Personal Business Ideas

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Attracting Affiliates And Helping Them Sell Your Site

April 14th, 2011

If You Build it.. They Will Come?

No doubt about it, how you promote your affiliate program and who you get to sell your site is the key to your program’s success. So who makes a good affiliate marketer? Who do you want selling your website? There is no one better than your own members. Who knows your website better? Who knows the ins and outs and the total benefit of membership? Okay, so your own members are a great place to start but who else? How about?

Business owners with related but not competitive businesses.
Join affiliate marketing or related forums.
Promote your membership and affiliate program through article marketing.
Seek joint venture partners and contact them individually.
Get current affiliates to recruit new ones by offering a two tier affiliate recruitment incentive.

Here’s what to expect from a great affiliate partner:

Affiliate marketing partners use affiliate programs to make additional revenue from their websites, and each site will likely feature a number of affiliate programs. They use the basic tools you provide for them, but may not put a lot of work into promoting your product. Super affiliates build a website around your affiliate program and really promote your product. They use all the marketing material you provide them to pre-sell your membership site to their customers before they follow the link to your site. They may even have a customer list to promote your product to. Using this type of affiliate results in more sales, but may also require paying them a higher commission.

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Posted in Business

Tags: Affiliates Membership Marketing Sites Success

The Forms Of Knowledge Management

April 10th, 2011

Knowledge Management (KM) is about documenting and sharing what is through activities such as:

• Knowledge audits. Determining exactly what intellectual capital exists in the company at a given point in time. Knowledge audits can take the form of informal interviews, such as self-reporting formal paper-based surveys, or through group meetings with management and employees.

• Collaboration. Formal task- or project-oriented groups designed to facilitate information sharing. Formal collaboration normally involves the participation of employees who normally would not work together in the course of their regular work.

• Communities of practice. Employees who share tasks, projects, interests, and goals, normally within a specific work area. For example, the programmers and artists in a multimedia company formed two communities of practice, defined largely by their common work function. Communities of practice are generally self-forming, dynamic entities.

• Knowledge mapping. A process of identifying who knows what, how the information is stored in the organization, where it’s stored, and how the stores of information are interrelated.

• Mentoring. Experts sharing heuristics, values, and techniques with employees new to processes within the company. Mentoring, like the formation of communities of practice, can be fostered by the corporation but not dictated.

• Social network analysis. The process of identifying who interacts with whom and how information is communicated from one individual or group to another.

• Storytelling. Otherwise known as the case-based method of teaching, storytelling is a way of communicating corporate values and other implicit forms of knowledge.

• Training and development. The traditional method of dispersing explicit knowledge. However, in Knowledge Management, training and development normally involves internal experts from different disciplines, as opposed to professional trainers.

It’s important to note that these activities aren’t limited to KM initiatives, and rarely are all techniques used in the same initiative and at the same time.