Affiliate Marketing Success Rate…shocking But True!

For some, the time frame to success is far less with some people getting to the money making stage a lot quicker.

This can be possible with a number of ingredients like the time you are willing to devote to learning and the time you devote to developing your business, also the level of finances that you have available and the affiliate business you opt into.

Before you opt into any affiliate marketing business online you must first understand your chances of success. I could be like the thousands of others online that claim affiliate marketing is easy and anyone can do it! Make money here make money there! Some would have you believe that you can make a virtual ATM online spitting thousands of dollars at your request!

The TRUTH is this is not a complete lie and there is some reality to what they say, but it will take for you to learn a lot of information and be able to link it all together and be competent in all areas of your marketing and most definitely your advertising methods before you could achieve a virtual ATM on request!

Out of everyone doing affiliate marketing online right now the success rate is appalling! Only four percent and maybe slightly higher are actually successful the other 94% to 96% are struggling or even worse making nothing at all.

Now that might sound dreadful huh! That’s only 4% to 6% that are actually doing well, but there is some light to the end of that tunnel! Every one of those people that are in the successful percentage, they made it right! Which means it’s possible and very achievable the only hard part is learning how they did it and applied it!

One thing is for sure for the leaders in the affiliate marketing scene they all understand the following:

#1.When the going gets tough the tough gets going!

#2.They all understood if someone else can do it then so could they.

#3.They structured there day and time in a manner that progress was inevitable.
#4.They didn’t stop pushing forward and striving to advance there skills.

#5.They looked for ways and means to level or advance on there competition!

#6.They understood the importance of study and learning.

Truth is you can never stop learning! And the reality is the internet is constantly evolving, which means your online efforts and strategies should be evolving with it! If not you will be left behind, there is only one way to success! That way is forward.

So if learning, studying or genuine hard work is not your thing then maybe affiliate marketing is not an option!

Customer Intimacy And Empathy Are Keys to Innovation

all, we know that an entrepreneurial strategy has more chance of
success the more it starts with the users – their utilities, their
values, their realities … the test of an innovation is always what it
does for the user…it is by no means hunch or gamble. But it is also
not precisely science. Rather, it is judgment.” – Peter Drucker,
Innovation and Entrepreneurship

Just because a company is
spending money on research (such as markets, customers, or new
technologies) and development doesn’t mean they will get innovation.
Innovation, as with advertising, training, or many other organization
investments, depends on the quality of the investment as much as the
quantity of resources put in it. A high proportion of innovative new
products, services, and companies flop. That’s often because managers
build better mousetraps without first making sure there are any mice out
there. Or that people still want to catch them.

Many innovations
come from a deeper level of customer and market understanding. They go
beyond what current customers say they need. They solve problems that
customers either don’t realize they have or didn’t know could be solved.
These innovations create needs and performance gaps only once customers
start using them and get turned on to the possibilities.

product and service we now take for granted was once silly, interesting,
or just an odd curiosity. What would we have said to a market
researcher asking about a video machine for our TV when there were few
movies to rent? How about CD players when there were no CDs to buy? What
about a bankcard to withdraw cash from an ATM? How about a personal
computer? In the fifties, how highly would we have rated the need for
jet planes when our business was conducted within a few hundred-mile
radius of our office?

These are a few examples of the thousands of
innovations that customer or market research and competitive
benchmarking would never have identified a need for. The companies who
pioneered these sorts of innovative breakthroughs had years of
spectacular revenue growth and market leadership.

Walking in Our Customer’s Shoes

need for innovation on an unprecedented scale is a given. The question
is how. It seems that giving the market free rein, inside and outside
the firm, is the best – perhaps the only – satisfactory answer.” – Tom
Peters, Liberation Management: Necessary Disorganization for the
Nanosecond Nineties

Innovation is a hands-on issue. It calls
for an intimate understanding of our current customers and markets,
potential new customers or markets, team and organization competencies
and improvement opportunities, vision, values, and mission. We can’t
develop that intimacy from a distance. Studies, reports, surveys,
graphs, and measurements wouldn’t do it.

Effective innovation
depends on disciplined management systems and processes. But it starts
with people. People searching for creative ways to do things better,
different, or more effectively. People trying to understand how other
people use, or could use, the products or services their organization
could produce. That makes innovation a leadership issue.

the management tools of surveys, focus groups, and the like, innovation
leaders find a multitude of ways to live in their customers’ world.
They’re learning how to learn from the market, not just market research.
Innovation leaders look for ways to align the organization’s product
and service development competencies with latent or unexpressed market
and customer needs. Since customers don’t know what’s possible, they
often can’t identify innovations that break with familiar patterns.

the other extreme, leaders recognize that their organizations are
constantly in danger of developing products and services with little or
no market appeal. So many new (or extended) products and services come
from empathic innovation. These are innovations that flow from a deep
empathy and understanding of the intended customers’ problems and

Through living in and empathizing with their
customers’ world, innovation leaders focus their organization’s
development capabilities on solving problems or meeting needs that
customers may not realize could be done.

As my first consulting
company, The Achieve Group, was working with current and prospective
Clients to move beyond the training field to organization improvement,
we stumbled across the need for senior management education, strategy
formulation, and implementation planning sessions. This came from
working closely with Clients struggling to get people in their
organization trained and using new approaches to customer service,
quality improvement, and teams. It became clear that how the senior
management group pulled everything together and led the effort was the
key stumbling block or stepping stone to the whole effort. After
experiments, pilots, and few failures, Achieve’s highly successful
executive retreat process evolved and developed to meet a need no one
had anticipated.

A Study on Marketing Strategy of Banking Industry in India-Allahabad Bank

The Oldest Joint Stock Bank of the Country, Allahabad Bank was founded in April 24th of the year 1865 at the confluence city of Allahabad by a group of Europeans. At that occasion Organized Industry, Trade and Banking started taking shape in India. Thus, the History of the Bank spread over three Centuries – namely Nineteenth, Twentieth and Twenty-First. As a leading public sector commercial banks in India, Allahabad Bank offering banking products and services to corporate and commercial customers and retail customers. The Bank particularly focuses on the retail banking while serving all sectors of the Indian economy. Bank’s operations for corporate and commercial customers cater to large corporate customers as well as to small and middle market businesses and Government entities. Corporate and commercial products include Term Loans, Bill Discounting, Export Credit and other business credit and financing products. Also the bank offers a wide range of retail products including Home Loans, Personal Loans and Automobile Loans as well as Debit Cards. In addition, specialised products and services to the agricultural sector also one of entity of the bank. All the above products and services of the bank offered through extensive branch network, extension counters, ATMs, phone banking and the Internet. This article will be helpful in writing Project Report on Marketing.In Twentieth Century, The Bank became a part of P & O Banking Corporation’s group with a bid price of Rs.436 per share in 1920. The Head Office of the Bank was shifted to Calcutta on business considerations during the year of 1923. The Bank crossed its century year in 1965. In July 19th of the year 1969, Allahabad Bank was nationalized (with 151Branches – Rs.119 crores of Deposits and Rs.82 crores of Advances) along with 13 other banks. United Industrial Bank Ltd was merged with the bank in October of the year1989. The Bank made a foray into merchant banking activity in 1984 and subsequently instituted AllBank Finance Ltd as a wholly owned subsidiary for Merchant Banking in the year of 1991. The Official Language Implementation Committee of Calcutta awarded the Rajbhasha Shield to the Bank as Second Prize for its best performance for the year 1991. During the year 1995, The Bank had entered into an MOU with the Small Industries Development Bank of India (SIDBI) for financing small-scale industrial units. In 1996, The Bank had set up Information Technology Centre to provide in-depth computer training to Officers at Calcutta and Lucknow. Consequent to the SEBI Rules and Regulation the company surrendered its merchant banking registration in 1998 and got it registered as a Non Banking Financial Company (NBFC) with Reserve Bank of India (RBI). In the same year of 1998, the bank had received permission from the RBI for gold trading. Allahabad Bank has entered into an arrangement, informally though, with IDBI and ICICI in regard to funding of infrastructure projects. During the year 1999, Allahabad Bank has launched two new schemes to increase the pace of credit off take and in the same period TATA Consultancy Services (TCS) has entered into a contract with Bank for implementing the Integrated Standard Banking System (ISBS), a branch mechanisation package at 60 branches. The Bank bagged three major core sector clients, namely the National Thermal Power Corporation (NTPC), Power Grid Corporation and Indian Railway Finance Corporation Ltd (IRFC). This report shows that Allahabad Bank has performed well which is reflected in its Ratio Analysis Reports In Twenty-First Century, Allahabad Bank has launched its new personal loan scheme for pensioners in the year of 2001. As at October of the year 2002, the bank came out with Initial Public Offer (IPO) of 10 crores share of face value Rs.10 each, reducing Government shareholding to 71.16% and in the same year 2002, Allahabad has tied up with National Institute of Banking Management, Crisil and Earnst & Young for development of HRM, risk Management and general business strategy. The Bank has seized the commercial assets of the Guarantors of Ramolene Fabrics (P) Ltd in 2003 at Mumbai and signed a Memorandum of Understanding (MoU) with Corporation Bank for mutual sharing of their ATM Network. The Bank has entered into an MOU in the year of 2004 with the Export Credit Guarantee Corporation of India (ECGC) for distribution of their products to the exporters. UTI Mutual Fund and Allahabad Bank on April 5, 2004 announced a strategic tie-up for distribution of UTI MF schemes. During April of the year 2005, the bank made Follow on Public Offer (FPO) of 10 crores equity shares of face value Rs.10 each with a premium of Rs.72, reducing Government shareholding to 55.23%. The Bank has signed MoU with Mahindra Gujarat Tractor Ltd in the identical year 2005 for financing Hindustan brand tractor under special finance scheme. Allahabad Bank transcended beyond the National Boundary, Allahabad bank had opened a representative office at Shenzen, China in June 2006. In October of the same year 2006, the bank rolled out its first branch under Core Banking Services (CBS). During February of the year 2007, The Bank opened its first overseas branch at Hong Kong. During the calendar year of 2007, 100 more branches opened throughout the country, the total number of branches were stirred from 2042 to 2142 of which rural are 983 (46%), semi-urban 402 (19%), urban 450 (21%) and metropolitan 307 (14%). There is no doubt that reading Banking Industry Reports is essential for knowing the history of a bank. Allahabad Bank has opened its 2154th branch in at Pudukkottai, Tamil Nadu during March of the year 2008. The Bank has 211 ATM’s and Card members can now have access at over 16500 ATM’s all across the country under National Financial Switch. One of the premier nationalised banks of the country, Allahabad Bank has commenced the process of implementing the Agricultural Debt Waiver and Debt Relief Scheme-2008 in June of the year 2008. The Bank has improved its performance and established its visibility and strong presence in the market. The Bank is steadily moving at a faster pace to consolidate its position in the coming days introducing extensive computerization to ensure the state-of-the-art service comfort for its customers. The Bank has already in hand 116 authorizations for opening of new branches. Bank’s plan is to expand in areas where the Bank’s presence is not very much visible now and where business potentiality is good.