Affiliate Marketing in 2 minutes - affiliate tutorial

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Super short overview of what affiliate marketing is about - for online business people, entrepreneurs, online businesses, shoppers. Affiliate software and affiliate strategy, merchants, affiliates, and customers are the foundation for affiliate marketing. This tutorial gives a short overview of what affiliate marketing is - for beginners - and gives an easy to understand example.
Author: petefrombc
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Tags: affiliate marketing referral commission sales ecommerce e-commerce tutorial explanation introduction internet
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Matt Cohen figured that the millions of people who love T-shirts might love them even more if they sported personalized designs. His company, Pennsauken (N.J.)-based ChoiceShirts, makes custom shirts using a fully automated process that keeps costs low and volume high.

Cohen was no stranger to the T-shirt business when he started his company with about $500,000 in personal savings in 2001. His family had been in the business for about 30 years, selling everything from T-shirt designs to heat presses. Cohen had learned about selling online during a previous job at an e-commerce company. He sold stock designs at first, but quickly realized that offering custom designs could set him apart.

Cohen upgraded the software on his Web site, working closely with an online development company in which he has an ownership stake. The process took about four months and cost several hundred thousand dollars, most of which went to developing interfaces that connect to back-end administrative and production systems. In 2002, he launched Mother's and Father's Day shirts that customers could personalize with their own or their parents' names.

Today, customers can download any photo and place it in one of 600 templates. About 65% of ChoiceShirts' $3 million in revenues in 2005 came from the custom shirts. More recently, he has launched a system to allow customers to create designs from scratch. He says an added benefit is that offering personalized products breeds loyal customers. "There's a greater impact on the customers, and they are more likely to come back again," he says. About 20% to 30% of ChoiceShirts' business comes from repeat customers.

[Via - BusinessWeek]

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Matt Cohen figured that the millions of people who love T-shirts might love them even more if they sported personalized designs. His company, Pennsauken (N.J.)-based ChoiceShirts, makes custom shirts using a fully automated process that keeps costs low and volume high.

Cohen was no stranger to the T-shirt business when he started his company with about $500,000 in personal savings in 2001. His family had been in the business for about 30 years, selling everything from T-shirt designs to heat presses. Cohen had learned about selling online during a previous job at an e-commerce company. He sold stock designs at first, but quickly realized that offering custom designs could set him apart.

Cohen upgraded the software on his Web site, working closely with an online development company in which he has an ownership stake. The process took about four months and cost several hundred thousand dollars, most of which went to developing interfaces that connect to back-end administrative and production systems. In 2002, he launched Mother's and Father's Day shirts that customers could personalize with their own or their parents' names.

Today, customers can download any photo and place it in one of 600 templates. About 65% of ChoiceShirts' $3 million in revenues in 2005 came from the custom shirts. More recently, he has launched a system to allow customers to create designs from scratch. He says an added benefit is that offering personalized products breeds loyal customers. "There's a greater impact on the customers, and they are more likely to come back again," he says. About 20% to 30% of ChoiceShirts' business comes from repeat customers.

[Via - BusinessWeek]

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Matt Cohen figured that the millions of people who love T-shirts might love them even more if they sported personalized designs. His company, Pennsauken (N.J.)-based ChoiceShirts, makes custom shirts using a fully automated process that keeps costs low and volume high.

Cohen was no stranger to the T-shirt business when he started his company with about $500,000 in personal savings in 2001. His family had been in the business for about 30 years, selling everything from T-shirt designs to heat presses. Cohen had learned about selling online during a previous job at an e-commerce company. He sold stock designs at first, but quickly realized that offering custom designs could set him apart.

Cohen upgraded the software on his Web site, working closely with an online development company in which he has an ownership stake. The process took about four months and cost several hundred thousand dollars, most of which went to developing interfaces that connect to back-end administrative and production systems. In 2002, he launched Mother's and Father's Day shirts that customers could personalize with their own or their parents' names.

Today, customers can download any photo and place it in one of 600 templates. About 65% of ChoiceShirts' $3 million in revenues in 2005 came from the custom shirts. More recently, he has launched a system to allow customers to create designs from scratch. He says an added benefit is that offering personalized products breeds loyal customers. "There's a greater impact on the customers, and they are more likely to come back again," he says. About 20% to 30% of ChoiceShirts' business comes from repeat customers.

[Via - BusinessWeek]

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Now, let's turn our attention to a topic that quite possible offend some of you, but without it...the entire world comes to a screeching halt. That topic is of course...SALES!

Sales...when speaking about sales, you must first address sales people and If you employ sales people or will in the future you've got sales management problems. Although I can't even begin to provide a full analysis of the solutions to sales management problems in a single email there are several fundamental and important things we can discuss that will help you have more productive relationships with your sales people, your distributors, or your franchisees.

First, you should remember that sales people are people. There are any number of problems that they can have at various times that will negatively affect their performance and productivity. Fears and insecurities, laziness, depression, personal and family problems, financial problems, health problems, automobile problems, all these things become factors affecting your business when you market through sales people.

This is probably one of the reasons for the volatility of the 80/20 principle in sales organizations. This principle In managing says that 80% of the sales come from 20% of the reps and 80% of the problems come from 20% of the reps. As long as it's not the same 20% you're in good shape and it rarely is.

In managing sales people you'll actually be dealing with three distinctly different situations. One - coaching the willing sales person to peak performance. Two - trying to motivate the mediocre performer and three - frequently cutting out and replacing the poor performers.

Let's take the poor performer first. Most managers spend way too much time on the poor performer and too little time with their high performers. And most managers postpone cutting the inadequate performer much longer than they should.

Once an individual has demonstrated his unwillingness or inability to perform effectively in your business you do no one any favors by letting him hang on. In fact, firing this person is the best thing you can do for him. He'll probably be more relieved than anything else and will now be free to find an employment situation that is some how better matched to his personality. It's also the best thing you can do for your own sanity as well as for the organization.

A firing now and then in an organization is a vivid reminder that unsatisfactory performance will not be tolerated. I have a poster hidden in one of my offices that says, "You should never try to teach a pig to sing. It only annoys the pig and you get covered with mud in the attempt." The point is that there are some people burdened with such a combination of negative attitudes and experiences that turning them into winners is much more trouble than it's worth. A lot of the manager's time is consumed by the mediocre performers. Those doing just enough to give you hope but not enough to warrant celebration.

Then there are the high performers, producing about 80% of the positive results who are mostly ignored by management.

[Via Dan Kennedy]

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When managing sales people you'll actually be dealing with three distinctly different situations.

The first was the poor performers and all the problems that they bring to an organization. But now I would like to shift our attention to the group that is mostly ignored my management which are the high performers.

If you're looking for a prompt increase in sales a good way to get it is to divert some attention from the mediocre group to the high performance group. It's much easier to coach a successful person to even better performance than to get a mediocre performer to begin succeeding.

The bottom line though is that the only real motivation is self-motivation. You cannot take control of someone else's thinking. Motivate them and keep them motivated purely through your external influence. The motivation that helps the sales professional achieve peak performance comes mostly from within.

As a manager or a business owner you should concentrate on providing an environment and an opportunity where a person can develop that self-motivation and a set of good business tools for the motivated performers use.

Accountability is also important. You need to obtain detailed, frequent reporting from your sales people that you can analyze to identify strengths and weaknesses in their performance, prospects or types of prospects being neglected, customer service problems and other situations that you can take action to prevent or correct.

Management's toughest and most important job is the collection of accurate information about what's actually going on out there on the sales battlefield. Some sales managers like to use special contests and incentive programs to motivate and reward their sales people.

I think the overall results of such programs are disappointing management more often than not and I believe I've identified one common error in structuring these programs. Many contests and incentives base the winning on end results, sales volume, number of accounts, etc. However, for a contest to serve multiple purposes, to motivate, to teach, to affect behavioral changes in the sales people it should focus more on the activities that produce desirable results than on the results themselves.

For example, contest points might better be based on the number of complete presentations made to qualified prospects than on the number of new accounts put on the books.

Dan Kennedy, http://www.dankennedy.com/

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