How to Earn at Least One Dollar for Every Website Visitor – Internet-Marketing
How to Earn at Least One Dollar for Every Website Visitor
The path toward success in Internet marketing can be a lonely road. It may feel at times like it's you against the world. Sometimes all you need to right the ship is the right knowledge. Let me share a few ideas with you that should help you to maximize your profits online, and to avoid some of the common pitfalls that stop many marketers in their tracks.1. Get others to do the work for you through a viral marketing campaign that generates free visitors to your website. If you are selling a product, and offer an affiliate program for it, this is certainly a form of viral marketing, although not the most potent form.You can also give away a free item, such as an ebook or a piece of software, and give them an incentive to give it away. The ebook can contain affiliate links that people can change to their own. Remember to give them a greater incentive than everyone else; be creative and you may soon find your traffic increasing through the efforts of others.2. Promote products with high conversion rates that offer generous commission. Write honest reviews of products that you would buy, or that you have already purchased. Would you rate the sales page of the product website at least least an 8 or above? How much will it help the people who buy this product? What need will it fill?Another great way to supplement your affiliate income is to sign up for multi-tier affiliate programs and give your sub-affiliates the tools with which to succeed. If you're going to give them a goal, give them some way to reach it, and develop a relationship with them as you both grow more and more profitable.3. Capture e-mail addresses, no matter what. If you're advertising on Google Adwords, take your visitors to a lead capture page where they can sign up for your newsletter or e-mail autoresponder course. Give them a huge incentive, not just an incentive, to subscribe. Give them something to lose, and make it clear what they will gain by signing up.4. Sell your own product. If you want total control over how
much you earn, then the best way to do this is by selling your own product. You can set up a merchant account at PayDotCom, along with a one or two-tier affiliate program.Offer generous commission to your affiliates, and a vast range of sales tools, such as articles and even an autoresponder series that they can load into their autoresponder account. Make it easier for them to succeed, and they will be your loyal affiliates for months, if not years to come.Under-promise and over-deliver on what you say you'll give your potential customer. Give them several unadvertised bonuses a week apart that arrive in their e-mail inbox. In what other ways can you enhance their experience after they buy your product?5. Monetize your customers with back-end sales of your own
product, or by earning commission from high-ticket items. Continue to give your customers plenty of value for the time
they spend at your website or that they spend reading your newsletter.The incorrect way to try to earn back-end sales is to barrage your customers with product sales pitches several times a week. This is a great way to lose subscribers. Give them the kind of experience that you would want to receive, and you will win every time! Follow these five easy steps to profit, and be sure to always have fun!**Attn Ezine editors/Site owners**
Feel free to reprint this article in its entirety in your ezine or on your site so long as you leave all links in place, do not modify the content and include our resource box as listed below.Wanna learn how to generate thousands of highly targeted visitors, absolutely free? => http://www.iwantchoices.com
External vs. Submersible Pumps. Which One Should You Use?-Gardening
External vs. Submersible Pumps. Which One Should You Use?
For many people, it's never been a question of whether to use a
submersible pump vs. an external pump because most people have
smaller ponds and are used to just using a submersible pump.
They're easy to install, and are pretty reliable - so why even
consider an external pump?There are a couple of reasons...But before we go into that, let's briefly talk about the benefits
of submersible pumps first. For obvious reasons, a submersible
pump is named as such because it is designed to be placed in the
pond, and submerged under the water.These are the easiest of all pumps to install, just drop them in
the water and plug them in - and you're ready to do. Of course,
you might have some quick plumbing to do, attaching a hose to the
waterfall or to a submersible filter (another article entirely),
but other than that - that's pretty much all there is to it.Submersible pumps range in size or gallons per hour, from 50 GPH
all the way up to 50,000 gallons per hour, but for most ponds -
pumps anywhere from 350 GPH to 4000 GPH will do just fine...So why might you also consider an external pump instead?Here are a couple reasons. First, external pumps can much more
energy efficient. Now, a typical swimming pool or spa pump won't
usually fall into this category - so be careful not to compare
apples to oranges! Pool pumps can also be huge energy hogs, so
always check the amps to compare different pumps together.
Anything over 10 amps will draw a significant amount of $$ out of
your pocket every month in electrical costs.The external pumps that we are talking about are designed
specifically for ponds and water gardens, and are engineered for
energy efficiency. I'm not sure why those folks in the swimming
pool and spa industry haven't figured out how to this yet, but
I'm sure they'll catch on sooner or later.I'm inclined to think the average pond owner is a bit more
intelligent than the average pool owner. Why else would someone
choose a pool over a pond? Unless of course you have both, but at
any rate - let's just assume that we're talking about external
pond pumps here.For comparison, a typical 4000 GPH (gallons per hour) submersible
pond pump will typically draw anywhere from 10 amps all the way
up to 15 amps, depending on the brand. This can really burn a
hole in your wallet (or pocketbook) on a monthly basis, and in
some parts of the country will run you $50 - $70 in energy costs.In contrast, a comparatively rated external pond pump like the
William Lim Wave I External Pump
(https://www.macarthurwatergardens.com/Pumps/wave_pump_for_ponds.htm)
is rated at 4380 GPH at 3.47 feet of head, and only draws 2.3
amps - that's 3/4 less energy consumption than the submersible
pumps.When you start getting into larger ponds, 1000 gallons up to
20,000 and above - it's usually a good idea to look into these
more energy efficient pumps. For example, the 3/4 HP Dragon pump
(https://www.macarthurwatergardens.com/Pumps/dragon_pumps.html)
will move 7,770 GPH at almost 5 feet of head (and under pressure)
and only burn 6.2 amps.External pumps are almost always better for using with
pressurized external filters as well, as submersible pumps are
not designed to handle all the back pressure. Other benefits of
using an external pump include:-> Easy to clean without getting your hands messy-> Come with a removable leaf trap which clog less often-> Easy to hook up to bottom drains or surface skimmers-> Generally last longer, and easier to repair / replace partsSo that's it, more than enough information for you to make an
educated choice.Just to recap:For smaller ponds, and for simple installation and daily use,
submersible pumps are probably your best option. For larger
ponds, 1000 gallons and above, it may be worth looking into an
external pump for your needs. Although they cost a little more
on the front end, the energy savings alone can often more than
offset this increase in cost during the first year of use alone.**************************************************
Brett Fogle is the owner of MacArthur Water Gardens and several
other pond-related websites including
MacArthurWatergardens.com
and Pond-Filters-Online.com. He
also publishes a free monthly
newsletter called PondStuff! with a reader circulation of over
9,000. To sign up for the free newsletter and receive our FREE
'New Pond Owners Guide' visit MacArthur Water Gardens today!
**************************************************
It?s One Thing for People to Buy Your Product or Service, but It?s Another for Them to Tattoo Your
It?s One Thing for People to Buy Your Product or Service, but It?s Another for Them to Tattoo Your
William Harley and Arthur Davidson, both in their early twenties, built their first motorcycle in 1903. During their first year, the company's entire output was only 1 motorbike; however, by 1910, the company had sold 3,200. Movies such as Easy Rider made Harleys a cultural icon and soon the company attracted people who loved its bad-boy mystique, powerfulness, rumbling voice, distinctive roar, and toughness. It sounded like nothing else on the road, and even Elvis Presley and Steve McQueen longed to ride one.The Harley-Davidson Motor Company has had its ups and downs, and at times, the downs seemed as if they would end in bankruptcy. In the sixties, Honda, Kawasaki, and Yamaha invaded the American market, and when sales at Harley-Davidson dropped drastically due to decreasing quality and increasing competition, the company began to look for buyers and was finally sold. However, the new owners of Harley Davidson knew little about how to restore profitability. The quality became so bad that dealers had to place cardboard under bikes in the showroom to absorb the oil leaking.Daniel Gross, in Forbes Greatest Business Stories of all Times, recounts how in 1981, with the aid of Citibank, a team of former Harley-Davidson executives began negotiations to reacquire the company and rescue it from bankruptcy. Among these executives was William Davidson, the grandson of the founder Arthur Davidson. In a classic leveraged buyout, they pooled $1 million in equity and borrowed $80 million from a consortium of banks lead by Citibank.Harley's rescue team of loyal executives knew that the Japanese motorbike manufacturers were far ahead in regard to quality management, and they made a bold decision to tour a nearby Honda plant. Paradoxically, the Japanese had learned Total Quality Management from the Americans, Edwards Deming and Joseph Juran. The new business concept outlined by these two pioneers was a new management approach that, interestingly enough, had been rejected by American manufacturers. As a result, they offered this approach to Japanese manufactures that were eager to learn and implement it. Therefore, soon after their tour of the Honda plant, the Harley Davidson Motor Company decided to put into practice this originally rejected approach.After implementing just-in-time inventory (JIT) and employee involvement, costs at Harley had dropped significantly; this meant that the company only needed to sell 35,000 bikes instead of 53,000 in order to break even. Their lobbying at Washington also helped, and import tariffs were raised temporarily from 4 to 40 percent on Japanese bikes. This extra breathing space was something that the U.S. motorbike company desperately needed for its recovery.The combination of visiting a Japanese motorbike manufacturing plant and lobbying in Washington for import tariffs was a daring move on behalf of Harley's executives in their attempt to bring back profitability and growth to the company. Another important strategic move was the company's unique marketing and branding campaigns. Studies showed that about 75 % of Harley customers made repeat purchases, and executives quickly recognized a pattern that refocused the company's overall strategy. Simply put, they needed to find a way to appeal to the extraordinary loyalty of customers, which they found in creating a community that valued the experience of riding a Harley more than the product itself.The sponsorship of a "Harley Owners' Group" has been one of the most creative and innovative strategies that has helped create the experience of this product. Without realizing it, Harley executives had pioneered a new paradigm that would be increasingly embraced by other industries in their quest to increase profitability by converting their product into an experience. The company started to organize rallies to strengthen the relationship between its members, dealers, and employees, while also promoting the Harley experience to potential customers. The Harley Owners' Groups became immensely popular; it allowed motorcycle owners to feel as if they belonged to one big family. In 1987, there were 73,000 registered members, and Harley now boasts to have no less than 450,000 members.In 1983, the company launched a marketing campaign called SuperRide, which authorized over 600 dealerships to invite people to test-drive Harleys. Over 40,000 potential new customers accepted the invitation, and from then on, many customers were not just buying a motorcycle when they bought a Harley; instead, they were buying "the Harley Experience."Harley-Davidson offered its customers a free one-year membership to a local riding group, motorcycle publications, private receptions at motorcycle events, insurance, emergency roadside service, rental arrangements on vacation, and a host of other member benefits. Branding the experience, not just the product, has allowed the company to expand how it captures value, including a line of clothing, a parts and accessories business, and Harley-Davidson Visa card.If you were to scan the list of companies that delivered the greatest returns on investment during the 1990s, you would discover Harley-Davidson. Only a few companies have been successful in inventing entirely new business models, or profoundly reinventing existing ones. Harley-Davidson went from supplying motorcycles to antisocial raiders to selling a lifestyle to the aging bad boy wannabes caught in their midlife crises. Traditionally, Harley-Davidson bike owners came from the working and middle classes, but as quality and prices of the bad-boy-bikes rose, and with energetic marketing, the company soon attracted a different class of buyers-currently one third of Harley buyers are professionals or managers, and 60% are college graduates. The new customer segments of Harley are the Rolex Riders or the Rich Urban Bikers. Hell's Angels do not run in the same group anymore. Now there are groups of accountants, lawyers and doctors. Women also account for a significant portion of the new riders, and there are women-only riders clubs spreading all over the globe.The future looks bright for the U.S. motorbike company. According to The Economist, overall U.S. sales increased over 20% in 2000, and more than 650,000 new motorcycles were sold in the U.S. in the same year, up from 539,000 the year before. Bike buyers spent an estimated $5.45 billion on new bikes in 2000.Stay alert and get it early. The new branding paradigm is to sell a lifestyle, a personality and it is also about appealing to emotions of your customers. Increasingly, it will be more and more about creating an experience around the product. Brand managers and executives will need a new set of lenses. The rules have changed as well as the opportunities to maximize profitability and create value in the process. Nonetheless, the majority of companies continue to follow traditional ad campaigns and they seem to ignore the fact that the media has fragmented into hundreds of cable channels, thousands of magazine titles and millions of Internet pages.Consumers are no longer sitting ducks for commercials; they are looking for new experiences. Whether it is the bad-boy-aura of the Harley riding experience, the exquisite coffee experience in Starbucks caf