Everyone have different hobby story and their ambition in life.

Life is simple. Success or failure. If you serius become success in your life and about monetize your website.

Let’s join us as forum community. All menarik forumer is here. They will guide you to success forever.

You can give us your problem and let’s one of our forumer reply to your post. That will answer you as they can.

If you didn’t know about how to use forum we can teach you how to take advantage in forum discussion.

DO not waste your time go to: http://techadgets.com/forum/

How to save money in marketing?

Modern improve our life to better and much more rest than working.

This concept make modern is define like have internet access to every single house. Internet can save a lot of money in marketing because no need paper print, petrol to drive your car to buy something. If everyone want to buy one product they just order online. This is only give internet bandwith not traffic jam in roads.

Marketing is improve and little money to invest and bigger return potential.

Now website marketing is important than any other media. Because website is same as radio, tv, news paper and more. Website will give cheaper price to any product promotion.

Company can reach bigger prospect in online than classical method. But the question is do you know how to sell online? Never mind you don’t have to become expert or specialist in marketing online. Because we invest in our time to produce great product in marketing and services.

Simple doesn’t mean easy.

The best athletes, writers, programmers, and managers tend to be the ones who always see what they do as simple in nature but simultaneously difficult. Remember that simple is not the same thing as easy. For example, it’s a simple thing to run a marathon. You start running and don’t stop until you’ve reached 26.2 miles. What could be simpler? The fact that it’s difficult doesn’t negate its simplicity. Leadership and management are also difficult, but their naturegetting things done in a specific way toward a specific goalis simple.

The trick then is to learn as much as possible from other people’s failures. We should use their experiences to leverage against the future. While the superficial details of failure might differ dramatically from project to project, the root causes or team actions that led to them might be entirely transferable (and avoidable). Even on our own projects, we need to avoid the habit of running away and hiding from failures. Instead, we should see them as opportunities to learn something. What factors contributed to it happening? Which ones might be easy to minimize or eliminate? According to Petroski, real knowledge from real failure is the most powerful source of progress we have, provided we have the courage to carefully examine what happened.

Jika anda mengusahakan satu perusahan perniagaan tentu anda akan mengetahui selok belok mengenai perniagaan yang akan anda jalankan.

Saya tertarik benar dengan istilah usahawan dot com. Sebab bunyinya mengingatkan saya kepada para usahawan dot com yang berjaya sehingga hari ini masih ada usahawan dot com yang muncul sebagai billionaire. Maka bukankah suatu pencapaian yang membanggakan.

Ingat tidak anda jika perhatikan sebuah perniagaan yang anda ingin ceburi. Contohnya, multi-level marketing atau direct selling. Sudah tentu anda akan melihat motivasi anda sebagai seorang jutawan setelah penat berusaha sebagai seorang usahawan.

Siapa agaknya yang akan dapat membuktikan bahawa dia sudah berjaya dalam bidang tersebut sudah tentu dapat melihat segalanya rekod yang benar-benar membanggakan.

Sungguh hebat mereka semua…

Dalam pada usahawan tengah sibuk berkenaan yang lain. Saya sedang sibuk memikirkan mengenai usahawan dot com. Sudah tentu anda ingin mengetahui lebih lanjut mengenainya.

Saya katakan pada anda secara peribadi tiada satu perniagaan yang anda boleh jalankan secara lalai jika anda ingin berjaya…

Maka mari kita serius dalam perusahan dot com.

Siap sedia… saya akan membantu anda mengejarnya bersama….

Adakah anda patah semangat? Tidak saya juga tidak akan patah semangat dengan usahawan dot com yang telah lama menjadi igauan masyarakat antarabangsa…

Satu perjuangan yang baru…

http://www.menarik.com/webdev/

Steve Jobs is one of the most successful entrepreneurs of our generation. His success story is legendary.

Put up for adoption at an early age, dropped out of college after 6 months, slept on friends’ floors, returned coke bottles for 5 cent deposits to buy food, then went on to start Apple Computers and Pixar Animation Studios.

On June 12th 2005, Steve Jobs gave the commencement address at Stanford University.

“Sometimes life hits you in the head with a brick. Don’t lose faith. I’m convinced that the only thing that kept me going was that I loved what I did. You’ve got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.”

“When I was 17, I read a quote that went something like: “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “No” for too many days in a row, I know I need to change something.”

“Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything – all external expectations, all pride, all fear of embarrassment or failure – these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.”

“Your time is limited, so don’t waste it living someone else’s life,” says Steve Jobs. “Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.””

This articles dicuss about how to develop and learn your leadership skill because it can be learn and same as your muscle to make it more efficient and strong.

How you think about your skills–as fixed or growing–affects your success, no matter whether it’s in sports or business.

1. Bob Nardelli
He didn’t adapt his GE-bred style for the more laid-back Home Depot and ultimately paid the price.

2. Manny Ramirez
He’s a brilliant hitter, but his cavalier attitude about spring training and practice keep him from being an immortal.

3. Anne Mulcahy
She never intended to be a CEO, but her on-the-job learning helped her turn around Xerox (NYSE:XRX) quickly.

4. Tiger Woods
His obsessive approach to bettering his game makes him without peer on the golf course.

5. David Neeleman
The JetBlue founder is a true learning leader, but he may have cost himself his CEOship when he admitted his mistakes.

In the business world, we’re schizophrenic about leadership. We instinctively prize innate leadership. And although companies are clearly in the leader-creation business, how far does the tolerance for believing that you can grow your skills go?

Bobby Fischer was playing chess at age 6. Mozart wrote his first symphony at 8. Could it be that Jack Welch was firing direct reports at 9?

There’s a long-standing debate about whether leaders are born or made. But let’s not revisit nature versus nurture. Instead, let’s ask a weirder question: Could it be that your point of view on this issue is what actually makes you a better or worse leader? And if so, is nature or nurture the more career-enhancing POV?

This psychological puzzle starts with the research of Stanford’s Carol Dweck. Her latest book, Mind-set: The New Psychology of Success, should be on every business manager’s bookshelf. Dweck has found that individuals succeed or fail based on how they think about intelligence. She says people have one of two mind-sets on the matter.

People with a fixed mind-set believe that intelligence is static. Your behavior provides a sample of your true underlying intelligence, like a taster spoon from a tub of ice cream. And because people will judge your intelligence by the samples you provide, you’ll definitely scoop out an Oreo chunk whenever you have the chance. The consequence: You’ll avoid challenges. (If you fail, others will see that as a taste of your true ability.) You’ll be threatened by negative feedback. (Isn’t your critic just claiming to be smarter than you?) You’ll exert less effort. (Really smart people don’t need to try hard.)

The second group, Dweck says, are those with a growth mind-set. These people believe intelligence can be developed, like muscles. If you’re in this camp, her research shows, you’ll test yourself more, despite the risk. (After all, if you try to bench-press more weight and fail, no one will mock you as a “born weakling.”) You’re more inclined to accept criticism–ultimately, it makes you better. You perceive hard work as the path to mastery, not as a sign of insufficient genius.

Tiger Woods is an athlete with a growth mind-set, someone who obsesses about his game and makes incremental improvements. Manny Ramirez of the Boston Red Sox appears to have a fixed mind-set, relying on his enormous natural gifts to succeed (but not as keen on things like attending spring training). All of us blend the mind-sets in our heads. We might say, “I can’t draw.” But few of us would say, “I was born without the ability to ride a bike.”

Now the puzzle deepens: Dweck has begun to explore whether we can intervene and change people’s mind-sets, and if so, will that make them more successful? Earlier this year, Dweck and two colleagues, Kali Trzesniewsi of Stanford and Lisa S. Blackwell of Columbia, ran an experiment on junior high schoolers. If they trained the students to have a growth mind-set, would the kids’ math grades improve? In less than two hours over eight weeks, they taught the students concepts such as: Your brain is like a muscle that can be developed with exercise; just as a baby gets smarter as it learns, so can you; everything is hard before it gets easy–never give up because you don’t master something immediately.

The results were astonishing. The brain-is-a-muscle students significantly outperformed their peers in math, many showing dramatic turnarounds, such as the student who went from a failing grade to an 84 on her next exam. Dweck’s work shows that a pure idea intervention can have a substantial effect. “The brain is a muscle” is an idea that stuck.

So, is leadership like intelligence? (Please, no oxymoron jokes.) No one has run a comparable study on corporate leaders. But the notion of born leaders still permeates the business world. Marty Linsky, a faculty member at the JFK School of Government at Harvard University, puts it well: “I’ve never met anyone who thinks that leadership is inherited who doesn’t think they have it.” Yet consider the military, another domain where leadership is critical. We might expect West Point to be focused on attracting born leaders. Not so. “The whole point is to develop leaders,” says Colonel Tom Kolditz, head of behavioral sciences and leadership at the school and the author of In Extremis Leadership, a study of leadership in life-and-death situations. What West Point does is create leaders, over the course of a strenuous 47-month curriculum. Kolditz says the cadets are taught, “You weren’t born a leader…. I don’t think that idea is a very American one.”

In the business world, we’re schizophrenic on this issue. We instinctively prize innate leadership. When Home Depot (NYSE:HD) recruits a superstar like Bob Nardelli from GE (NYSE:GE), it creates the same sensation as when the Yankees nabbed Roger Clemens: We’ve landed the natural talent! Conversely, companies are also clearly in the leader-creation business–through rotation programs, training, and executive coaches.

But how far does the tolerance for the growth mind-set go in the business world? Our concept of a leader doesn’t allow for them to say things such as, “I don’t know,” or “Man, did we screw that one up.” (Exhibit A, perhaps: David Neeleman’s quick dethroning as CEO of JetBlue (NASDAQ:JBLU) after such an admission.)

What if the leaders in your company were compelled to receive a few hours’ training like those junior-high students? How would your business be different? You might put more dollars into training and less into selection. You might see more performance reviews that were really about coaching and development rather than sorting and evaluation. You might see leaders willing to take on riskier projects, in the spirit of a heavier bench press.

It would be fascinating to see whether a few hours of training in a powerful idea might move the needle on corporate income statements. If nothing else, it might create leaders with better math scores.

http://www.fastcompany.com/magazine/117/column-made-to-stick.html

1. Write/design every day: Many freelancers are drawn to their particular career because they love it. They love to write, design, draw – whatever it is, they would do it for free.

Once they decide to freelance full time, most work at it every day. They write articles, design sites, doodle illustrations, etc. In other words, they don’t stop working on their craft just because there is no paying client.

Benefit to their career: These professionals always have a body of work to sell, show, update their portfolio with, etc. Beyond that, it keeps their skills fresh and allows them to work that much faster once they are being paid for a project.

As a personal example, when I first started to write articles to promote my business, it would take upwards of two hours to complete one. Now, I can knock one out in 30 minutes if I have to.

Side Note: I have run across more than a few freelancers who don’t exactly love what they do. BUT, because they like the life of freelancing, they discipline themselves to do what it takes, eg, (work at it steadily) to make a living at it.

2. Don’t wait for markets to come to them: Building on this first habit, when you are constantly churning out new material, you don’t have to wait for clients to come to you, you can pitch to them.

If you’ve written a great article on the benefits of yoga, why wait for a national exercise magazine to take months to get back to you. Pitch your local newspaper journalist who covers health. You’ll usually know within a week or two if they can use your story.

Your neighborhood paper can’t use it? Pitch the neighboring county’s newspaper, a popular e-zine dedicated to women’s health, a new health website that needs fresh content, etc.

Successful freelancers are this proactive. When I was recruiting, I was constantly amazed at the type of assignments successful freelancers were able to ferret out for themselves.

When I’d ask, “How did you get that assignment, come up with that idea?”, the comments ranged from, “I couldn’t sleep last night so I start doing some digging online because I just wrote this great article and wanted to get it published,” to “I was just doodling and came upon this great design; I knew it would make a great logo for this niche, so I put it on a t-shirt and pitched a few boutiques in my neighborhood …”

Successful freelancers are not only creative in their work, they’re creative in how they locate markets to sell their work.

3. Have more than one stream of income: By this, I do not mean that they have second jobs. Most successful freelancers do more than one thing.

For example, a writer may design a line of themed t-shirts with their witticisms on them. Illustrators, in addition to creating logos, may sell paintings or drawings. Web designers may also create online games.

I don’t know how many more brain cells creative types use than the rest of the population, but editorial and creative professionals usually dibble and dabble in more than one sector – and quite successfully I might add.

4. Have a niche: While this may seem to contradict the previous habit, it doesn’t. Most successful freelancers do one thing – and do it very well. Eg, they are a medical writer, a direct mail copywriter, a web designer.

This is because successful freelancers usually have a professional background in the discipline in which they freelance. Usually, they have built up a reputation and client list based on their expertise/experience.

Benefit to their career: This works well because once clients are comfortable with you on one level, you can approach them about doing other types of projects. In some cases, they will even approach you.

For example, if you are a web designer, you can approach a client about doing some logo design work. Most web designers are familiar with other tools of the trade like logo design software, that makes it easy for them to offer peripheral services to clients.

In the retail trade, this is known as upselling. BUT, you can only upsell if you have established a level of trust and professionalism in your base (niche) skill.

5. Have a website: Without fail, all successful freelancers have at least a basic website. They realize the need to present a professional image to clients and have invested in an online presence.

Every once in a while, I am still asked by those just starting out if they need a website. Invariably, I ask, “Would you do business without a telephone?” I think websites have progressed to this point.

Benefit to their career: Websites save freelancers time – which is at a premium if you are a successful freelancer. You can direct potential clients there to see samples of your work, get pricing info, your professional credentials, your client list, etc. Many times, this is how clients will find you to begin with.

So, is having a website a must to succeed as a freelancer? In my opinion, absolutely. And, it doesn’t have to be fancy and cost a fortune. Most web surfers are seeking information.

A basic site will serve your purposes just fine. Just make sure it is professional looking, is easy to navigate, is free from grammatical errors and has your contact info on every page (or a “Contact Us” button on every page).

6. Are savvy & consistent marketers: Revisiting habit three, successful freelancers are masters of marketing their services. They have to be.

When you are a freelancer, you have to remain hungry – for the next assignment, the next gig. By being proactive and consistent marketers, successful freelancers don’t wait for one project to be done before looking for the next one.

To this end, these professionals use many marketing tools (free and paid) to get the word out about their business, eg, search engine optimization, article marketing, press releases, e-book giveaways, speaking engagements, seminars, workshops, etc.

In other words, successful freelancers treat their careers like a start-up business – which is what freelancing really is.

7. Put in much more than 40 hours/week: Face it, you may be able to go to the grocery store at 2pm when everyone else is stuck in an office, but you probably didn’t log off until 2am, finishing up a project for a client who needed it at the last minute.

Freelancing is not a static career. Sometimes you will have weeks with nothing to do and then you will get slammed with three or four projects at once. It’s some type of weird Murphy’s law at work.

Projects never come when you want or need them too. They invariable come at the most inopportune time (eg, when your kid is sick, when YOU’RE sick, two days before vacation, on a Friday afternoon and needed by Monday).

So, while you may be able to work in your jammies – you may also not be able to go to the beach, hang out with your friends as much, take the afternoon off. Like anything in life, it’s a trade-off (a worthwhile one in my opinion).

Just know, while your time may be your own, it will be on an unconventional schedule.

http://www.designersmind.com/articles/freelancing-success-tips/

—————–

Johnson and Scholes (Exploring Corporate Strategy) define strategy as follows:

“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations”.

Strategy at Different Levels of a Business

Strategies exist at several levels in any organisation - ranging from the overall business (or group of businesses) through to individuals working in it.

Corporate Strategy - is concerned with the overall purpose and scope of the business to meet stakeholder expectations. This is a crucial level since it is heavily influenced by investors in the business and acts to guide strategic decision-making throughout the business. Corporate strategy is often stated explicitly in a “mission statement”.

Business Unit Strategy - is concerned more with how a business competes successfully in a particular market. It concerns strategic decisions about choice of products, meeting needs of customers, gaining advantage over competitors, exploiting or creating new opportunities etc.

Operational Strategy - is concerned with how each part of the business is organised to deliver the corporate and business-unit level strategic direction. Operational strategy therefore focuses on issues of resources, processes, people etc.

How Strategy is Managed - Strategic Management

In its broadest sense, strategic management is about taking “strategic decisions” - decisions that answer the questions above.

—————-

Strategic management is the process of specifying the organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization’s objectives. It is the highest level of managerial activity, usually formulated by the Board of directors and performed by the organization’s Chief Executive Officer (CEO) and executive team. Strategic management provides overall direction` to the enterprise and is closely related to the field of Organization Studies.

“Strategic management is an ongoing process that assesses the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.” (Lamb, 1984:ix)[1]

Strategic management is a combination of 1) strategy formulation and 2) strategy implementation.

Strategy formulation involves:

* Performing a situation analysis, self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental.
* Concurrent with this assessment, objectives are set. This involves crafting vision statements (long term view of a possible future), mission statements (the role that the organization gives itself in society), overall corporate objectives (both financial and strategic), strategic business unit objectives (both financial and strategic), and tactical objectives.
* These objectives should, in the light of the situation analysis, suggest a strategic plan. The plan provides the details of how to achieve these objectives.

This three-step strategy formulation process is sometimes referred to as determining where you are now, determining where you want to go, and then determining how to get there. These three questions are the essence of strategic planning. SWOT Analysis: I/O Economics for the external factors and RBV for the internal factors.

Strategy implementation involves:

* Allocation of sufficient resources (financial, personnel, time, technology support)
* Establishing a chain of command or some alternative structure (such as cross functional teams)
* Assigning responsibility of specific tasks or processes to specific individuals or groups
* It also involves managing the process. This includes monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments to the process as necessary.
* When implementing specific programs, this involves acquiring the requisite resources, developing the process, training, process testing, documentation, and integration with (and/or conversion from) legacy processes.

—————–

What we can consult our clients in website business and e-commerce?

These all the pre-startup outlines. Please contact us in live help support.

# Choosing a domain name
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# Writing text
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Menarik.com Technology

NEW YORK - American creativity and innovation did not die with the collapse of the Internet bubble or the Nasdaq market. Technology companies with good ideas and good execution of those ideas can still grow at an extraordinary pace. One thing for sure, however, is that such growth won’t be even across all parts of the technology spectrum.

For instance, the computer industry is unlikely to return to its previous levels of growth. “We’ve built the infrastructure, and now it’s more about maintaining and upgrading,” says Mark Herskovitz, senior portfolio manager of the Dreyfus Premier Technology Growth Fund.

What is one of Herskovitz’s biggest holdings? In his top five is UTStarcom (nasdaq: UTSI - news - people ), which provides broadband, wireless, Internet Protocol-based switching and 3G network equipment. Herskovitz notes that this company is successfully selling its gear in China and Japan, as well as Taiwan and Vietnam. UTStarcom is also the world’s second-largest manufacturer of digital subscriber line access multiplexers, or DSLAM, a crucial piece of central office equipment for digital subscriber lines.

UTStarcom has a five-year annualized sales growth of 71%; its 2002 sales increased 57% to $982 million. Revenue is projected to climb 43% for 2003, to $1.4 billion. UTStarcom trades at only 15 times estimated 2003 profits of $1.39 per share.

Table: The 25 Fastest-Growing Technology Companies
The 25 members of our list of the fastest-growing technology companies (see below) are all profitable, with at least $25 million in revenue, a five-year revenue growth rate of at least 30% (annualized), and a sales growth rate of at least 5% in the most recent 12 months.

As part of our selection process, we eliminated firms that were trading near penny-stock range or that have been subjected to a spate of bad news. Revenue for the companies on our list ranges from $29 million (Biolase Technology) to more than $4 billion (L-3 Communications).

EBay’s (nasdaq: EBAY - news - people ) revenue jumped 62% last year, to $1.2 billion, and its earnings rose 165% to 85 cents per share. For 2003, analysts reporting to Thomson Financial First Call expect the company to earn $1.33 per share on sales of $1.9 billion.

Cognizant Technology Solutions (nasdaq: CTSH - news - people ), which provides information technology services, posted a 29% revenue gain last year, to $229 million. The Teaneck, N.J.-based firm keeps its costs under control and its fees competitive by operating software development centers in India and Ireland.

What about medical technology? “We are entering a period of time where many of the smaller biotech companies have been around for ten years, and they are starting to get their products past the goal line,” says Dr. Kris H. Jenner, portfolio manager of the T. Rowe Price Health Sciences Fund.

One of Jenner’s favorites is Cephalon (nasdaq: CEPH - news - people ), which develops drugs to treat neurological problems, sleep disorders, cancer and pain. Cephalon, which has a market capitalization of $2.4 billion, is in the midst of a robust growth cycle. Its 2002 sales of $507 million were nearly double those of the previous year. And in 2002 Cephalon made its first profit of $175 million.

Jenner is also attracted to Idec Pharmaceuticals (nasdaq: IDPH - news - people ), a company that currently gets most of its $404 million per year in revenue from one drug, Rituxan, a treatment for B-cell non-Hodgkin’s lymphoma. He’s excited by the firm’s new second-generation drug to treat this form of lymphoma. The formulation, Zevalin, was approved a year ago by the U.S. Food and Drug Administration.

For 2003, analysts expect Idec’s sales to increase 37% to $554 million and profits to rise 29% to $1.10 per share. Idec sells for 34 times estimated 2003 profits.

Source:
http://www.forbes.com/2003/04/07/cz_vw_0407fasttech.html