So You Want To Start A Home-Based Business

Written by Paul Jesse


Copyright 2005 Paul Jesse

Are you interested in starting a home-based business? You may want to work from home for several reasons, including dissatisfaction with your current job, because you have small children or elderly parents that require you to be at home, or you may just needrepparttar income a home-based business opportunity can provide. Since you have come this far, you are already an Internet entrepreneur ready to takerepparttar 108581 first step in creating a steady income and implementing your home-based business ideas. You can be your own boss and generate steady income with your own home-based Internet endeavors.

The first step in starting a home-based business is to develop a business plan. Researching your options thoroughly and making wise decisions can make your home-based business very successful and give you a steady stream of income, all fromrepparttar 108582 comfort of your home. There are numerous business opportunities geared towards those who want to work from home. Some promise instant wealth and long lasting success for simply signing up. The truth is that any home business will require effort, marketing, and a network of contacts. The amount of work you are willing to put into your home-based Internet business is directly related torepparttar 108583 amount of income you may earn.

Plan each step of starting your business carefully. Examine your short and long-term goals and plan how you are going to achieve them. Some home business opportunities are free while others require an investment. Check into free affiliate programs, free home-based businesses, and take a look at those which will need an upfront financial commitment from you. It is possible to earn serious cash from home, but you will have to commit to your business plan and follow it closely. A home-based business must follow certain guidelines. The difference is thatrepparttar 108584 business is located in your home.

From Birth to Death

Written by Dave Collins


Copyright 2005 SharewarePromotions Ltd

Your product is dying. Withrepparttar same inevitability that we humans move ever closer to death, so does every software application move towards its eventual demise.

The difference is that we have become increasingly competent at caring for ourselves and each other withrepparttar 108580 result that our chances of a longer and fuller life continue to increase with time. We have learned to recognise our own and each other's positions inrepparttar 108581 life cycle, and become aware that we haverepparttar 108582 means and ability to providerepparttar 108583 care and environment necessary for our continued survival and prosperity. We nurture and care for our small children, and accept and encourage their ability to stand on their own two feet as part of their journey towardsrepparttar 108584 day they will become are fully self-supporting. In due course, they will care for us when we become old, and in turn will one day be supported by their own children.

And so to software. A product's life cycle is not much different from our own, yet despite our ability to cater for our own changing needs, many of us are quite oblivious torepparttar 108585 needs of our products and software as time goes on. The concept ofrepparttar 108586 Product Life Cycle is a simple one, and allows you to see where your product stands at any one time, and to assess what circumstances lie ahead, by providingrepparttar 108587 information that you need in order to react accordingly. In muchrepparttar 108588 same way that we do not wait for a child`s teenage years before starting their education, or for an older person to become so frail that they are unable to care for themselves, we should not wait forrepparttar 108589 negative points in a product's life cycle to be so obvious that it is too late to respond effectively.

There are four stages inrepparttar 108590 Product Life Cycle each with their own recognisable symptoms, threats and opportunities, all of which should be addressed individually.

The Early Days

Firstly,repparttar 108591 Introduction stage. When a new product is introduced torepparttar 108592 market,repparttar 108593 initial impact is usually very slight, and spotting any emerging patterns is often close to impossible. You're likely to enterrepparttar 108594 market with onlyrepparttar 108595 barest of ripples, let alone a splash. There are exceptions to this. Large advertising budgets, hype, pre-launch public interest and new technologies may all increaserepparttar 108596 initial visibility of a product's launch. Yet even a high-visibility campaign will take time for customers to learn that a product is available, and time for a significant demand to build up and become apparent. For most of us, even withrepparttar 108597 most stringent of marketing budgets, viable profits at this stage are unlikely, andrepparttar 108598 possibility of actual short-term loss a very real one.

So how long should this stage last? The answer is almost impossible to estimate with any degree of accuracy, as there are so many variables involved. So much depends onrepparttar 108599 market demand forrepparttar 108600 software,repparttar 108601 marketing budget, visibility and so on.The basic strategy at this stage is simply to getrepparttar 108602 product "out there", and draw as much attention to it as is possible.

Growing Up

Next inrepparttar 108603 product's life cycle isrepparttar 108604 Growth stage. If all goes according to plan, this stage should be easy to recognise both in terms of sales and profits. Butrepparttar 108605 risk is that many companies will simply sit back and enjoyrepparttar 108606 ride andrepparttar 108607 success. Absolutely not! The growth cycle isrepparttar 108608 time to aggressively seek-out new opportunities, and to gain as much ofrepparttar 108609 market share as possible. Some fairly clear patterns should start to emerge quite quickly at this stage, and it is usually obvious what is working and what is wasting your time. Look for three factors. The “successful” factors need to be looked at, studied and improved. If a magazine editor gives you a glowing write-up, capitalise on this by actively seek-out more magazines, more editors and more glowing write-ups!

The "intermediate" factors are a little less obvious. Results in this category tend to be steady and uninspiring, but can show potential for improvement – only if you spot them. If for example you're getting a significant amount of traffic from one or two ofrepparttar 108610 search engines, then people must be actively seeking what you sell. So get on more ofrepparttar 108611 search-engines, and spend some time on improving your position.

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