AGLOCO: The Internet's First Economic Network
Today’s hottest Internet businesses are all about the power of social networks. Companies like MySpace, Facebook, and YouTube have become worth billions because businesses have realized that these social networks are generating huge advertising and marketing opportunities. As these social networks grow, the economic potential for its owners – and the advertisers who target the site’s users – is remarkable.
At AGLOCO, we asked a simple question: The users created the community, where’s their share of the profit?
It was from this question that AGLOCO set out to create the Internet’s first Economic Network, harnessing the power of Internet-based social networks to directly benefit the Members who help to create the community.
Becoming a member of AGLOCO is as simple as completing a brief sign-up page (name, age, location and email address.). Once you’re a Member, you will be asked to then download the Viewbar™ software. (Note: the Viewbar™ software is currently unavailable, as it is in closed testing. It will be ready for public download in a few weeks, and members will be notified when it is available.)
AGLOCO makes money for its Members in many ways:
Search: Every time you use the Viewbar™ to do an Internet search, AGLOCO earns money from the search engine providers. (For example, Google pays as much as $0.10 on average for each search that is directed to its search engine.)
Advertising: The Viewbar™ itself displays ads that are targeted based upon the websites you’re visiting. When you click on an ad and make a purchase, AGLOCO receives a referral fee, which we pass on to our Members. (Please note: Individual members do not receive any compensation for clicking on ads in the Viewbar™, and the Viewbar™ can detect if someone is clicking ads in a fraudulent manner.)
Transaction commissions: Many major retailers pay commissions when you refer customers who make a purchase. AGLOCO collects that commission and passes it on to our members. (For example, Amazon pays an 8.5% commission to most websites who refer customers, and has cut deals for even larger percentages. The bigger the AGLOCO community, the better commission we can negotiate for our Members.)
Software distribution: Numerous software companies pay websites to encourage the download of new software releases (for example, Adobe’s Flash and Acrobat Reader software), and trial versions of new programs. AGLOCO members not only get access to the latest and coolest software, they get paid for it.
Service distribution: Many online service providers will look to the AGLOCO community as a source of new and active users for their services. (For example, eBay, Skype, and PayPal, among others, all pay fees to people who help them recruit new active users to their services)
Product distribution: When Members agree to use a product, such as cell phones, high-tech gadgets, office supplies, new credit cards or financial services, AGLOCO can collect referral fees. Some companies even offer special rebate and cash-back programs.
AGLOCO Members make money in four ways.
Members earn a monthly share of the AGLOCO revenue based on the use of the AGLOCO Viewbar™ that month.
Members earn part of the company based on the use of the AGLOCO Viewbar™ that month (currently a maximum of five hours are rewarded). Click here for details.
Members who use our referral system to help build the AGLOCO network will earn more. (AGLOCO only has significant value as a large network and people who help build it should be rewarded. – We also feel that the early users who told friends about YouTube or MySpace or even Google probably deserved something too, but no referral system was available to record their work).
Members will also get a share of any commissions AGLOCO gets when a Member purchases a product or service from an AGLOCO Sponsor company.
Why should I join now?
First, it costs nothing to Join and takes less than one minute.
Second, you can help build the AGLOCO community by recruiting new Members TODAY.Right now, inviting your friends to join AGLOCO is as easy and productive as it will ever be – but you need to invite your friends before someone else beats you to them.Remember, the bigger the AGLOCO community, the more attractive AGLOCO is to potential business partners and advertisers.
Recruit your friends and family by contacting them through email. (But remember we have a strict anti-spam policy.)
Use your blog and your existing social networks, such as MySpace and Facebook, to contact your friends and encourage them to join a new community that will actually let them earn money.
Be a part of the Internet’s first Member-Owned Economic Community.
Join AGLOCO - Own the Internet!
http://www.agloco.com
Jion click under link.
วันเสาร์ที่ 10 พฤศจิกายน พ.ศ. 2550
KM and ICT in organisations
KM and ICT in organisations with the ambition of implementing a KM-driven Operational Excellent strategy (Free Article 3).by dr. A.P. de Bree MBA, Go4estrategy Consulting & TheKnowledgeCircle
In many profit and non-profit organsiations, knowledge management projects and strategies are very much ICT-driven. In this short series of free articles we will describe and explain the main focus and objectives of the ICT-function and ICT-competencies in general, needed to support a viable KM-driven Operational Excellent strategy.
1. Knowledge in an Operational Excellence strategy.
Organisations pursuing Operational Excellence are consistent in seeking ways to minimise overhead costs, to eliminate steps in the production process, to reduce transaction costs and to optimise business processes across functional boundaries. The Operationally Excellent company will focus on exploiting data, information and knowledge systems to automate processes and to strip costs out of its operations.
2. The role of ICT in an Operational Excellence focused KM-strategy.
The role of ICT and IT departments and functions, supported by related individual and organisational competencies, is trying to optimise supply chains and process flexibility in order to reduce waste. And to connect as cheaply and easy as possible with customers in order to support cross selling of a limited number of (often) standard products and services. Technology is important in order to be able to see what business processes are running and what their status is. The ICT systems do not only steer the business processes but often also execute them completely. On the Customer Intimacy side, companies focusing on this discipline use ICT to sort sales leads to decide how much effort to devote to chasing them. Traditionally, this was done informally, by individual salespeople. More and more companies are now doing it semi-formally, using computers to apply a collection of ad hoc rules about customer preferences. Operational Excellent companies like American Express are trying to formalise the process yet further by using supercomputers, neural networks and advanced statistical processors to analyse data in great depth. ICT thus supports customer selection, customer identification and configuration management in order to make decisions on the level of customisation and sales co-ordination.
3. Examples of companies and industries.
Companies like Charles Schwab have been able to become market leader by focusing on Operational Excellence in a new way. Schwab has reduced costs substantially by connecting its systems of buying and selling securities directly to the Stock Exchange in the United States and the United Kingdom and it is even organising off-exchange trading. This eliminated non-adding value work and costs by not using paper or faxed input instructions or non-value-added intermediaries. It thus also ‘dematures’ [1] a mature Banking business being securities and payments processing business, for ages the exclusive battleground of the large global competitors like Merrill Lynch, Chase Manhattan and a number of European universal incumbents.
Another example is the system every employee and partner of Federal Express is using to co-ordinate the delivery of packages across the complete chain. In a slightly altered version, Federal Express now offers the same system to its customers on the Internet. This reduces the number of calls for information on the packages and related questions dramatically and in this way optimises the internal value chain substantially. The same applies to the Direct Connect system that can be used by retailers in the United States to access the systems of General Electric Appliances, again optimising the complete chain while reducing costs for everybody [2].
Other opportunities for adding value are for example implementation of workflow engines, the use of standard interoperable packages, introduction of dynamic scheduling and direct customer configuration [3]. And last but not least, all the available integrated information can also be used for management accounting, decision-making and cost and quality measurement systems. Key elements for measuring performance across chains cover not only key information indicators of value creation but also require the analytical and operational functionality in information systems to identify and execute changes in the chain process that increase value produced (in this context costs saved). The knowledge related to these main objectives is thus critical for the success of an Operational Excellence driven KM-strategy. Organisations in Health Services, Ministries and large production plants in for instance the Publishing Industry can benefit from these characteristics.
[1] Sviokla, J. J. (1998), “Is Digital Technology dematuring your Industry?”, Web site Diamond Technology Partners. See also chapter 5 on the underlying measurement tools and the economics of the different value disciplines. “Demature”: when technology enables new competitors to enter, force and facilitate the creation of new products and services and alter distribution. It therefore destabilises current competitive forces within a specific industry.
[2] Treacy, M, Wiersema, F. (1995), “The discipline of Market leaders: Choose your Customers, Narrow Your Focus, Dominate Your Market”, Addison-Wesley Publishing Company, U.K.
[3] CSC (1997), “An IT agenda for value chains should focus beyond process optimisation to process agility”, in: Foundation Report “Chains, Shops and Networks. The role of IS in New Models of value creation”, CSC 1997.
[4] Economically speaking, there is a problem in the virtual world. How it is possible to achieve economies-of-scale when there is no apparent relationship between what is processed and what is produced? No scarce resources are used up by processing virtual transactions. On the contrary, the Law of Increasing Returns shows that by processing more, more intangible assets are created in terms of knowledge and other intangible assets. If on the other hand prices and margins are accordingly going down continuously as has been the case in electronic payments and securities transactions in the wholesale world, than the ‘Law of Tim de Bree” applies: even if you have more and more of something, but customers do not want to pay for it, you still loose money. Digital transactions are commodities and are nothing more than a line on a computer screen.
........................................................................................................................... Dr. Tony de Bree MBA has worked as an interim manager and as a strategic advisor in a number of profit and non-profit organisations. Ranging from HRM-departments, Security Back-Offices of Investment Banks to European projects on mediating and monitoring electronic contracting and e-commerce in general. His presentations, books and articles have been well received during many conferences around the World, crossing boundaries of disciplines like knowledge management, (e)strategy, compliance, auditing, HRM, eLearning, e-business and e-commerce. He is currently part-time interim project manager e-business and e-commerce at ABN AMRO Trust and thus finds himself right in the eye of the legislative hurricanes of the post-11th-of-September off-shore financial services. He is responsible for design and implementation of innovative knowledge-driven solutions including eDMS and organisational change. He is also commercial partner in the network of Go4estrategy Consulting experts. Specialising in de-organising and targeting the bottom line with a positive, competency-based approach.
This is a "Shareware" Article(what's that? read on...)
This article is shareware. Give this article away for free on your site, or include it as part of any paid package as long as the entire article is left intact including this notice. Copyright © 2004 Dr. A.P. de Bree MBA..
993 people have forwarded this free article to their friends.
In many profit and non-profit organsiations, knowledge management projects and strategies are very much ICT-driven. In this short series of free articles we will describe and explain the main focus and objectives of the ICT-function and ICT-competencies in general, needed to support a viable KM-driven Operational Excellent strategy.
1. Knowledge in an Operational Excellence strategy.
Organisations pursuing Operational Excellence are consistent in seeking ways to minimise overhead costs, to eliminate steps in the production process, to reduce transaction costs and to optimise business processes across functional boundaries. The Operationally Excellent company will focus on exploiting data, information and knowledge systems to automate processes and to strip costs out of its operations.
2. The role of ICT in an Operational Excellence focused KM-strategy.
The role of ICT and IT departments and functions, supported by related individual and organisational competencies, is trying to optimise supply chains and process flexibility in order to reduce waste. And to connect as cheaply and easy as possible with customers in order to support cross selling of a limited number of (often) standard products and services. Technology is important in order to be able to see what business processes are running and what their status is. The ICT systems do not only steer the business processes but often also execute them completely. On the Customer Intimacy side, companies focusing on this discipline use ICT to sort sales leads to decide how much effort to devote to chasing them. Traditionally, this was done informally, by individual salespeople. More and more companies are now doing it semi-formally, using computers to apply a collection of ad hoc rules about customer preferences. Operational Excellent companies like American Express are trying to formalise the process yet further by using supercomputers, neural networks and advanced statistical processors to analyse data in great depth. ICT thus supports customer selection, customer identification and configuration management in order to make decisions on the level of customisation and sales co-ordination.
3. Examples of companies and industries.
Companies like Charles Schwab have been able to become market leader by focusing on Operational Excellence in a new way. Schwab has reduced costs substantially by connecting its systems of buying and selling securities directly to the Stock Exchange in the United States and the United Kingdom and it is even organising off-exchange trading. This eliminated non-adding value work and costs by not using paper or faxed input instructions or non-value-added intermediaries. It thus also ‘dematures’ [1] a mature Banking business being securities and payments processing business, for ages the exclusive battleground of the large global competitors like Merrill Lynch, Chase Manhattan and a number of European universal incumbents.
Another example is the system every employee and partner of Federal Express is using to co-ordinate the delivery of packages across the complete chain. In a slightly altered version, Federal Express now offers the same system to its customers on the Internet. This reduces the number of calls for information on the packages and related questions dramatically and in this way optimises the internal value chain substantially. The same applies to the Direct Connect system that can be used by retailers in the United States to access the systems of General Electric Appliances, again optimising the complete chain while reducing costs for everybody [2].
Other opportunities for adding value are for example implementation of workflow engines, the use of standard interoperable packages, introduction of dynamic scheduling and direct customer configuration [3]. And last but not least, all the available integrated information can also be used for management accounting, decision-making and cost and quality measurement systems. Key elements for measuring performance across chains cover not only key information indicators of value creation but also require the analytical and operational functionality in information systems to identify and execute changes in the chain process that increase value produced (in this context costs saved). The knowledge related to these main objectives is thus critical for the success of an Operational Excellence driven KM-strategy. Organisations in Health Services, Ministries and large production plants in for instance the Publishing Industry can benefit from these characteristics.
[1] Sviokla, J. J. (1998), “Is Digital Technology dematuring your Industry?”, Web site Diamond Technology Partners. See also chapter 5 on the underlying measurement tools and the economics of the different value disciplines. “Demature”: when technology enables new competitors to enter, force and facilitate the creation of new products and services and alter distribution. It therefore destabilises current competitive forces within a specific industry.
[2] Treacy, M, Wiersema, F. (1995), “The discipline of Market leaders: Choose your Customers, Narrow Your Focus, Dominate Your Market”, Addison-Wesley Publishing Company, U.K.
[3] CSC (1997), “An IT agenda for value chains should focus beyond process optimisation to process agility”, in: Foundation Report “Chains, Shops and Networks. The role of IS in New Models of value creation”, CSC 1997.
[4] Economically speaking, there is a problem in the virtual world. How it is possible to achieve economies-of-scale when there is no apparent relationship between what is processed and what is produced? No scarce resources are used up by processing virtual transactions. On the contrary, the Law of Increasing Returns shows that by processing more, more intangible assets are created in terms of knowledge and other intangible assets. If on the other hand prices and margins are accordingly going down continuously as has been the case in electronic payments and securities transactions in the wholesale world, than the ‘Law of Tim de Bree” applies: even if you have more and more of something, but customers do not want to pay for it, you still loose money. Digital transactions are commodities and are nothing more than a line on a computer screen.
........................................................................................................................... Dr. Tony de Bree MBA has worked as an interim manager and as a strategic advisor in a number of profit and non-profit organisations. Ranging from HRM-departments, Security Back-Offices of Investment Banks to European projects on mediating and monitoring electronic contracting and e-commerce in general. His presentations, books and articles have been well received during many conferences around the World, crossing boundaries of disciplines like knowledge management, (e)strategy, compliance, auditing, HRM, eLearning, e-business and e-commerce. He is currently part-time interim project manager e-business and e-commerce at ABN AMRO Trust and thus finds himself right in the eye of the legislative hurricanes of the post-11th-of-September off-shore financial services. He is responsible for design and implementation of innovative knowledge-driven solutions including eDMS and organisational change. He is also commercial partner in the network of Go4estrategy Consulting experts. Specialising in de-organising and targeting the bottom line with a positive, competency-based approach.
This is a "Shareware" Article(what's that? read on...)
This article is shareware. Give this article away for free on your site, or include it as part of any paid package as long as the entire article is left intact including this notice. Copyright © 2004 Dr. A.P. de Bree MBA..
993 people have forwarded this free article to their friends.
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