| Tianshi Bisnis Masa Depan |
| Ini dia bisnis masa depan kekuatan direct selling, e-commerce dan retail bersatu menjadi kekuatan yang besar, ditambah 6 interaksi jaringan bisnis Tianshi membuat Tianshi semakin besar. |
| Banner Store |
| Pastikan anda bergabung dengan cepat, belanja barang keseharian dapat bonus lagi, akan ada Banner Store di seluruh dunia |
| Join Member |
| Bergabunglah bersama leader kami Sdr. Andry id tiens 79249591 dari Indonesia berlaku untuk Internasional. |
| Weekend Seminar |
| Hadiri Weekend seminar di istora senayan Tahun 2008 ticket Rp.600.000, pastikan anda hadir. |
| Tausiah Upline |
| Ikuti apa kata upline, lakukan duplikasi, multiplikasi dan edifikasi. |
| Iklan |
| Anda mau menabung investasi jangka panjang klik http://myprusyariah.blogspot.com |
|
| Join With Us |
| Friday, January 11, 2008 |
BANNER STORE TIENS Make Your Dream Come True Combine Retail, Network Marketing and e-commerce Quick join with us upline name : Andry , ID Number 79249591 (International ID Tiens from Indonesia)
|
posted by Dhira @ 6:44 PM  |
|
|
|
| Profile Tiens |
| Tuesday, June 26, 2007 |
Founded in 1995 by Mr. Li Jinyuan in Tianjin, China Tiens Group Co., Ltd. ("Tiens Group") entered the international market in 1998, was successfully listed on NASDAQ in September 2003, and formally entered into the AMEX in April 2005. Presently TIENS is a multinational group specializing in retail, tours, finance, international trade and E-business, as well as integrating industry capital, business capital and finance capital. With the business covering over 190 countries and regions, TIENS has subsidiaries or branches in 105 countries and regions, and has established strategic alliances with world-class enterprises from over 20 countries. By developing health food, health care, beauty care and home care products, Tiens Group gives attempt of a high quality lifestyle, health, happiness, beauty and affluence for as many as 12 million consumers worldwide.Contributing to Society through Harvesting as its charitable philosophy, Tiens Group believes in corporate social responsibility, and has donated RMB 1.03 billion to public welfare and social charities by the end of 2006.The successful management of an educated, localized, and institutionalized workforce contributes to a strategic goal of TIENS International. TIENS has an unbeatable international team in research, innovation and etiquette, including over 5,000 executives and more than35% of employees above master degree.Presently TIENS is marching into Global Top 500 with big strides, based on the advanced Six-Network Interaction Theory, New Swap and Alternative Theory and New Supermarket Theory and an outstanding management system.Slogan : Be the vanguard of the global direct selling industry.Mission : Providing the global consumers with the qualified products, opportunities of education and cause, improving their life quality, and building a harmonious international society.Business Philosophy : Contributing to society by restoring health to mankind.Corporate Spirit : Contributing to the motherland by industrialization, and striving for higher goals through harmonious teamwork and genuine dedication.Quality Guideline : Parable to build human health, Milestone to realize technical innovation, Method to make sustained improvements, and Heart to satisfy consumers.Organizational Management Principle : knowledge-guided, management-based, love-centered, people-oriented. sources : http://www.tiens.com/ |
| posted by Dhira @ 11:26 AM |
|
|
|
| A New Model For Getting Rich OnlineInvestors Not Needed, Just a Site With Ads |
| Friday, June 15, 2007 |
A New Model For Getting Rich OnlineInvestors Not Needed, Just a Site With Ads
By Yuki NoguchiWashington Post Staff WriterFriday, July 28, 2006; A01
For hundreds of thousands of people, the dream of making an Internet fortune works like this: Earn pennies at a time in exchange for allowing Google Inc. or Yahoo Inc. to place advertisements on a personal or small-business Web page.
Take Andrew Leyden, former House Commerce Committee counsel and founder of a dot-com venture that failed, who started PodcastDirectory.com, a search engine for podcasts. As the site's popularity rose from a hundred hits a month in 2004 to nearly a million now, Leyden started making the equivalent of an entry-level government worker's salary -- $30,000 to $40,000 a year -- simply because people clicked on ads. That allowed him to work at home in Chesapeake Beach, Md., trying to make more money by attracting still more traffic to his site.
"I went from literally 26 cents a week or something like that to several dollars an hour," he said, by using Google's AdSense software, which solicits bids from marketers who, in turn, pay to run ads on his site. "I get paid while mowing the lawn. I get paid while cleaning the garage. I get paid driving my wife to her office, buying groceries, seeing a movie, playing video games, or just surfing the Internet. That's really the nice thing about AdSense: No matter what I'm doing, people keep clicking and I keep getting paid."
A decade ago, the Internet dream was to score through venture-capital financing and by raising cash in public stock offerings. Now, people with creative ideas can get rich relatively quickly by permitting advertisers to piggyback on any Web site that attracts a lot of viewers. Technology can direct ads to more and more specific audiences, rewarding entrepreneurship on the smallest scale -- even Web pages filled with obscure and homemade content.
"We have a segment of customers called hopeful hobbyists" who have Web sites devoted to anything they might care about, from crochet to sailing, and who hope to eventually make enough money to quit their day jobs, said Willan Johnson, vice president of Yahoo Publisher Network, which launched a test version of its software last year.
David Miles Jr. and Kato Leonard, two 20-year-olds in Louisville, say they collect $100,000 a month from their year-old site, Freeweblayouts.net, which gives away designs that people can use on MySpace social-networking pages. One couple blogged about their home reconstruction and made money to help pay the mortgage on their new house. Jock Friedly's business, Storming Media LLC, allows users to download public documents; he used the money his Web site made on ads for new online ventures.
Companies like Google, in turn, also find profit in such sites. In the second quarter, Google got $997 million, or 41 percent of its revenue, through the network of Web sites that host ads through the AdSense system. Its software, like Yahoo's, prices ads based on popularity. When users click the ads, the software keeps detailed records, including the number of page views and the amount of commission the site's host earns from the ad -- all of which Web site owners can keep track of by logging on to their accounts. Every month, Google pays publishers by check or direct deposit.
Ad publishers must be approved through Google, to ensure that the ads don't subsidize pornography or gambling, or contain material that is racist, violent or related to illegal drugs. Among other things, Google says it watches to make sure people don't inflate their revenues by clicking on their own ads -- a practice known as "click fraud" that has plagued online marketing.
The popularity of making money this way also has led to creation of "made-for-AdSense" Web pages that contain little content and lots of ads, which critics say clutter the Internet and divert online searches.
The system depends on the cooperation of advertisers, who have to see that their money is well spent, said Jennifer Slegg, an online publisher who is a consultant on AdSense and Yahoo Publisher Network, and who makes roughly half her income from AdSense ads.
"I hear tons of stories about people who were facing bankruptcy but now are able to pay off their houses in full," she said.
The biggest moneymakers tend to be people who started sites to document their passions. Matther Daimler, 28, developed an obsession with finding the most comfortable seats on the long airline flights he took for business. He would look at a better-situated traveler and think: "He has more legroom. I want that seat next time."
In 2001, he took to cataloguing on his SeatGuru site all the seats on his usual United Airlines flight, rating them for best legroom, the most recline, access to video and audio entertainment, and proximity to different types of laptop power sources. Soon, at the request of people who read his site, he started taking information on other flights. He now keeps track of seats on 34 airlines.
Daimler and his wife now work full time on SeatGuru, which gets 700,000 visitors a month. About half of the site's revenue comes through AdSense -- $10,000 to $20,000 a month -- and the rest comes from ad deals that Daimler makes with companies directly.
Tracking clicks and the money they earn itself has become a passion for Leyden. "In the middle of the night I'll wonder how much I made," he said, so he'll check his page's status every 15 minutes.
The money that comes in acts like microfinancing for many sites, said Kim Malone, director of AdSense. "We're enabling creativity, 5 cents at a time."
Friedly, for example, started his company in Washington in 2001 to make it easier for contractors, scientists and researchers to find, download and purchase public documents. He reluctantly signed up to put ads on the site. "I was skeptical because when you sell something, you want to focus on the product, not refer people to other Web sites," he said.
But with more than 10,000 hits a day, the income started adding up. "I was surprised by how much we made. It was an excellent supplement to the business, because we didn't have to do a lot."
Friedly has since started PatentStorm LLC, a site where businesses can search patent records, without outside investment. "In essence, Google has turned into a venture capital or an angel investor in my business."
But if Google giveth, it also taketh away, Friedly said. As people put up more sites that compete with his for traffic, the number of hits on his main site has declined. |
| posted by Dhira @ 4:51 AM |
|
|
|
| How to Become As Rich As Bill Gates |
| Saturday, April 28, 2007 |
How to Become As Rich As Bill Gates
\a strange offshoot of the Bill Gates Personal Wealth Clock by Philip Greenspun
As a graduate student in computer science at MIT earning a $1600/month research stipend, I feel amply qualified to instruct the entire Internet on the art of becoming as rich as Bill Gates (check the Wealth Clock to see how much he has right now). I get my confidence from Dr. Leo Buscaglia, author of Love, Born for Love : Reflections on Loving, Living, Loving and Learning, and Bus 9 to Paradise. Dr. Buscaglia, our nation's most prominent lecturer on the subject of love, turns out to be divorced ("it was a very loving divorce").
Lesson 1: Choose Your Grandparents Carefully
"There are three ways to make money. You can inherit it. You can marry it. You can steal it."-- conventional wisdom in Italy William Henry Gates III made his best decision on October 28, 1955, the night he was born. He chose J.W. Maxwell as his great-grandfather. Maxwell founded Seattle's National City Bank in 1906. His son, James Willard Maxwell was also a banker and established a million-dollar trust fund for William (Bill) Henry Gates III.
In some of the later lessons, you will be encouraged to take entrepreneurial risks. You may find it comforting to remember that at any time you can fall back on a trust fund worth many millions of 1998 dollars.
Lesson 2: Choose Your Parents Carefully
"A young man asked an old rich man how he made his money. The old guy fingered his worsted wool vest and said, "Well, son, it was 1932. The depth of the Great Depression. I was down to my last nickel. I invested that nickel in an apple. I spent the entire day polishing the apple and, at the end of the day, I sold the apple for ten cents. The next morning, I invested those ten cents in two apples. I spent the entire day polishing them and sold them at 5 pm for 20 cents. I continued this system for a month, by the end of which I'd accumulated a fortune of $1.37. Then my wife's father died and left us two million dollars." William Henry Gates, Jr. and Mary Maxwell were among Seattle's social and financial elite. Bill Gates, Jr. was a prominent corporate lawyer while Mary Maxwell was a board member of First Interstate Bank and Pacific Northwest Bell. She was also on the national board of United Way, along with John Opel, the chief executive officer of IBM who approved the inclusion of MS/DOS with the original IBM PC.
Remind your parents not to send you to public school. Bill Gates went to Lakeside, Seattle's most exclusive prep school where tuition in 1967 was $5,000 (Harvard tuition that year was $1760). Typical classmates included the McCaw brothers, who sold the cellular phone licenses they obtained from the U.S. Government to AT&T for $11.5 billion in 1994. When the kids there wanted to use a computer, they got their moms to hold a rummage sale and raise $3,000 to buy time on a DEC PDP-10, the same machine used by computer science researchers at Stanford and MIT.
Note: Recall that in the 1980s we venerated Donald Trump and studied his "art of the deal". If Donald Trump had taken the millions he inherited from his father and put it all into mutual funds, you'd never have had to suffer through one of his books. But he'd be just about as rich today.
Lesson 3: Acquire Research Results by Hiring and Buying Conventional (loser) economic wisdom holds that monopolies should spend heavily on research because they are in a position to capture the fruits of the research. But if you want to become as rich as Bill Gates, you have to remember that it is cheaper to wait for a small company to come up with something good and then buy them. In the old days, antitrust laws kept monopolies from buying potential competitors. But not anymore. When Microsoft products were threatened by network computers and Web-based applications, they simply bought WebTV and Hotmail.
Another good strategy is to hire the right people. Some of the guys who wrote Microsoft Windows had previous worked on window systems at Xerox PARC. So Xerox paid for the research; Microsoft paid only for development.
In the long run a tech company without research probably can't sustain its market leadership. So you'll eventually need to build something like research.microsoft.com (check out netscan.research.microsoft.com to see some interesting online community research).
Lesson 4: Let Other People Do the Programming If you're a great engineer, it can be frustrating to rely on other people to translate your ideas into reality. However, keep in mind that the entire Indian subcontinent is learning Java. And that if Microsoft, Oracle, SAP, and Sun products simply worked and worked simply, half of the world's current IT workers would be out of a job. You're not going to get rich being "just a coder." Especially working in painful low-level imperative languages such as C or Java. It might be worth writing your own SQL queries and HTML pages since these tend to be compact and easier than precisely specifying the work for another person to do. But basically you need to get good at thinking about whether a piece of software is doing something useful for the adopting organization and end-user. Bill Gates does code reviews, not coding.
[If you aren't sure that you need to be filthy rich and like to do some coding, see this old misguided article for more about what it might mean to be a great software engineer.]
Lesson 5: Train your new CEO If you're an intelligent curious person it can be painful to run a company of more than 50 people. You spend more time than you'd like repeating yourself, sitting in boring meetings, skimming over long legal documents in which you know there are errors but aren't sure how serious, etc. The temptation is to hand over the reins to the first "professional manager" who comes along. And that's what the standard venture capitalist formula dictates. But Bill Gates didn't do that. He hired Steve Ballmer in 1980 and gave him the CEO job 20 years later. Making money in the software products business requires domain expertise and a commitment to solving problems within that domain. Great tech companies are seldom built by non-technical management or professional managers who aren't committed to anything more than their paycheck. Adobe is another good example. The two founders were PhD computer science researchers from Xerox PARC who were passionate about solving problems in the publishing and graphics world. They are still guiding operations at Adobe.
Note that this is a principle that Old Economy companies have long understood. Jack Welch joined GE in 1961 and became CEO 20 years later. Sometimes an Old Economy company may pull in a few outsiders to senior positions but, because they have such stable bureaucracies underneath, they can more easily afford this than startups.
See Charles Ferguson's High Stakes, No Prisoners (1999) for a longer explanation of how hired-gun CEOs manage to kill software products companies.
Lesson 6: Focus on Profit
"At Hewlett-Packard, people, materials, facilities, money, and time are the resources available to us for conducting our business. By applying our skills, we turn these resources into useful products and services. If we do a good job, customers pay us more for our products than the sum of our costs in producing and distributing them. This difference, our profit, represents the value we add to the resources we utilize." -- David Packard in The HP Way Remembering to make a profit was tough in the dotcom 1990s but it turns out that Hewlett and Packard's ideas were right. Most of the management teams at dotcom businesses, by being disorganized, unintelligent, and ignorant, were subtracting value from the resources that they controlled.
How does one make money in the software products business? Simple. The necessary step is to build something that becomes part of information systems that generate value for organizations and end-users. Once you've created value you can extract a portion in lots of ways. You can be closed-source and charge a license fee. You can be open-source and charge for training, service, support, and extensions. But if you aren't getting your software product into important information systems, you don't have a prayer, no matter how slick your marketing materials.
If you're creative and diligent the software products business is extremely lucrative. If you're losing money, ask yourself what you're doing wrong. The answer is probably "plenty".
Lesson 7: Let the Venture Capitalists Schmooze Wall Street ...... but don't let them run your company. A profitable Microsoft Corporation brought in venture capitalists (VCs) at the last minute. They didn't need or spend the money but used the VCs to boost their valuation at the initial public offering, thus getting more money for the shares that they sold. Venture capitalists are dangerous because even the most successful might not know anything about business. Remember that there are tens of thousands of venture capitalists in this world. Assuming that they make random choices of companies in which to invest there will be a Gaussian curve of performance. Some firms will do consistently better than average even if everyone is guessing. Imagine that thousands of monkeys are flipping coins; some of the monkeys will get 10 heads in a row. These are the monkeys that will be celebrated for their insight. These are the monkeys whose track records will lead to uncritical cheerleading by underwriters and public investors. In bull markets such as we had in the 1990s nearly all the monkeys will be fairly consistent winners. But remember your next-door neighbor who made money in the stock market in 1985. He convinced himself that he had special insight and ability when actually he was only holding high-beta stocks in a rising market. So his foray into the commodities futures market wiped him out in the crash of '87.
Bottom line: successful software products companies spend most of their time listening to their customers and users rather than to venture capitalists.
[See "Money, Money, Money (and Investing)" for how the Gaussian curve works for mutual fund managers and also read Princeton Professor Burton Malkiel's A Random Walk Down Wall Street.]
Lesson 8: Self-Esteem is Not Job 1Gentility, politesse, decorum, and high self-esteem are wonderful. You can achieve all of these things within your organization. And then watch it be destroyed by competitors where frank and, if necessary, harsh criticism is encouraged. Technical people, even (and especially) those fresh out of school are always convinced that whatever they've developed, no matter how hare-brained, is perfect. It takes a technical person with good judgement to notice the flaws and it may require repeated and increasingly harsh delivery for the, uh, pinhead to realize his or her mistake.
Example: I once encountered a group of 6 people who called themselves "engineers." To solve what they thought was a new problem, they were going to build their own little database management system with their own query language that was SQL-like without being SQL. I pointed them to some published research by a gang of PhD computer scientists from IBM Almaden, the same lab that developed the RDBMS and SQL to begin with in the 1970s. The research had been done over a five-year period and yet they hadn't become aware of it during several months of planning. I pointed them to the SQL-99 standard wherein this IBM research approach of augmenting a standard RDBMS to solve the problem they were attacking was becoming an ISO standard. They ignored it and spent another few months trying to build their enormously complex architecture. Exasperated, I got a kid fresh out of school to code up some Java stored procedures to run inside Oracle. After a week he had his system working and ready for open-source release, something that the team of 6 "engineers" hadn't been able to accomplish in 6 months of full-time work. Yet they never accepted that they were going about things in the wrong way though eventually they did give up on the project.
An 1994 New Yorker article about Microsoft relates "If he strongly disagrees with what you're saying, [Gates] is in the habit of blurting out, 'That's the stupidest fucking thing I've ever heard!'". Jennifer New, a former Microsoft contractor, writes "Meetings with Bill or one of his top people are often replete with a barrage of expletives and other disdainful comments." (Salon, September 1997) My friends who work or have worked at Microsoft tell similar tales. But how different is this from other elite organizations?
When I arrived at MIT as a first-year graduate student in electrical engineering and computer science, I asked a professor for help with a research problem. He said "The reason that you've having trouble is that you don't know anything and you're not working very hard." A friend of mine was a surgery resident at Johns Hopkins. He complained to one of his teachers that he was having trouble concentrating because he'd been up all night for several nights in a row. The professor replied "Oh... does your pussy hurt?" According to Business Week, Jack Welch "encouraged near-brutal candor in the meetings he held [at GE]".
The bottom line: self-esteem is great but beware of creating a cozy home for unproductive people with bad ideas.
MorePlato addresses some of these issues in the first book of The Republic (available online from www.gutenberg.net). Socrates asserts that people who've inherited fortunes tend to be light with their money but that people who've made their fortunes "have a second love of money as a creation of their own, resembling the affection of authors for their own poems, or of parents for their children, besides that natural love of it for the sake of use and profit which is common to them and all men. And hence they are very bad company, for they can talk about nothing but the praises of wealth."
Socrates asks Cephalus, a wealthy old man, "What do you consider to be the greatest blessing which you have reaped from your wealth?" Cephalus replies that "The great blessing of riches, I do not say to every man, but to a good man, is, that he has had no occasion to deceive or to defraud others, either intentionally or unintentionally."
In the Decameron, Boccaccio writes "If you really want to make the big bucks, what you really need is a monopoly on the desktop operating system. But the Sherman Antitrust Act, 15 U.S.C. § 1 and 2, and Clayton Antitrust Act, 15 U.S.C. § 25, are real bitches."
SourcesGood sources of facts about Bill Gates and Microsoft are the following books:
Hard Drive (James Wallace and Jim Erickson; 1992)
Overdrive (James Wallace; 1992)
Gates : How Microsoft's Mogul Reinvented an Industry-And Made Himself the Richest Man in America (Stephen Manes, Paul Andrews 1994)
How the Web Was Won : How Bill Gates and His Internet Idealists Transformed the Microsoft Empire (Paul Andrews 1999)
High Stakes, No Prisoners (Charles Ferguson 1999) explains how Microsoft crushed Netscape
if you don't feel like reading Project Gutenberg's version on-line, you can pick up a paperback copy of Robin Waterfield's translation of The Republic
SOURCES :
http://philip.greenspun.com/bg/ |
| posted by Dhira @ 6:58 AM |
|
|
|
| Online Business |
|
Thanks , Welcome to Get Passive Income
This blog, give your information about business online, and we hope you will be get finance freedom.
thanks
admin |
| posted by Dhira @ 4:05 AM |
|
|
|
|
|
