

Conclusion

Investing in people management and training is the only chance for a small business to overcome market disconnectedness in an Era of Knowledge-Based Economies. BDS can be the bridge for providing access to procedures and practises, standards and innovation. Entrepreneurs accustomed to free services are likely to resist paying for those services later. Resistance should not be equated with inability to pay. Reasons behind resistance can be various economic or socio-cultural facts. Advisors must be conscious about the ownermanager's difficulties and resistance when passing on power and knowledge to the staff for reaching a team managed stage of organisation. Instead of pushing the owner-manager too much into this conclusion, BDOs can have better results, if the owner-manager can be assisted in developing own thoughts and strategies towards skills development. BDO can stimulate demand by marketing the benefits and possibilities of their services, considering the reasons behind resistance to training. 5 Nelson, Candace, Training Goes To Market. A Comparative Study of Two Kenyan Training Programs. Business Development Services Case Study, The SEEP Network, December 1997. 6 Legien, Katja, Ghana Report on the Short Term Mission on Product Development & Commercialisation, GFA Management GmbH, Hamburg 2003.

Authors address:

Karsten Weitzenegger, Dipl.-Pol.

German Association of Development Consultants AGEG (Coop.)

Grindelallee 32

D-20146 Hamburg, Germany

Tel. +49 40 41423351

US Fax: +1 314 6670417

karsten@weitzenegger.de

http://www.weitzenegger.de

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EFFECTIVE MANAGEMENT

EFFECTIVE MANAGEMENT

COURSE OBJECTIVES

 3-day course on people management for Professional Engineers.

WHO WILL BENEFIT

The course is designed to help all Professional Engineers with management responsibilities for other staff as section leaders, supervisors, managers, engineers-in-charge, etc. The course should be taken once responsibility has been gained either from assumed responsibility or after appointment to a management position. Professional Engineers will benefit from the opportunity to stand back and consider the basic issues of good people management, how these inter-relate, and how they apply to themselves.

GENERAL AIM

To enable Professional Engineers in positions of management responsibility to become more effective in the management of themselves, their staff and their customers.

OBJECTIVES

As a result of this management training course Professional Engineers will be better able to:

1. Communicate effectively:

- orally and in writing

- in briefing others

2. Develop people:

- through appraisal and counselling

- by coaching and on-the-job training

- by formal assessment

- by discovering what motivates others

- through performance review and appraisal

3. Solve problems and make decisions:

- through a more systematic approach

- by consensus

4. Work in teams:

- by running effective meetings

- using the team role approach

- by being an effective team member

5. Organise themselves:

- in better use of time

- in personal analysis and goal setting

- through planning and monitoring

- by effective delegation

EFFECTIVE MANAGEMENT

COURSE OBJECTIVES

6. Lead teams effectively:

- by using appropriate leadership styles

- by understanding leadership and followership

7. Negotiate:

- by planning negotiations

- by handling conflict

8. Communicate persuasively:

- through effective presentations

- through influence and persuasion

- in selling self and services as an Engineer

- in developing staff and client relations

FORMAT AND STYLE

The course will be very participative in nature and limited to a maximum of 12. Each day will be divided into separate sessions with appropriate breaks for refreshment.

Each objective will be covered in one or more of the sessions in the course. Though each session will be focused on one objective, the course is designed to reinforce the interlocking nature of all the objectives in a management role.

Day 1 Communication; Developing People; Problem Solving & Decision Making; and Teamworking & Meetings.

Day 2 Personal Organisation; Delegation & Developing People; Leadership; and Negotiation.

Day 3 Personal Organisation & Motivation; Negotiation; Performance Review; Persuasive Communication & Presentation; and Towards Effective Management.

Tutor Chris James, MSc(Eng), DIC, CEng, MIEE, FMCM Management Consultant.

Chris James has had extensive experience in management training and development; as Company Training Manager in a major subsidiary of Unilever; as the Manager responsible for the development of Professionals in one large accounting partnerships; and as Head of Management Development in another.

For the past 16 years he has been an independent management consultant with a wide range of clients including consulting engineers and various engineering concerns. He conducts management training for other professional bodies.

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Do You Have What it Takes to Operate a Successful Business?

ENTREPRENEURSHIP

Do You Have What it Takes

to Operate a Successful Business?

JEANNE BLUFFSTONE, PRESIDENT, JEANNE BLUFFSTONE PUBLIC RELATIONS

So you want to start a business. Do you have any idea what is in store for you? The

mortality rate of start-up companies is staggering. About half of all new businesses fail within

the first year and about 85% are gone after five years. But, if you have what it takes, and are

prepared for the challenge ahead, your future can be very exciting and rewarding.

Entrepreneurship is somewhat like climbing a ladder. The best way to get to the top is to

keep going and not look down. However, with courage, determination, planning, and good luck,

you could be one of the successful entrepreneurs who has reached their dream of owning a

business.

What Motivates You?

People go into business for many different reasons. Some have a desire to capitalize on a

perceived business opportunity. In other instances, entrepreneurship represents a chance to

realize a lifelong dream, build a future, make more money, or create something new that hasn’t

existed before. What motivates you? Make sure your answer comes from your goals, not from

what you have heard, read, or been told by other business owners. Entrepreneurship is a very

private thing which is unique to each of us.

Do you have a picture or vision of your business? Do you know the size, depth and breadth,

the customers you want to serve, and how you will measure your success? You won’t know if

you are meeting your own expectations unless you have very clear goals. As with other types of

goal-setting, it helps to put your thoughts in writing.

Common Characteristics of a Good Entrepreneur

Some entrepreneurs envision building an organization with dozens of employees and high

revenues. Others want to create a small, intimate company. Still others decide to become

lifestyle entrepreneurs who work alone and use their skills or talents in unique ways.

Regardless of the type or size of business you plan to create, it’s imperative to possess,

acquire, or hire the necessary management and organizational expertise to turn your vision

into a reality. Most businesses fail because of a lack of management skills. Don’t put yourself

in that position because it can be a very quick and painful ending to what might have been a

viable company.

Entrepreneurs come in all shapes, sizes, colors, and personalities. Some like to get up

early while others like to sleep late; some are hard-driving while others are easy-going, some

work for the love of what they do, and others focus on profits; some enjoy helping people while

others would rather direct them. Regardless of personality and management style, there are

some characteristics which are common to successful entrepreneurs. Those include:

enthusiasm, ambition, confidence, creativity, self-motivation and a desire to make things

happen. Contrary to most popular beliefs, entrepreneurs are not gamblers who like to take

long shots. Instead, successful entrepreneurs are individuals who take calculated risks—those

with a 50% chance of success—and are willing to leap when it is warranted, generally when

there is a safety net.

If you decide to start a business, you will probably work harder and more hours than you

ever imagined—perhaps 12 to 14 hours a day, seven days a week. Business can be very tough

and success is proportionate to efforts expended. Don’t expect to suddenly become a boss and

call all of the shots all of the time. You will have more bosses than you ever imagined, this time

in the form of customers, employees, suppliers, and bankers, since they are your pipeline to

profits. When you are in business, the buck stops with you. You will be responsible for

everything that happens within the company, and you will have to shoulder all of the good, the

bad, and the ugly.

Building Your Business Handbook - A COSE Publication

Test Your Tolerance Level

Understanding all of this, if you still want to become an entrepreneur, enjoy a challenge,

and want to create something that didn’t exist before, let’s see if you have what it takes to start

a business.

Ask yourself these questions and assess your tolerance levels:

> What if you don’t generate revenues at first? In some instances, it takes a year to show

a profit. Can you tolerate that emotionally, or will you panic if the business doesn’t

take off as expected?

> Do you have organizational ability and managerial experience? If not, are you willing

to hire the expertise required, or find a way to gain those skills?

> How much of a financial cushion will you have? Can you last a month, three months,

six months, or a year without showing a profit?

> Are you passionate, determined and confident about your business idea?

> Are you flexible enough to change directions when necessary, and do you have the

judgment and confidence to try new approaches if the original plan isn’t working?

> Can you take failure and rise above it? Successful business owners often have had

many failures before they hit the big time.

> Do you have a realistic sense of your strengths and weaknesses?

n Can you take rejection?

> Do you have a clear picture of what success will mean to you?

Among the most important tools for new entrepreneurs are a good reading list and

business contacts. There are a variety of networking groups in the Greater Cleveland area and

also in other cities around the country. You will also find business organizations and trade

groups will give you other business contacts who can help you answer some of the tough

questions you are facing. Take classes, too, in various aspects of business. Gather as much

information as possible, sort through what will work for you, and go to it. Good luck!

This article was reproduced with permission from the Council of Smaller Enterprises (COSE).

The article is one of 26 articles published in COSE’s Building Your Business Handbook.

If you are interested in purchasing this handbook, it is available from:

Council of Smaller Enterprises (COSE)Greater Cleveland Growth Association

200 Tower City Center

50 Public Square

Cleveland, Ohio 44113-2291

(216) 621-3300

answerplace@clevegrowth.com

Price: $19.95 per copy, plus tax and shipping. For information on volume discounts, and

consignment or distribution arrangements, contact Rebecca at (216) 621-3300.

For more than 27 years, the Greater Cleveland Growth Association’s small business

division, the Council of Smaller Enterprises (COSE) has been serving the small business

community by offering group purchasing benefits, business education programs, advocacy,

and one-on-one business counseling. Members participating in group purchasing

programs collectively save more than $100 million each year.

The Small Business Development Center (SBDC) is a division of COSE and is funded by

the Ohio Department of Development and the Small Business Administration. SBDC staff

and volunteers provide free one-on-one counseling, products, materials and educational

programs to entrepreneurs in both start-up and existing businesses

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How to Sell ANY Product

How to Sell ANY Product

by Harvey Segal SuperTips.com


2.1 The Product
First we need to state that this must be your 'own' product.
In other words you must not be an affiliate (you will see why later).
However that does not mean to say that you personally have to create a
product.
If you don't have a product of your own you can acquire the 'resale rights' to a
product − which allows you to sell it as if it was your own.
Bonus Tip 1 − resale rights
If I started in online marketing again I would not bother with creating my
own products, I would focus on the very lucrative world of resale rights.
To illustrate this there's a perfect example in Chapter 4 where I have
produced a package of products with resale rights and the even more
profitable 'private label' rights.
If you want to learn how you can profit from resale rights visit my site
Resale Rights Guide.
Products with resale rights are typically ebooks or software − in other
words 'digital' goods. When it comes to selling such items the ideal place is
ClickBank who handle the whole selling process for you.
You will find all you need to know at my site The ClickBank Guide.
As mentioned, throughout this chapter you will see how I use the strategy in
this book to sell an actual product. So we'll start with my choice of product.
Chapter 2: How to Sell ANY Product

Case Study − product selection
One of the most useful of marketing tools is the ad
tracker − you'll see why if you visit my site The Ad
Tracking Guide.
The particular tracker which I use and recommend
is AdTrackz.
I have now purchased the resale rights for
AdTrackz and will show you how I sell it in the
case study sections.
To choose your product you could look for a profitable niche then search for
associated products with resale rights.
Bonus Tip 2 − finding a niche
One way to look for a profitable niche is to study the questions people are
asking at the forums. You will already have seen examples of 3 sites which
I have created using this technique
− The ClickBank Guide
− The Ad Tracking Guide
− Resale Rights Guide
I've written a free ebook which explains how to use this idea (and also how
to profit from forum postings) − Forum SuperTips
2.2 Search Engines ?
There's no doubt that a high ranking on the first page of a search engine like
Google beats nearly every other form of traffic generation.
After all, potential customers are actively searching on keywords that are
relevant to the site.
The problem is in attaining and maintaining a high ranking.
Here's what I mean.
Chapter 2: How to Sell ANY Product

Why I have said Goodbye to the Search Engines
The whole area of search engine optimization is imprecise and ever
changing.
As a result there has been a plethora of tools developed to assist with the
task and one theory after another about what is needed to reach a high rank.
Do you really want to spend man−months collecting thousands of
backward links then find that they are probably worthless because the
anchor text does not contain a suitable keyword, or the site does not have
sufficient page rank, or whatever the latest algorithm is ?
Do you want to buy expensive cloaking tools and run the risk of
penalization ?
Do you want to compete with others who are using such cloaking tools ?
Do you want to discover that a major Google change has caused your site
to slip out of the rankings ?
Do you want to be bothered about whether a domain has a static or
dynamic IP address or have to use different hosts to make a network of
minisites ?
Now some say that you don't need fancy tricks − just provide good relevant
content.
My answer ?
Nonsense.
Take my site The ClickBank Guide.
If you wanted to find the most relevant content for a search on the keyword
'ClickBank' don't you think that would be at the top ?
Well Google used to agree with you.
It was ranked number 2, with only ClickBank.com itself at number one.
Today it is ranked ... wait for it ... number 426.
It is beaten out of sight by sites which have nothing to do with ClickBank
but happen to mention that keyword once.
I asked a search engine expert about this and he suggested that it might be
due to keyword density, in other words too many mentions of the word
ClickBank.
Chapter 2: How to Sell ANY Product

Well that has to be the case − the site is after all a 'complete guide to
ClickBank'
His advice − try replacing the word ClickBank occasionally e.g. use 'CB'.
No way.
My site stays, it's the search engines who are leaving.
I don't want to build an online business on such shaky foundations.
I want to use fundamental pillars of Internet marketing which will always
remain steadfast.
You will see them in this strategy.
2.3 First − the best way to presell your product
Here's an article I wrote back in 1998 − and it's still true.
Chapter 2: How to Sell ANY Product

Win customers by giving away FREE information
What is the best way to attract visitors to your site ?
Everyone agrees on this point − it is by providing Free Information.
Let's see how to do this and why it works so well.
Suppose you are a supplier of video recorders. Hopefully you will be the
owner of a professional sounding domain name, such as VCRworld.com
You write an informative article entitled "How to Choose a Video
Recorder" which explains
* the key features of video recorders
* a guide to prices
* handy tips for using video recorders
* useful accessories
* potential problems
* future developments
Put this article on your web site or have it available by Email (on an
autoresponder if you expect a big response).
While your competitors are all posting similar ads which say
"Buy, buy, buy our cheap video recorders"
or sending unsolicited bulk Email to thousands, you will be posting short
ads which say
Our Free Guide
"How to Choose a Video Recorder"
explains the key features to look for,
prices and handy tips.
Visit www.VCRworld.com
And whenever you contribute to any group where there are potential
customers you include your signature:
"How to Choose a Video Recorder"
FREE guide
www.VCRworld.com
Your visitors will be impressed by the quality of free information you are
providing and your well chosen domain name: they will regard you as an
authority on the subject.
They will be easily influenced to buy from your site while your
competitors' unoriginal ads are consigned to the Email waste bin.
Chapter 2: How to Sell ANY Product

That article was written before the days of ebooks as we know them now and
we can adapt the key idea to use with a free ebook.
What you do is produce an ebook about your product niche which provides
quality information and includes links to your own products.
The secret is to have highly relevant links and weave them naturally into the
content in a low key style without appearing to push for a sale. So when you
discuss a particular topic and want to show where more detail can be found, or
how a particular problem can be solved, that's where you can mention your
product as a source of further information. If you want to see really good
examples of how to do this read my free ebook 101 SuperTips.
See − that last sentence was an ACTUAL working example of how to weave
in a link.
There's no doubt that a free information type ebook is one of the most
powerful methods of product promotion.
Case Study − producing an ebook
In order to promote the ad tracking tool AdTrackz I
wrote an ebook AdTracking SuperTips which is a
guide to choosing, using and profiting from ad
trackers.
It concludes with a recommendation for AdTrackz.
And there's another great advantage in offering your visitor an ebook.
You can capture his contact details and then run a series of follow−up
messages designed to clinch the sale, using an autoresponder tool.
Compare this to a web page where a visitor leaves and you have no further
contact.
So now the issue turns to getting traffic to your ebook first instead of directly
to your site.
2.4 Getting traffic to your ebook (Part 1)
There are hundreds of directories where you can submit a free ebook − you
can find them by running a search on 'free ebook directories' or similar.
Chapter 2: How to Sell ANY Product

These directories exist to supply webmasters and ezine publishers who are
looking for good free content which they can use to give to their visitors or
subscribers as a bonus or an incentive.
But there's an even better form of free content they want which we will see in
section 2.6.
2.5 Getting traffic to your ebook (Part 2)
Remember when I said that it must be your own product not an affiliate
product ?
That's because you can now bring the might of an affiliate force to your
promotions.
You allow affiliates to use their affiliate link to your product inside the ebook.
This is done by 'rebranding' the ebook.
You will find some rebranding tools in the Tools section of the Resale Rights
Guide
Bonus Tip 3 − managing affiliates
How to pay affiliates ?
− If you use ClickBank to handle the sale as recommended earlier they will
automatically handle the affiliate side of the operation.
How to attract affiliates ?
− As a ClickBank vendor your product will appear in the ClickBank
Marketplace where there is a potential audience of 100,000 affiliates.
What rate of commission to pay ?
− Affiliates won't be interested in 20% or 30% commissions. I pay 51% so
I can tell my affiliates that they will earn more than me. You can sign up
here as a SuperTips Affiliate.
But there's one case where I pay 100% !
How can that be ?
You will see soon.
Chapter 2: How to Sell ANY Product

But there's yet another way to get affiliates − and they will be beating a path to
your door − in the next section.
2.6 A massive step beyond
There's something that website owners love more than ebooks − ARTICLES.
The more the merrier.
They use articles on their site and reap the earnings from AdSense ads because
search engines thrive on good content
Articles get MASSIVE distribution.
You can submit them to article directories, article announcement lists and to
ezine publishers. Once again just run a search and you will find endless lists.
So your next step is to produce an article which 'presells' your free ebook.
It's not difficult − the information is already there !
There should be lots of valuable content in your ebook so you can summarize
the key concepts and turn that into an article. You then put a link to your
ebook in the article resource box.
Case Study − writing an article
I used material from my ebook to write an article 23
Ways To Use An Ad Tracker
The resource box for the article says:
Learn all about ad trackers with Harvey's free
ebook Ad Tracking SuperTips
http://www.ad−tracking.com/adbook.html
Note how the article presells the ebook and the ebook presells the product.
To see why this is effective consider the above case. After a potential
customer has read about the 23 ways to use an ad tracker he will realise how
valuable an ad tracker can be but if he gets directed to my recommended
product AdTrackz he will still be wondering
− how do I get an ad tracker to work
Chapter 2: How to Sell ANY Product

− what are the different types of tracker and how do they compare
− why is the author recommending this particular one.
All this information is explained in the ebook so we take the customer one
stage at a time gradually building up his interest and curiosity.
And now if you have been wondering how to attract affiliates here's the simple
step which will have them begging to join your affiliate program.
You allow the article publisher to change the link in the resource box to
point to his rebranded version of the ebook.
Case Study − article rebranding
My article concludes with the line:
Publishers can reproduce this article and change
the URL to point to their own rebranded version
Now, if that will have affiliates beating a path to your door then Chapter 3 will
produce a stampede.
Chapter 2: How to Sell ANY Product

Chapter 3: The Ingenious Twist
3.1 The Affiliate Problem
For every 10 affiliates who initially show an interest in distributing your free
book maybe just one will actually do it.
Just 1 out of 10.
Why ?
What's the problem ?
Why don't affiliates rush to rebrand free useful books so they can cash in on
this very effective way to sell a product ?
Well consider what an affiliate needs to do to promote a PAID product.
He simply plugs his affiliate−id into a link, for example in the case of
ClickBank
http://AFFILIATE.VENDOR.hop.clickbank.net
But in order to promote a free book he needs to carry out the following steps
· he downloads a rebranding package.
· he has to read and understand the rebranding instructions.
· he runs the rebranding program.
· he uploads the rebranded book to his web site.
ideally he then needs to set up a web page with some content leading
to the book rather than just providing a direct link to a book.
·
For example take my free book Forum SuperTips. If you were to promote it
using your own separate branded copy at your site you can't expect your
readers to download it just by saying 'heres a good book about how to profit
from forum postings' and give them a download link. Ideally you would want
them to see the very same write−up I have used at my site − just the way an
affiliate link works for a paid product.
Isn't it easier just to give out an affiliate link ?
And that's why you can get hundreds of affiliates but few of them will bother
to rebrand a book.
But there's even more bad news. Many affiliates may not even own a web site.
We've just ruled out a huge army of newbies − beginners taking their first
Chapter 3: The Ingenious Twist

steps in Internet marketing and sensibly starting out on the affiliate route.
If only rebranding was as simple as providing an affiliate link.
Well it can be.
Read on . . .
3.2 The Solution
There are actually two solutions
1) On the fly ebook rebranding.
This means that when a visitor requests an ebook at a site a rebranded version
is instantly generated.
This is only feasible with PDF files not EXE files.
Because of the technical difficulty of rebranding existing complex PDF files
such solutions are currently (September 2005) rare and expensive.
However we have acquired in the Tools section in Chapter 4 a product, Super
Rebrander, which will allow you to create a PDF ebook from an HTML file
and perform on the fly rebranding.
2) The ClickBank 'cookie' solution.
Technically the solution is to get the affiliate cookie on the customer's
computer at the time of download. You don't need to make any change to the
book itself which means that you can use this method for both PDF books and
EXE books.
The only limitation is that you can only allow 'rebranding' of products in your
ClickBank account, which should be sufficient for your purpose.
This solution is described in more detail in the book Viral Marketing
SuperTips
Chapter 3: The Ingenious Twist

Case Study − on the fly rebranding
If you click on this link
http://www.supertips.com/sales.php?offer=AFFILIATE&pid=43
it will download the ebook Ad Tracking SuperTips and any
products purchased from the book, including AdTrackz, will
earn commission for the affiliate.
This uses solution (2).
3.3 Even Better
Apart from leaving your affiliate with no work to do as regards producing a
rebranded book and making it accessible at his site there are two more great
benefits for YOU.
* There is only one version of the book − the one at your site. You don't have
the situation where different rebranded versions are available at different sites.
* Once a rebranded book is produced with the old method it is out of your
control, the rebrander can market it in any way possible. With this method
readers must come to YOUR site to obtain the book and you can obtain their
contact details for list building.
3.4 Conclusion
We have shown a strategy that can be used to sell any product using
fundamental pillars of Internet marketing − techniques which will never
become obsolete.
These include
− preselling with good free information (an ebook)
− using the viral nature of article distribution
− using the power of affiliate marketing
− capturing contact details and applying follow up campaigns
At each step of the way we have introduced a multiplying effect which
increases conversion and traffic by exponential factors.
Specifically
Chapter 3: The Ingenious Twist

− we boost the conversion rate by preselling with a free ebook instead of
sending our visitor directly to a sales page
− we generate more traffic by submitting that ebook to ebook directories
− we also encourage affiliates to distribute the book by rebranding it
− we then simplify the rebranding operation, it becomes just a link, which
boosts the number of affiliates working for us
− we boost conversion rates once more by further preselling, using an article
to pave the way to the ebook
− we generate more traffic by article distribution and the viral effect as
articles get passed around
− we let affiliates rebrand the articles giving them even more incentive to
promote our product
− and we boost conversion rates again by using follow up tactics on all ebook
readers
That rounds up the strategy − I hope you will agree that I have kept my
promise, providing valuable information for free and I have not even asked for
your name !
In the next chapter we supply the tools for you to carry out this strategy.
Whether you decide to use them or not don't forget to read Chapter 5 − it's
unmissable.
Chapter 3: The Ingenious Twist
15
Chapter 4: The Tools You Need
I have created a package of tools (books and software) to carry out the strategy
outlined in Chapter 2.
Bonus Tip 4 − repackaging resale products
Here we have a perfect example of the benefits of acquiring resale rights
and private label rights for products and being able to repackage them
according to a requirement.
In other words instead of presenting you with a huge and outwardly
impressive list of products − 90% of which you don't need − I am able to
provide a concise selection which fit the bill.
(Having said that, the SureFire Wealth Silver Membership will give you
more products than you will know what to do with).
As I've mentioned before if you want to learn how you can profit from
resale rights visit my site Resale Rights Guide.
Note that some of the tools below come with resale rights included.
The tools are grouped according to the main tasks required.
4.1 Product Creation
4.2 Autoresponder Management
4.3 PDF Creation and Rebranding
4.4 General Internet Marketing

Chapter 4: The Tools You Need

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MARKETING STRATEGIES

"MARKETING STRATEGIES THAT EMPOWER SUCCESS"
Using Autoresponders To Multiply Marketing Power & Save Time!

One of the best ways to cultivate new business and save
hours of time is to use an autoresponder. An autoresponder
gives you the ability to follow-up *automatically* on the
email addresses you capture. Instead of wasting hours
following up manually, you can let your autoresponder follow
up while you do the things that you do best -- build your
business...putter in the garden...chase your kids around the
house...catch up on your power-napping.
If you have an autoresponder, today`s lesson will show you
how to make it super-effective. If you don`t have an
autoresponder, Empowerism is the place to go.
(As so many of our subscribers already know, Empowerism is
truly dedicated to providing an

ALL-IN-ONE SOLUTION

to the challenges of selling on the Internet. I hope you`ll visit
our site and let us "show you around" Empowerism and the
exciting RSVP -- the NEW way to buy leads.)
Using Autoresponders To Multiply Marketing Power & Save Time!
An autoresponder gives you the ability to send messages
effortlessly for months on end. So if you captured an email
address six months ago, your autoresponder can repeatedly
contact that person to offer your product or service.


WASH-RINSE-REPEAT

Repeat contact is a concept that top marketers first used
effectively in the offline world. When you conduct a direct
mail campaign, you send out message after message until it`s
no longer cost-effective. This strategy yields a much higher
response rate than with a one-shot mailing (typically just
1% or less).
-From the Research Labs: Research shows that, on average, A

PROSPECT MUST BE CONTACTED SEVEN TIMES before you
have any real chance at closing a sale.

BE IN THE TOP 10
If you apply this strategy to your Internet marketing
campaigns, you`ll have a real edge over the competition.
Remember: 90% of businesses do not follow-up with
prospects!

=========================================
OPEN THE DOOR & CLOSE THAT SALE WITH EMPOWERISM`S
UNBEATABLE AUTORESPONDER SUCCESS TECHNIQUES
=========================================

TECHIQUE #1 - THE "KILL OVERKILL" TECHNIQUE
You don`t want an email-inbox crammed with ads and sales
letters, and neither does anyone else. Don`t send out sales
letter after sales letter. Your messages will become an
annoyance and the recipient will either unsubscribe or just
delete the messages whenever they arrive.
By sending a series of sales letters

SPACED APART BY 2-4 DAYS,
you`ll keep your prospect aware of your business and
develop credibility over time without being a pest.

TECHNIQUE #2 - THE "MY GIFT TO YOU" TECHNIQUE
Send freebies such as ebooks, info reports, newsletters,
software, or even product samples. Many marketers use this
approach by offering a newsletter.
-Sneaky Salesmanship: Within the newsletter you have an
excellent opportunity to plug your product with a few lines
of irresistible copy.
With the soft sell approach, you can contact your prospect
once or even twice a week with "valuable information" --
which coincidentally mentions your product or service --
without seeming like you`re over-selling. If you`re a
vacuum cleaner distributor, for example, send a newsletter
on allergies and dust mites, for example.

TECHNIQUE #3 - THEY`LL LEARN/YOU`LL EARN TECHNIQUE
Give away a valuable training course via email that has
special appeal to your recipients! You can create a simple
3-day, 5-day, 7 day, or even longer course. And at the end
of some of the course lessons you can add a few lines of
copy plugging your product or service.
This, too, is a soft sell approach.

TECHNIQUE #4 - COMBO PLATTER TECHNIQUE
Use a variation of the hard sell, soft sell approach.
Simply alternate your messages. A balance of 40% hard-sell
and 60% soft-sell is generally about right.
That wraps up today`s lesson. Earlier I promised you a
"crash course" in creating the perfect email message. Keep
your eye on the horizon for: 8 Steps to Irresistible Copy
EVERY Time."

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A Trader’s Advice from 1923

After reading quotes from today’s traders, it is even more illuminating to quote here a page from another successful trader in a very different time and place, whose advice is remarkably the same. This list of Characteristics of a Successful Trader is quoted from Edwin Lefevre’s 1923 book, Reminiscences of a Stock Operator. It is even more poignant to remember that he wrote this book in the years before the 1929 Stock Market Crash, a time in America when it had become almost a craze to play the market.

Why so poignant? Because 80 years later his advice offers the perfect antidote to the pitfalls Behavioral Finance Scientists have found in today’s burgeoning era of online trading. And as for forex traders today, his voice speaks to us across time to a modern age when online traders are now flocking to the Forex Market in droves – the most rapidly growing market in the world, in fact in the history of the world.
Of course, it is also worth noting that every point he advises is a description of a mental trading tool achieved by mind training.

1. Caution. Excitement (and fear of missing an opportunity) often persuades us to enter the market before it is safe to do so. After a down-trend a number of rallies may fail before one eventually carries through. Likewise, the emotional high of a profitable trade may blind us to signs that the trend is reversing.

2. Patience. Wait for the right market conditions before trading. There are times when it is wise to stay out of the market and observe from the sidelines.
Reprints are Available Upon Request. Please contact Forex-Advisor
One on One Trader Coaching & Trading Subscription Services


3. Conviction. Have the courage of your convictions: Take steps to protect your profits when you see that a trend is weakening, but sit tight and don't let fear of losing part of your profit cloud your judgment. There is a good chance that the trend will resume its upward climb.

4. Detachment. Concentrate on the technical aspects rather than on the money. If your trades are technically correct, the profits will follow. Stay emotionally detached from the market. Avoid getting caught up in the short-term excitement. Screen-watching is a tell-tale sign: if you continually check prices or stare at charts for hours it is a sign that you are unsure of your strategy and are likely to suffer losses.

5. Focus Focus on the longer time frames and do not try to catch every short-term fluctuation. The most profitable trades are in catching the large trends.

6. Expect the unexpected. Investing involves dealing with probabilities – not certainties. No one can predict the market correctly every time. Avoid gamblers’ logic.




Source of From.
Phone: 520 877-3831
www.forex-advisor.com

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