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Thursday, May 6, 2010
Tuesday, May 4, 2010
Affiliate Marketing 101-3 advantages of affiliate marketing Doing Online
For those of you who just started with affiliate marketing, let me give you a quick overview of what affiliate marketing is. Suppose you are a fitness freak, and you are interested in buying a home gym. You go online and do research on exercise bikes. You come across a review of the field and by the reviews of various home gym to read models. Finally, select the Home Gym recommended by the vendor's website and click on the link to buy the home gym on Amazon. In thisCase, the site owner is a subsidiary of Amazon, and he receives commissions from Amazon for every sale he makes.
So what are the benefits of affiliate marketing. Here are a few of them.
1st No need to have your own products: There are thousands of people, the products will be glad to pay money to sell them. This makes affiliate marketing a great attraction to many people who immediately start to make money online want. You receive a products and selectServices you are interested in promoting. What is more, if you have a "super affiliate happen", you can negotiate the path to higher commissions.
2nd No customer service: you do not look to detest with every customer questions, and this is another area that many people fear. Since you only pretending, as intermediaries to the dealer, it's up to the merchant to take care of the customer service issues.
3rd Perfect test before creating your own product: Oftenwant to affiliate marketing is the best test for you when you create your own product and then sell them to your own customers. By participating in affiliate marketing, you should better understand the market know your prospects and customers better and also know what works and what does not work for the audience.
Thursday, April 29, 2010
Tuesday, April 27, 2010
Dell Online (Case Study)
Background (General facts from Case Study)
Dell Computer Corporation is a recognized fit for the production of computer systems through the parts. In 1983, Michael Dell saw an opportunity in the use of IBM-compatible computers for a new assembly line that local companies can be sold. The idea as stated Michael Dell, in an interview with Joan Magretta [1], is that in the early days of computers "manufacturing, business to be in a position to produce any part of the system. Howthe industry matured, began business to concentrate on single parts and specializes in the creation of elements that are combined with other components, in order to prepare a computer. As a result, it is understood that Dell have a competitive advantage in the market, they had to focus on activities, using the sales drive, instead of capital in the producing elements, the others are creating already produced.
In the 1990s, the computer market around desktops, notebooks and network servers turning. Dellcompete with high-end machines from IBM, HP, Compaq and with a product line that provides the inexpensive systems for consumers and highly reliable network systems for businesses. In the late 90s, around 40% of households owned a PC in the U.S.. On the contrary, from the business side, about 80% of the companies still had old server and desktop machines. management had to approve contracts / orders in only 2.2% of servers' sales resulted in comparison to the total purchases for desktop PCsin 1996.
To get Dell 7800000000 $ from the sale in the late 90s, it was to skip the traditional channels of retail or value-added resellers (VARs) to go directly to the consumer. call the "direct model" or as Michael Dell comments, as his new employee is "the model" is not that all powerful system. It is simply a way for Dell to the standard supply-chain cycle cut and deliver goods directly from the manufacturer to customers. They createdPartnerships with various manufacturers such as Sony, Intel and others to actually deliver the goods at the time of ordering Dell factory, where the meeting took place. Delivery and shipping are outsourced by an attentive service, the insured also provide the monitors from the manufacturer at the same time. Mr. Dell spoke about how suppliers of the fact that Dell more items from the suppliers to hold inventory and not only require faster delivery buy benefitedOrders.
In 1996, Dell capitalizes on the growing number of customers over the Internet and launches its online store at dell.com. The online venture then proved to be the most appropriate distribution channel that the direct model of Dell's supply chain adapted to be implemented.
to compete in the market had its way, Dell, provide additional services such as Dell Plus, that enabled Dell to commercial software packages, the Dell product provided hardware and install software from otherSuppliers and after-sales and on-site support services. These actions, such as Michael Dell, described establishing more partnerships that Mr. Dell describes as a process of trial and error ". The integration with partners has developed the technology continue to change and many sellers, volatile sold, while others remain. Furthermore, in search of an IT company in the online store in a very few players that Dell accept the overhead for the development has made the construction of the portalin-house.
Enterprise Architecture Issues
Supply Chain Management: The acquisition and the number of transactions that began in Dell requires a properly configured and concise business.
In-sourcing: To the demand of the market, some parts of the process requires the services of other companies which may, in partnership with Dell.
Quality Assurance: The computer industry is a very dynamic, high-quality products stand out when they faced with technology-orientedConsumers.
Business Automation: How Dell Advanced in online markets, its sales staff fears of losing their jobs in favor of automated sales.
Dynamic Industry: The industry requires technology tracks consumer trends for a small distance between the point of demand and point of supply to obtain.
Analysis
Supply Chain Management
Supply Chain Management (SCM) aims to improve the integration of all company activities to the relationship at allLevels (internal operations, supplier networks and distribution channel) to maintain the competitive advantages and to meet the customers (Al-Mashari and Zairi, 2000) [2]. In order to build support for effective and comprehensive business, SCM, information between all partners to be shared. The exchange of information over the Internet to reduce the gap in business-to-business (B2B) commerce enables seamless integration with enterprise processes between partner firms (Archer2006) [3].
Dell is developing its internal business processes through the creation of manufacturing cells, that the construction work begins at the point of order. In addition, an internal information to make the details of the products under the production electronically available to all interested parties within the chain. To manage the delivery of computer parts, Dell maintained close relationships with their suppliers and logistics providers to manage their supplier, while the inventory system, Dell focuses on productsAssembly (Kumar and Craig 2007) [4]. In addition, Dell uses Enterprise technology to its database and methods available to understand the vendor, like Dell to make a work. On the consumer side, over the phone or online orders made on dell.com produces a tracking code that consumers can use to check the status of his order at any time to track over the phone or on Dell's website.
In-sourcing
Organizations worldwide benefit from the specialized servicesoffered by various companies. In shipping and transportation arena, companies such as UPS (United Parcel Service) and DHL are a master in their industry. UPS and DHL have established offices and transportation vehicles around the world. They offer business services through in-sourcing, which allows them a part of the internal business processes of enterprises (Marcum, 2007) [5]. To a company like Toshiba, for example, require after-sales service would be the shipping of the damagedComputer and from the consumer side. would say That UPS: "Look, instead of us picking up the machine from your customers and brings them to our hub, then they fly from our hub your repair shop and then they fly back to our hub and then from our hub to your customer's house, let's Cut out all steps in the middle. We, UPS, they are catching up to repair it, and send it right to your customer "(Friedman 2006) [6].
Dell understands that it is not necessary to say when it would get theAdvantage in the market. Michael Dell says that one should evaluate the area of competition and choose the best. In this context, after-sales services have been with companies that specialize in this field and can be contacted directly via the integrated supply system that meet the needs of consumers allocate. In addition, several shippers shipping processed to provide systems for consumers or retailers all over the world. In addition, Dell has saved the overhead costsDisplays Delivery by shippers request from the monitoring of supplier deliver directly to consumers at the same time.
Quality Assurance
In a competitive environment, companies are looking for an advantage by means which are not necessarily based on price. Constraints against outsourcing by excessive decentralization within organizations can have a negative impact on the value creation process. Combing various options to be open and would support diversificationIncrease speed to market and improving the quality of the products (Ernst, 2000) [7].
Dell has a plant in Penang, Malaysia, the Dell sites at a central location close to where most providers actually have their factories. Orders for goods come directly to Penang center by the integrated supplier logistics centers (SLC)-chain [8]. The Penang Center sends e-mails to suppliers requesting the parts that are assembled on the basis of the customer's order. The whole modelwas efficient enough to require no more than 36 hours from ordering to shipping. In terms of the quality of the service, Dell has won numerous awards for the highest quality. Nevertheless, it is the means to find in order to increase the efficiency of its products. Michael Dell suggested that the reduction of human interaction with hard drives during the assembly would reduce their default rate. As a result, the decline in the number of "touches" the failure rate to 20%.
Business Automation
The general attitude of individuals and employees in organizations is difficult for the automation of information systems, internal processes could and in a reduction in the number of employees (earnings Khatibi, V. Thyagarajan and Seetharaman 2003) [9]. There are several changes to mental and behavioral disorders with reluctance that seem to impede the growth of e-commerce association. On the other hand, retailers no longer think that their Web sites are just a supplementaryValue for customers since the ROI (Return on Investment) percentages of online sites have far] but outweighed the bricks and mortar counterparts (Casey 2004) [10 For this reason, the staff in the traditional sales process involved requires training in order to integrate new technologies and learn how they can benefit from it.
Dell online store the response of consumers was huge, but fear the first salesperson that the site would reduce onlinethe number of offers to sell, they closed. To overcome this, Dell led the cost model shows how the online store sales people would be more business while supporting effective results would have a positive ROI on the deal would have cost to produce.
Dynamic industry
Customer Relations Management (CRM) is a very important competence, which was from the amount of the sale transaction actions by the call center was born. The process of understandingCustomers through the first phase of data collection for trend analysis, and finally building a knowledge base that the profitable relationship (Liew 2008), [11] drive. Organizations "is the use of CRM models a try first-hand knowledge, that would improve marketing efficiency, bring more personalization to get and build brands, among other objectives of the nature of the business (Anderson, Jolly and Fairhurst, 2007) [ 12] is based.
Michael Dell's model is not based on complianceInventory, maintain order for Dell, that it focuses on the segmentation of their customers into scalable business that can be analyzed for its level of demand. Sales Manager at Dell using communication skills to gather information from customers who would elicit further support to the demand forecasting initiatives at the company. In addition, Dell sent surveys to the customers to understand more, satisfaction with the service Dell provided and change its range of products and servicesaccordingly. In addition, I discuss how Michael Dell regional meetings in different countries invited to enrich the relationship and potential customers continue to be room for comments and feedback on Dell Services. On top of all that Dell tried to get information to provide for its clients to help them, the right decisions for their IT requirements and gain privileged information about new and future technologies. Dell invests in the development of a web portal in the form of "Premier Pages" forHigh-end customers and other small and medium-sized enterprises in Dellmarketplace.com [13]. Both sides aim to provide information to customers and creating a "Single Point of Access to customer IT service requirements.
Conclusions
Dell is just one success story, it shows you how to market advantage by easy to understand, to win what added value for customers. Nobody thought, even Michael Dell himself, if he starts, that people enjoy customizing their PC ordersand wait patiently as the order makes his way back to their homeland. Some studies talk about how people see the first shipment estimates from Dell challenged whether they were met.
The amount of the expansion effort Dell was placed on the problems as with any growing business to achieve. However, by adapting techniques like in-sourcing partnerships and mutual benefit is its potential employees reduced from 80,000 to only 15,000. Dell was also aware of factors that would hinder their supply chain.For example, they receive a list of several shippers, so as not affected by unexpected delays and organizational issues. They also understand the importance of developing their own business in-house control systems to all variables and maintain their business.
This is one of the best case studies in the IT industry. I think the level of commitment in the Dell model, it was created is inspiring. On the editorial side, I think more about the highlightsinternal infrastructure of the Dell network would an understanding of how the supply chain have helped actually worked. Do they have CRM modules, ERP, SCM, use, or a combination of all? How has Dell's secure information link with its suppliers, they were all mature enough when it came to information systems?
Recommendations
Organizations should concentrate on value adding activities such as creating online portals for their customers.
Companies should conductmore frequent surveys to measure the level of compliance of their performance and work to improve their products.
Organizations should decentralize and thus global expansion through techniques such as out-sourcing and in-sourcing.
Building internal enterprise information system is the most effective method for the information and knowledge exchange.
Establishing multiple contact points with customers, strengthen ties and increase satisfaction.
Meeting global standardsis the only way to get an advantage in the competition arena.
Internal organizational assessment and training is crucial for the high spirit of the staff to maintain and increase their productivity.
Management support and funding is a key element for the success of any information system implementation.
References
Joan Magretta, "The Power of Virtual Integration: An Interview with Michael Dell Dell Computer." Harvard Business Review 76, No. 2 (March / April 1998): 72-84, 13, 2
Majed Al-Mashari and Mohamed Zairi, "Supply Chain Re-Engineering with Enterprise Resource Planning (ERP) systems: analysis of a SAP R / 3 implementation case." International Journal of Physical Distribution & Logistics Management 30, No. 4:03 (2000): 296-313
Norman P. Archer, "Supply Chains and the undertaking" Journal of Enterprise Information 19, No. 3 (2006): 241-245, 242
Sameer Kumar and Sarah Craig, "Dell, Inc. Closed-loop supply chain for computer assembly plants." InformationKnowledge Management Systems 6, no. 3 (2007): 197 to 214.18.
Marcum, Jennifer. "In-source or outsource?" BioProcess International, June 2007
Thomas L. Friedman, The World is Flat (New York: Farrar, Straus and Giroux, 2006), 168
Dieter Ernst, "Inter-organizational knowledge outsourcing: What documentation Small Taiwanese firms to compete in the computer industry?" Asia Pacific Journal of Management (Springer Netherlands) 17, No. 2 (August 2000): 223-255, 248
Friedman, The world is flat,516
Ali Khatibi, V. Thyagarajan and A. Seetharaman, "E-Commerce in Malaysia: Perceived benefits and barriers." Vikalpa: The Magazine for Decision Makers 28, No. 3 (Jul-Sep 2003): 77-82, 6
Bernadette Casey, "Online Monday blacker than in-store Friday." DSN Retailing Today, 13 December 2004: 13 to 13.0.
Chor-Beng Anthony Liew, "Strategic Integration of Knowledge Management and Customer Relationship Management." Journal of Knowledge Management 12, No. 4 (2008): 131-146.
Anderson, Joan L., Laura D. Jolly and Ann E. Fairhurst. "Customer relationship management in retailing: A content analysis of retail trade magazines." Journal of Retailing & Consumer Services 14, No. 6 (November 2007): 394-399, 6
Alorie Gilbert, "Dell's online marketplace, small businesses." Electronic Buyers' News, 2 October 2000: 58, 0
Thursday, April 22, 2010
Monday, April 19, 2010
Saturday, April 17, 2010
Hearing in Case Against Casey Anthony Held
A hearing is scheduled in the case against Casey Anthony on Texas EquuSearch.
http://www.youtube.com/watch?v=O_hvbQ9TU_s&hl=en
http://www.youtube.com/watch?v=O_hvbQ9TU_s&hl=en
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