Apr 30

There are lots of stories on the internet about how people have come from rags to riches through their online businesses, and while the stories are true, it is also said that over 90% of online businesses don’t last. The reasons for these failures are many, but the thing for YOU to think about is not someone else’s failure, but how you can PREVENT failure in your business. You need to have your eyes wide open and investigate as much as you can before you spend your hard-earned cash.

Things to consider:

Your business Plan – How much capital will you, or can you, put in to your online business? You must be prepared to sustain yourself and the business for several months, if necessary.

What hours are you going to put in? It’s true that working a home-based business allows you great freedom of choice in the hours you work, but if you are to succeed, you MUST WORK IT!

How will you advertise? The rule of thumb is that 10% – 20% of your total budget should go on advertising – and in the beginning, you may have to be prepared to spend the greater amount – will it be enough? Will you also use free advertising?

What about administration? To keep both you and your accountant sane you need to keep up with the administration side of your business. It doesn’t have to be anything flash in the beginning, but you do need to keep on top of it.

Time management once you have decided how much time you will put in to your online business, organize it so that you’ve got all the bases covered, INCLUDING time for learning and motivation.

What business? Do your research! – The company – is it a well-known, stable business with an international presence? How long has it been in business?

The market – is there likely to be a very good market for the product the company sells?

Business Model – what is the company offering? – The compensation plan should be something you can get excited about AND it should be workable. Their system should PAY YOU FIRST. They should be offering high profits for you, and this needs to be coupled with low overheads. You are going to spend time and money on your online business, so you need to make the most leverage out of it as possible.

Product – the product should be of excellent quality and a leader in its field. It should be what is commonly known as ‘Top-tier’ meaning that it has a relatively high price tag, so you can get decent profits from every sale. The product should be valuable and therefore in demand.

Systems – how does the company do its business? To leverage your time, systems should be automated as much as possible, so they do 90% or more of the work for you They also need to be comprehensive, that is, there should be systems in place to cover all facets of the business.

Support – are you going to be left to fend for yourself in the web (a little pun!) of online marketing? Are you going to get lost in the totality of the systems? YOU NEED GOOD RESOURCES! – great tutorials to teach you how to use everything; great marketing materials to use; great advice about what to ACTUALLY DO to get started; and someone who will talk to you and advise you, if you need it.

Website – check it out – if it looks cheap and nasty leave it alone. These days people have high expectations and don’t like anything sub- standard. Most companies now offer their marketers a choice of websites, so if you have only seen one, ask about this as there may well be something you would really appreciate.

Well, that’s it for now. I hope I have helped you to get some fresh ideas about what to look for in starting an online business, and the kind you will enjoy working in, and which will give you high leverage in both time and money. Onwards, to a bright and successful future!

Valerie Eldridge
http://www.articlesbase.com/business-articles/thinking-of-going-in-for-an-online-business-706664.html

Apr 30

Affiliate marketing has been one of the most widespread businesses for earning a substantial income online.  Over the last ten years, affiliate marketing has swept its way across the Internet like wildfire.  The power of affiliate marketing can create a lucrative income for anyone with a computer and access to the Internet.  There are no special skills needed to conduct business in affiliate marketing, as the majority of the work is done for you.

Affiliate marketing is a simple duplication process, which allows anyone to tap into a system that was already created.  In other words, affiliate marketing promotes success through copying successful methods for a system already tried, tested and proven.  All of the initial legwork has been done, which allows anyone who wants to become an affiliate marketer, to duplicate the proven system.  By following some simple steps, you can create financial wealth for yourself, while working from home.

 

4 Key Steps to becoming a success in the affiliate marketing business:

 

Step 1.) Make certain to have your own space, where you can freely work, without being interrupted by children or outside influences.  For a better focus in conducting business, eliminating any distractions will allow a better flow of energy towards your set goals in conducting your affiliate marketing business.

 

Step 2.) Organization is essential in conducting a successful business.  Make sure your files and information is organized, so that you keep track of them and know where to locate important documents pertaining to your business.

 

Step 3.) The hours that you work throughout the day need to be predetermined by you.  It would be best for you to set a specific, consistent time within a day to conduct your affiliate marketing business.  This will only add to your own success in having your own business.

 

Step 4.) When starting out in any new business, one of the most important things to remember is to be patient.  Make sure to keep this in mind or it could potentially shatter a perfect opportunity for you to finally become that success story in the world of financial wealth and business success.

 

Now that you have been enlightened…

 

*Note: By following the steps outline above, you can now be well on your way to living your dream and being envied by others, who can’t even fathom how powerful affiliate marketing really is.  Don’t be the person who procrastinates and misses the perfect opportunity.  You could quickly witness how the affiliate marketing business, you blatantly ignored, created even more wealthy people; one of which could have been you…

 

*Bonus for You: After doing some careful research, I have found a powerful affiliate marketing business that can generate an income of $5,000+/per month for you.  This affiliate marketing business has been tried, tested and proven.  It offers an unlimited earning potential and a reliable support system for your fastest success.  Success is yours for the taking.  For more details, simply visit:

 

Making You Richer
http://www.geniusmarketingconcepts.com

 

Author: Lucas Masters – 2009

Lucas Masters
http://www.articlesbase.com/affiliate-programs-articles/the-power-of-affiliate-marketing-and-how-to-create-wealth-in-a-business-working-from-home-734538.html

Apr 30

1.         Introduction

Over the past two decades, the forces of economic globalization, political transformation and technological innovation have increased the global reach and influence of the private sector. The number of transnational corporations has almost doubled from 37,000 in 1990 to over 60,000 today, with some 800,000 foreign affiliates and millions of suppliers and distributors operating along their global value chains. This process has conferred new rights and created new business opportunities for global corporations and large national companies, while also exposing weaknesses in national and global governance structures. It has also resulted in new competitive pressures and risks, and led to increased demands for greater corporate responsibility, transparency and accountability.

As a result, today’s business leaders face a complex and often contradictory set of stakeholder expectations. They are being called on to engage with activists as well as analysts, to manage social and environmental risks as well as market risks, to be accountable for their non-financial as well as their financial performance, and to cooperate as well as to compete, often with non-traditional partners, focused on unfamiliar issues. They are under pressure from governments, consumers, trade unions, non-governmental organizations and a small but growing number of their investors, to demonstrate outstanding performance not only in terms of competitiveness and market growth, but also in their corporate governance and corporate citizenship.

In short, corporate executives are faced with a complex, unprecedented challenge: How can they continue to deliver shareholder value while also delivering, and demonstrating that they are delivering, societal value?

2.         What is corporate citizenship?

The term ‘corporate citizenship’runs the risk of being all things to all people. But it does have some easily identifiable elements too. The basic idea is to understand business as part of society, contributing directly to the welfare of society, rather than somehow separate from it. Whereas in the past the baseline of good behaviour was ‘acting within the law’across the company’s operations, newer aspirations range from the maxim ‘do no harm’through to assessing ‘overall net impacts’. Companies need to go beyond simply obeying the law and making a competitive return for their shareholders if they are to respond to the challenge of citizenship.

Corporate citizenship invites companies to make strategic choices based on an understanding of the total impacts of their business in society. The practice of corporate citizenship involves a

focus on one or more of three main areas:

v     the societal impacts that flow from basic business policy and practice (as managed and measured through various codes of conduct, ‘values statements’and company reports);

v     the impacts that a company has up and down the value chain (e.g. when child labour is employed by its suppliers; or when end consumers dispose of its products in ways likely to harm the environment); and

v     the impacts that come from the voluntary contributions that businesses make to communities affected by their operations (including charitable gifts, community investment and commercial initiatives in the community).

Management and communication tools such as the ‘social audit’, development of key performance indicators on corporate citizenship, ‘benchmarking’best practice across a variety of industries, and best practice on ‘cause-related marketing’have all grown up alongside these core elements of corporate citizenship. Codes of  good conduct for companies abound, as do stamps or standards awarded by third parties, such as the Social Audit stamp of the Brazilian NGO IBASE, or the Social Accountability 8000 standard developed by the Council on Economic Priorities Accreditation Agency. The professionalization of environmental management has had an impact on the ‘new’tools of social management and accounting, accelerating the process of adaptation to the corporate citizenship agenda. But not all companies professing to be good ‘corporate citizens’choose to use all of these tools, and the current state of ‘corporate citizenship’varies from country to country.

3.         What drives Corporate Citizenship in a Global Context?

The emergence of ‘corporate citizenship’as a guiding principle for business strategy has been driven by a number of changes in the business operating environment. The overall process of globalization

affects all businesses one way or another.

Globalization has given rise to unprecedented links between economies, cultures, individuals and groups. Technological advances such as the internet have transformed communications. When multinational corporations apply different standards at home from those in their overseas operations, the gaps are exposed to external scrutiny as never before. The result is that the corporate

citizenship debate has acquired an increasingly significant ‘international’ dimension, raising one of the most difficult sets of questions in the current policy and business agenda: where does the responsibility of companies end and the role of governments begin, and by what (and whose) standards should this be judged?

Economic liberalization and deregulation have seen a massive increase in the flow of capital, goods and services across borders, opening new markets to foreign investment. At the same time the gaps between rich and poor around the world have widened and the world’s population is growing rapidly.

As privatization proceeds apace around the world, companies are increasingly responsible for providing services that were public-sector responsibilities in the past; areas such as healthcare provision by private companies and liberalization of energy markets focus more attention on the role of companies in the place of governments. The role of the private sector in provision of technical assistance around the world has also increased as corporations have become more involved in providing funding for intergovernmental bodies and as contractors in the delivery of donor assistance programmes. The overall balance of public- and private sector responsibilities is changing.

Globalization has given rise to new demands on corporations to exercise their power responsibly. There is a popular perception that in some markets the economic power and influence of corporations is much greater than that of the incumbent government. Some international NGOs have focused in on this, giving rise to new demands that companies investing in politically unstable economies such as the Sudan should use their power to encourage host country governments to spend the revenue that their investments generate for social benefit – not to wage wars or benefit political elites.

It is often pointed out that the turnover of the world’s largest companies is greater than the GNP of all but around 20 members of the United Nations. But individually even large companies account for only a fraction of global economic ouput: BP, Amoco and Arco together produce no more than 0.01%.

Globalization is not an entirely ‘neutral’ driver of corporate citizenship from a business perspective. Indeed, a powerful ‘backlash against globalization’ has now been set in motion, as witnessed by the public demonstrations surrounding recent World Trade Organization (WTO) and International Monetary Fund (IMF) meetings in Seattle and Washington.

Some proponents of corporate citizenship in the North see it as a way of countering the backlash against globalization – of reinvigorating the notion that trade and investment can bring overall social and environmental welfare gains. Encouragement of global corporate responsibility then becomes part of efforts to put ‘a human face on the global economy’.

One maxim seems to find resonance with all: that with power needs to come responsibility. Globalization, it is said, is transforming corporate responsibility from a choice into an imperative.6 But the extent of that responsibility remains a matter of hot debate.

4.         Commitments to Corporate Citizenship

There are numerous examples of commitments towards corporate citizenship. Many of them involve not only the private sector, but also the public sector and civil society organizations.

v     The Global Compact was proposed by the outgoing UN Secretary General, Kofi Annan, at Davos in January 1999. He called on business leaders to embrace and enact within their own corporate activities nine core principles derived from universally accepted agreements on human rights, labour and the environment. Today the Global Compact brings together several hundred companies, with some of the world’s leading trade union bodies, human rights and environmental organizations in a global learning forum, policy dialogues and variety of development projects. Companies engage in the initiative through the written support of their CEOs.

v     Tackling global health issues: The World Economic Forum Global Health Initiative (GHI) is designed to foster greater private sector engagement in the global battle against HIV/AIDS, tuberculosis and malaria. In cooperation with the World Health Organization and UNAIDS, the GHI brings together businesses, NGOs, civil society and academic institutions in a partnership, focusing on corporate best practices, resource gaps, partnership opportunities, philanthropy and the role of business in advocacy. The Global Business Council on HIV/AIDS is an international group of business leaders dedicated to advocating for an increased business response to AIDS both in the workplace and in the community. The Global Alliance for Vaccines and Immunization (www.vaccinealliance.org) was officially launched in January 2000 at Davos, with a mission of combining public and private resources and competencies to support immunization activities. It is a coalition of governments, the WHO, UNICEF and the World Bank; philanthropic foundations; the International Federation of Pharmaceutical Manufacturers Associations (IFPMA); and technical and research institutes.

v     Overcoming the digital divide: The ICT sector has engaged itself in a variety of policy dialogues and practical initiatives to bridge the ‘digital divide’ both within and between nations. Examples include: the G8 Digital Opportunity Task Force which consisted of leaders from the public, private and not-for-profit sectors; the UN’s multi-stakeholder ICT Task Force and the World Economic Forum’s Global Digital Divide Initiative. Business leaders are also supporting practical projects such as the Digital Partnership and Net Aid; and others such as those listed on the World Economic Forum website.

v     Investing in sustainable development: This has been an area of immense focus. The International Chamber of Commerce and World Business Council for Sustainable Development have established Business Action for Sustainable Development as a network and platform to provide business input and partnership examples to the World Summit for Sustainable Development in 2002.

v     Promoting good corporate governance: Business leaders are playing a role in several initiatives to promote good corporate governance. Examples include: The International Corporate Governance Network, pension funds and financial institutions with over $8 trillion in assets under management working towards global convergence on standards of governance; and business support for Transparency International to tackle corruption. Another aspect of good governance is the efforts to promote sustainability reporting such as the Global Reporting Initiative.

v     Corporate citizenship at the sector level: The World Business Council for Sustainable Development and UNEP have played an important role in promoting sector-based initiatives for sustainable development in industries as diverse as mobility, cement, pulp and paper, information technology, banking and finance. Other examples include the E7 network of electricity companies; the International Hotels Environment Initiative; and the Global Mining Initiative.

v     Supporting national development: At the national level business leaders are supporting initiatives focused on goals such as education, local enterprise and job creation, and rural development. Examples include: Philippine Business for Social Progress; the National Business Initiative in South Africa;  Instituto Ethos in Brazil;  Business in the Community in the UK;  and Landcare in Australia.

v     Engaging Tomorrow’s Leaders: Today’s business leaders are supporting networks such as the World Economic Forum’s Global Leaders for Tomorrow, which consists of young leaders from the public and private sectors and civil society, and AIESEC, the world’s largest student-run organization to promote sustainable development and corporate citizenship. A small but growing number of business schools have started to invest in research and teaching in this area supported by some CEOs.

 


5.         Progress of Corporate Citizenship in a Global Context

While the leadership challenge is especially apparent for executives in Europe and North America, it is also becoming a reality for many in Asia, Africa, the Middle East, and Latin America, especially those who aim to be global players – either doing business with or competing against the world’s top multinationals. Business leaders in each region are obviously influenced by different economic, social, cultural and political traditions, and different industry sectors face different types of corporate citizenship challenges. Despite these differences, the following trends in the concepts of corporate citizenship or corporate responsibility are common across geographic and sector boundaries:

1. From the corporate margins to the mainstream

2. From assertion to accountability

3. From paternalistic approaches to partnership

5.1.      From the corporate margins to the mainstream

In leading companies, corporate citizenship is moving beyond the boundaries of legal compliance and traditional philanthropy to become a more central factor in determining corporate success and legitimacy, with implications for corporate strategy, governance and risk management.

There is now growing recognition that global corporate citizenship is essentially about how the company makes its profits, everywhere it operates, not simply what it does with these profits afterwards. It is about how the company operates in three key spheres of corporate influence.

§         First, in its core business operations – in the boardroom, in the workplace, in the marketplace and along the supply chain.

  • Second, in its community investment and philanthropic activities.
  • Third, in its engagement in public policy dialogue, advocacy and institution building.

In all three spheres of corporate influence, the challenge for leadership companies is two fold:-

First, aim to ‘do minimal harm’ in terms of minimizing negative economic impacts, bad labour conditions, corruption, human rights abuses and environmental degradation that may result from a company’s operations. This is a goal that calls for management strategies such as compliance – with internationally accepted norms, guidelines and standards, such as the OECD Guidelines for Multinational Corporations and the UN Global Compact, as well as with national laws and regulation – and control of social and environmental risks, liabilities and negative impacts.

Second, aim to ‘do positive good’ in terms of creating new value for both the business and its stakeholders in the countries and communities in which it operates. This can be achieved through strategic philanthropy and community investment, which harnesses the company’s core competencies, products and services, not only its philanthropic cheques. Examples include, ICT companies supporting community projects to tackle the digital divide, financial companies supporting microcredit initiatives, and professional services firms sharing management expertise with local community organizations. More strategic, are efforts by companies to create new business value through developing new products, processes and technologies, and in some cases even transforming their business models, to serve untapped social and environmental needs, or facilitate entry into underserved markets. Examples include developing new markets for carbon emissions trading, creating new environmental technologies, and producing more affordable access to essential services such as clean water, energy, food, housing and medicines for the estimated 3 billion people who live on less than $2 a day.

A taskforce of the World Economic Forum, consisting of a group of over 40 CEOs and chairmen from 16 countries and representing 18 industry sectors signed a joint statement on global corporate citizenship. They agreed that: “The greatest contribution that we can make to development is to do business in a manner that obeys the law, produces safe and cost effective products and services, creates jobs and wealth, supports training and technology cooperation, and reflects international standards and values in areas such as the environment, ethics, labour and human rights. To make every effort to enhance the positive multipliers of our activities and to minimize any negative impacts on people and the environment, everywhere we invest and operate. A key element of this is recognizing that the frameworks we adopt for being a responsible corporate citizen must move beyond philanthropy and be integrated into core business strategy and practice.”

5.2. From assertion to accountability

A second key trend at the heart of the emerging corporate citizenship agenda is the growth in demands by stakeholders, including shareholders, for corporations to demonstrate greater accountability and transparency – and to do so not only in terms of their financial accounts and statements, but also in terms of their wider social, economic and environmental impacts.

Gone are the days when consumers, investors and the general public trusted all the information they received from companies and were relatively undemanding on what this information should cover in terms of corporate performance. In part this trust has been squandered by the recent series of corporate ethics scandals and governance failures. It has also been affected by a combination of increased democratization and press freedom around the world, easier access to more information through the Internet, greater public awareness of global issues through the media, increased consumer choice and sophistication, and higher societal expectations of the private sector.

In response to these trends, leading companies are being called on to be more accountable and more transparent to more stakeholders on more issues and in more places than ever before. In the wake of corporate governance and ethics scandals, there have been demands for greater financial accountability and transparency, resulting in increased shareholder advocacy and new regulations, such as Sarbanes-Oxley in the United States. At the same time, certain governments and stock exchanges are also calling for greater public disclosure on environmental and social performance, in areas such as carbon emissions, product safety, occupational health and safety, training and diversity. There are also growing calls for greater transparency on private sector engagement with governments on issues such as lobbying, financing political campaigns, payment of taxes and receipts of public procurement contracts and incentives.

In all of these areas, business leaders are facing new and challenging questions in terms of what to be accountable for, who to be accountable to, and how to actually measure and report non-financial performance in practice.

A number of global voluntary efforts are underway to develop standards, guidelines and procedures for measuring and reporting on corporate social and environmental performance. These range from multi-sector alliances, such as the Global Reporting Initiative, which is developing guidelines and indicators for public reporting on sustainability performance, to sector-focused efforts such as the Extractive Industries Transparency Initiative, which focuses on public disclosure of payments to governments by oil and mining companies, the Fair Labour Association in the apparel sector, the Equator Principles for project finance in the banking sector, and global framework agreements being negotiated between certain trade unions and global corporations. Growing numbers of Asian companies are engaging in these and other accountability initiatives.

5.3. From paternalistic approaches to partnerships

The third key trend in global corporate citizenship is a move away from more traditional, paternalistic attitudes that “the company and its senior executives knows best” to more genuine engagement, consultation and cooperation with key groups of stakeholders. There is growing recognition that the challenges we face, both as individual companies and nations and as a global community, are too great and too interdependent, and the resources for addressing these challenges too varied and too dispersed, for any one actor or sector to have all the solutions. New types of alliances between companies and other sectors, built on mutual respect and benefit, are becoming essential to both corporate success and societal progress.

The area of community investment offers a good example, where leading companies have moved away from traditional philanthropic approaches, focused on one way disbursement of charitable funds, to efforts aimed at engaging the core competencies of the company and building mutually beneficial partnerships between the company and non-profit or community organizations. Cisco Systems, for example, has been able to expand its Cisco Networking Academies program to over 10,000 academies in all 50 U.S. states and over 150 countries, working with partners ranging from the United Nations, the United States Agency for International Development and the Peace Corps, to local schools and nongovernmental organizations. In the Philippines, the Ayala Group has worked with Nokia, one of its key business partners, Pearson Education, the International Youth Foundation, the Department of Education, local authorities and parent-teachers associations to provide science materials to over 80 under-resourced schools. Just two of thousands of examples, through which companies, working in partnership with others, are providing education, training, and other opportunities to millions of young people and low-income communities around the world.

Some of the most interesting partnerships are in the form of strategic global or national alliances aimed at transforming not only individual corporate practices, but also influencing public policy frameworks and the broader enabling environment. National examples in Asia include the pioneering Philippines Business for Social Progress, the Thai Business Initiative for Rural Development and the Asia-Pacific Business Coalition Against HIV/AIDs.

In addition to community-level alliances between individual companies and nonprofit organizations, we are also witnessing the emergence of strategic global or national alliances aimed at transforming not only individual corporate practices, but also influencing public policy frameworks and the broader enabling environment. One example is the United Nations Global Compact, with over 2,000 corporate participants and some 30 national business networks, many of them from developing countries, working with UN agencies, trade unions and non-governmental organizations.

Through the power of collective action, the Global Compact seeks to advance responsible corporate citizenship so that business can be part of the solution to the challenges of globalization. It is a voluntary initiative with two objectives:

• Mainstream ten principles in the areas of environment, human rights, labour, and anti-corruption – all of which are based on international, intergovernmental agreements – into business activities and supply chains around the world;

• Catalyse business actions and partnerships in support of UN goals, especially the Millennium Development Goals.

Asian companies have been among the pioneers in supporting the Global Compact. In countries such as China, India, Indonesia, the Philippines, Thailand, South Korea and Australia, individual companies, stock exchanges, business associations and governments are starting to explore ways to implement the compact’s ten principles as core elements of sound business practice. In November 2005, the Chinese government will host a major Global Compact Summit, taking a vital leadership role at a time when global industrial capacity continues to shift to China and Chinese companies continue to increase their international investment and influence.


Concluding Remarks

Although local business conditions and cultures vary from country to country, the elements of what it takes to be a successful and sustainable business over the longer-term illustrate some common imperatives. Being a profitable, but also responsible corporate citizen is increasingly one of these imperatives. This requires business leaders to be committed to a set of clearly stated and publicly upheld values – underpinned by policies and standards that are applied everywhere the company operates, not only in its home market. It requires companies to have risk management systems and accountability structures in place to protect existing value, by minimizing any negative economic, social or environmental impacts and reputation damage arising from their business operations. It also requires companies to support learning, innovation and partnerships that help to create new value, by delivering new products and services that meet societal needs as well as creating shareholder value. And it calls for ongoing efforts to evaluate and measure progress and performance against each of these three areas.

In summary, regardless of industry sector or country, global corporate citizenship rests on four pillars: values; value protection; value creation; and evaluation. These four pillars not only underpin the long-term success and sustainability of individual companies, but are also a major factor in contributing to broader social and economic progress in the countries and communities in which these companies operate. Along with good governance on the part of governments, they offer one of our greatest hopes for a more prosperous, just and sustainable world.

Prof. Surinder Pal Singh
http://www.articlesbase.com/ethics-articles/the-concept-of-corporate-citizenship-in-a-global-environment-741210.html

Apr 28

I want to make six or more figures a year. My first online business idea was to buy wholesale office chairs or teen clothing, and resell them for profit on my site. I then realized that this could not make me that much. What do you think? My next idea is to make a content filled website on a topic I enjoy. The website will be monetized by ads, adsense, and affiliate products. I think this site could bring in nice profits (if i work on marketing)!

My last and newest idea is a great idea (or so I think). It is a website where visitors can become members for free. Members can submit original songs and other users can listen, rate, comment, share, and chat with other members. This website would cost a lot to make so I am not sure if i should even attempt it? I think it could bring lots of visitors (with proper marketing). I would make money from ads on the site, and possibly a suplementary ecourse on songwriting that I charge a monthly fee on. Do you think this online business idea could be profitable? Do you think this online business idea could make me six or more figures a year?

I really like the music and content site, but what are your thoughts?
If not, what online business should I do to make six or more figures a year (no mlm please)?

Do you think my online business ideas are any good? Do you like the music sharing online business idea? Do you think any of my online business ideas could make me six or more figures a year?
Thanks!

You have asked this question so many times that 7 people now have websites.

Apr 28

I have a strong marketing skills and computer technical skills. Now i am working in private concern. I would like to start online marketing in India. Is it have a big scope? Whom i will meet to build a efficient website? How much investment required for that business? What are all the necessary assets to implement that business.? Pls give some gratefull idea to me guys….

online travel business, but it cost 449.00 and 49.95 amonth to keep your website up

Apr 28

Online business ideas have brought career control and lots of rewards to people who took interest in Internet opportunities. Most of the online jobs gravitate around freelance writing, website design, affiliate promotions, sales and even surveys. Thus, some people make money from writing e-guides and e-books they afterwards promote online, others develop a personal product or offer consultancy for a variety of problems and last but not least some people make a living from moderating forums.

Online business ideas become more and more appealing with the deepening of the world financial crisis. With the bleak picture of thousands of jobs lost, it is only natural that people will focus on home-based opportunities that can help the entire family escape the risk from corporate working. Getting serious about the possible online business ideas you’ve felt tempted to try is the best advice that you can get. Some modifications have appeared on the Internet too with Google discarding more and more sites considered spammy.

According to this new policy put into practice by search engines, older sites are preferred to newer ones. Statistics actually indicate that nine out of ten sites that are shown by search engines in the first pages have a few years of activity online. One can check the site history according to the record domain, and don’t be surprised if some of the sites are actually a few years old. Nevertheless, getting discouraged is not the point here, what specialists stress out is the fact that age could affect the evolution of the online business ideas into profit making machines.

While disadvantages come from some directions, the good news is that the cost for some services required for online business ideas are getting lower. The creation of a web site requires web hosting and domain registration, well these will be available for much lower fees. Moreover, the tendency with new online business ideas is to create blogs rather than large sites since they are more specialized in content and thus to the liking of search engines.

Jack Symes
http://www.articlesbase.com/home-business-articles/online-business-ideas-743409.html

Apr 28

If you are interested in making money from home, you should know that there are many different business home internet marketing opportunity factors that should come into play. First of all, when you are looking for home business or internet marketing opportunities that you are interested in, you should keep several things in mind. The first thing that you should keep in mind is that not every business/home internet marketing opportunity is going to be the same, because there are many different opportunities that you might want to thing about in many different areas.

You want to make sure that your business home internet marketing opportunity is one that you could stand to do for quite some time. This is because as you et the chance to do more and more, you internet marketing business is going to grow, and you are going to have to keep in going. This means that the business home internet marketing opportunity that you are starting up has to be something that you want to do for the long term.

The other thing that you should keep in mind when you are talking about a business home internet marketing opportunity is that you have to be able to have a way to make money. Your business home internet marketing opportunity has to be something that you want to do but also that will make you money.

There are also other things that you should keep in mind when you are thinking about different business home internet marketing opportunity propositions that you might come across. The most important is that you can find something to do that is interesting to you. It has to be something that you are interested in because it cannot be something that will bore you or make you uninterested.

So, when you are looking at the business home internet marketing opportunity that comes your way, you have to be sure that you first of all are interested in the proposition. You also have to be sure that you have a way to make money from the business home internet marking opportunity, and also you have to be sure that you are willing to do the internet marketing business for quite some time.

When you have brought all of these things in to play, there are many chances for you to find a home internet marketing opportunity of a business. There will be many chances for you to find these online, and they can be chances that you might want to take because they will give you money and they will give you security for the future. These are all things that you should keep in mind when you are looking at the different business home internet marketing opportunities that might come your way. Remember that this could be something you do for a long time.

Tobias Smith
http://www.articlesbase.com/business-articles/looking-at-different-business-home-internet-marketing-opportunities-131498.html

Apr 28

The Post Second World War period has witnessed an unprecedented proliferation of lethal and non-lethal weapons. The frequent usage of these sources of human destruction has resulted in hundreds of causalities. Unlike the weapons of Mass Destruction, these weapons constitute the primary instruments of violence in any internal or low-intensity conflict and are responsible for a large number of deaths. They are increasingly being acquired by criminals, cartels and irregular forces and in certain cases by influential citizens and politicians as a show of strength and  political might. As a result, militarization of crime and political conflict are emerging as serious and potentially irreversible threats.

In recent years, there has been a growing tendency within the activist and scholarly communities to treat major conventional weapons and small arms as well as light weapons as distinct areas of policy formulation and study. An estimate of the global value of small arms production in 2002 is $7.4 billion. Well over 1,000 companies manufacture light weapons and ammunition in nearly hundred countries. Controlling production of both light and major conventional weapons has historically been very difficult, because of lack of political will and economic pressures from manufacturers.

The main focus with respect to illegal weapons proliferation in Pakistan remains in the unorganized private enterprise at Darra and Landi Kotal  where the arms trade continues without any state hindrance. Besides this, the organized sector manufacturers are also bound to sell their products to licensed gun owners is not more than approximately 80,000-90,000 in the country. This makes the legal market a very small one, which is adequately served by the private producers.    However, recent trends indicate that the estimated number of weapons in circulation is much higher than tabulated. The rising ethno-sectarian strife, civil war in Afghanistan, and an enhanced sense of insecurity arising out of factors such as poor economic conditions, bad governance and the deteriorating law-and-order situation have raised the level of frustration and discontent. It is witnessed that the rising sense of apathy and social injustice has strengthened the appeal of small arms and light weapons. Darra and its cheaper rates attracts not only NSAs who purchase these weapons in bulk, but also a second category of buyers, such as officials, low-enforcing agents, influential politicians, and feudal and tribal lords who regard the posses session of light weapons as a status symbol. Moreover, the various governments too have exacerbated this situation by giving licenses for prohibited bore weapons to politicians and influentional people to win political favour, or in pursuit of their vested interests in arming one (ethnic/sectarian) group against another from time to time.

The principal source of weapons proliferation and supply to arms of regional and domestic conflict, the unorganized sector, has a minimal manufacturing capacity of a hundred weapons per day. With the very sudden and dramatic termination of the Afghan conflict, the governments following Zia Ulaq’s proved to be ineffective in solving this menace. Although attempts were made in the past, and are being made presently, too, to curb the proliferation and the indiscriminate use of small arms, they are very much an indicator of a dysfunctional state apparatus.

In Pakistan, the failure of governance-especially with regard to narcotics production and smuggling-and the country’s proximity to Afghanistan and its involvement in the attempts to end Soviet occupation of the country have combined to intensity an already dire law-and-order situation. In many cases, access to light weapons has facilitated or intensified conflicts, often by emboldening the protagonists. Consequently, the ability the increased firepower enjoyed by the forces pitched against them.

Second in line are the private manufacturers who operate and produce certain non-prohibited bore are limited in number and are concentrated mainly in the province of Punjab and Karachi. These private entrepreneurs are forced to continue with the production of the same items, whether or not they have market demand, because of the licensing requirements. This proves to be extremely cost-intensive efforts, and in a bid to cover production costs as well as maintain a reasonable profit level, these manufactures not only use substandard material, but are also involved in unauthorized manufacturing.

With respect to the scope of the term ‘illicit trade’, one should consider the illicit manufacture, acquisition, possession, use, and storage of small arms and light weapons, since these are closely linked to transfers of such weapons. The illicit trade in small arms and light weapons is closely related to the excessive and destabilizing accumulation and transfer of such arms and should, therefore, not be limited to criminal breaches of existing arms legislation and export/import controls, but consideration should be to all relevant factors. With regard to the manufacture, production, and sale of light weapons, we can divide the domestic producers of SA/LW in Pakistan into three broad categories:

1.                  The state-owned or public sector enterprise

2.                  Private manufacturers(operating under state license and regulation)

3.                  The Darra Bara/gun cottage industry (which is not under any state            supervision).

State-Owned/ Public Enterprise: This primarily constitutes about 14 public sector manufacturing enterprise at the Pak .Ordanance   Factories (POF), Wah. The variety of weapons manufactured in these factories includes Heckler and Koch MP-5, G-3, A-3, MPSA-2 guns, Anti-tank light weapons, ammunition and anti-personnel land mines. All of these items are produced under license with a very stringent control mechanism and maintenance of complete record. The items thus produced are not only ISO9001 certified, but also come under strict export regulations under the government’s Statutory Regulatory Order (SRO-123/124 OF February 1998). Carrying out correct marketing procedure and purchase enumeration both at the receiving and purchasing end is also properly overseen. Besides the POF, items such as anti-tank systems and ammunition, anti-personnel and anti-tank landmines, explosive devices, multi-barrel rocket launchers etc. are manufactured at the Kahuta Research Lab (KRL), an independent entity under state control.

The POF was made a public-sector enterprise in the early 1980’s by redesigning the Head of POF as “Chairman” and instituting a “Board of Directors”, As part of its new states the POF has also been given the authority to engage in profit-making activities, but in spite of that, its principal and largest client remains the Pakistan military with new weapons, these ordanance factories hold reserve stocks and repair facilities for the normal wear and tear.

From the entire gun manufacturing facilities, POF remains the only outfit, which is allowed to export its products. These exports include anti-tank ammunition as well as infantry equipment and the sales also cater to the domestic market but in a very limited manner. Although very stringent regulations are in place on the production and scale of weapons to state actors alone, there are reported incidents where weapons seized from low-intensity zones could be traced back to the POF.

Thus as mentioned above, the revenue generation criterion does not find much relevance in this case. The point to be noted here is that due to a limited demand, the POF’s full production capacity is not being properly utilized. Thus the factories end up producing only what is required by the principal client, the Pakistani military, and this of course is quite restricted in scope given the annual optimum ammunition production capacity which is not less than US$ 70 million.

Private Manufacturers: Second in line are the private manufacturers who operate and produce certain non-prohibited bore weapons under license. The organized legal arms manufacturers are limited in number, and are concentrated mainly in the province of Punjab and Karachi. Although the licensing requirements restrict the manufacturers from producing anything other than the exact configurations of the armaments, the main incentive or motivate or motivation  for the private enterprises is to generate profit task that has become increasingly difficult in the restricted business environment where the one hand these guns manufacturers are constrained by license regulations and on the other they are provided with no incentives and are also heavily taxed by the government

These private entrepreneurs are forced to continue with the production of the same items whether or not they have any market demand, because of the licensing requirements. This proves to be extremely cost-intensive effort and in a bid to cover production cost as well as to maintain a proportionate profit level, these manufacturers not only use sub-standard material but they are also involved in unauthorized manufacturing. Accordingly, in many cities there are few or no licensed manufacturers, but there can be found many dealership and repair license holders, for it has a better money generation scope. The end-users in this regard are usually sub-state sectors or outfits which purchase these items for coercive activities.

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The Darra Bara or Gun-Making Industry: The arms bazaars of Darra Adamhel and Landi Kotal in the North West Frontier Province of Pakistan are famous for the production of light weapons for centuries. Both are colonial as well as Cold War legacy, these traditional grey areas gained increased salience, after the Soviet invasion of Afghanistan. However, the illicit gunsmiths of India are poor cousins when compared to those of DAK. Darra is the heart of Pakistan’s notorious arms bazaar, and it is here that one can acquire practically any small arm at a low cost: Kalashnikovs, M-16S, Uzis, and even guns hidden in walking sticks and ballpoint pens. Some are originals left over from the war in Afghanistan; others are copies made in back-alley workshops, repaired originals, or copies made from cannibalized parts. Often the only difference between the original and are made from inferior quality metal. Original AK-47s sell for about US $320, but an identical copy starts at US $50.

The Darra gunsmiths are famous for their skills and expertise,                                                    which have been passed down from father to son for generations, and they are known for their ability to produce any kind of weapon in Spartan conditions. Although these artisans do not have any formal technical training, they have inherited the skills and have the ability to copy and make almost any kind of light weapon. Before the Soviet invasion of Afghanistan in December 1979, they produced mainly rifles and shotguns in addition to a wide range of pistols. Now they are adept at producing exact copies of any light weapon desired in a matter of days. They have been known to make imitation Chinese laser-sight pistols and Japanese pen pistols down to the finest detail.Some of Darra’s older craftsmen have also invented their own designs; for example a shotgun that works like a revolver, with a chamber holding six shells. Unlike the previous two categories of gun manufacturers, the Darra gunsmiths base their business on demand and supply and are acutely aware of the prevalent market trends and demand factors.

At one time they supplied the Afghan mujahideen in their struggle against Soviet occupation. Now they are the main suppliers of guns to Kashmir and to Pakistan’s troubled provinces of Punjab and Sind. Darra ’s shops and factories offer home delivery any where in the country, and are known to have also sold arms to guerrillas from Northern Ireland and the Middle East.

. Both a colonial as well as   Cold War legacy, these traditional grey areas gained increased salience after the Soviet invasion of Afghanistan. This brought a new dimension to light weapons manufacture and production in this area-the unabated and immeasurable proliferation and inflow of illicit and illegal arms. Before the Soviet incursion, Darra used to produce mainly 9mm. rifles, shotguns and pistols ranging from 0.22 to 0.32 caliber, etc. The Darra manufacturers are now adept at producing very exact copies of kalashnikovs, bazookas, and even rocket launchers.

An important characteristic of Darra and its various manufacturing units is that it is an unorganized enterprise, free from any state licensing, regulation and tax requirements. It is a part of the NWFP’ s tribal belt where no formal state law has been accepted or applied, and the tribal authority, better known as the jirga ,mediates and enforces justice, law and order .The government also cannot do much about the production sale of weapons here, because the state laws do not have jurisdiction over the tribal areas-even the British couldn’t establish their writ here. The government can only check the in-country movement of arms from this area, which is indeed a very challenging task.

Arms purchasers are attracted to the Darra because the manufacturing cost of weapons made here is relatively low compared to the state-regulated gun making sectors and the ready availability of a wide variety of weapons with so much pilferage taking place across the border. There is also found in this primitive gun-making cottage industry gunsmiths carrying out innovative changes which are not possible without a certain level of expertise.These arms bazaars of Pakistan are perhaps the best-known example of small-scale production of small arms .Hundreds of one-room operation manufacture copies of AK-47s and other rifles and pistols. Individual craftsmen manufacture small numbers of weapons, with a pistol taking three days to produce and an AK-47 between seven and ten days .But because there are many hundreds of such arms sellers, the overall production figures run into thousands of weapons

Small Arms Trade and Manufacture in Pakistan:

In the case of South Asia and more specifically Pakistan, some very interesting aspects come forth. The source of weapons supply and acquisition has been myriad: ranging from illicit influx, transfer or trade to the local production facilities. Several countries in the region produce SA/LW in the government-owned or public sector enterprise, which is licitly regulated, with India and Pakistan possessing the most developed weapon manufacturing capabilities. But as such the predominant from of acquisition of LW by the state security forces continues to be the import or foreign technology transfer.

Although LW have somewhat always been available in the arms bazaars within the North West Frontier Province of Pakistan, such as Darra Adamkhel and Landi Kotal, the major impetus and free flow of modern light weapons has increased manifold after the Soviet occupation of Afghanistan. The December 1979 Soviet invasion resulted in Pakistan’s proactive support to various Mujahideen outfits engaged in fighting the occupationist forces. This effort was practically driven by its own security interest but mainly on behalf of the US, which provided material and financial assistance to these Afghan guerrillas though Pakistan. The failure or ignorance of the incumbent government of the time to pay adequate attention to this dangerously spiraling trend of weapons accumulation and free flow in the hands of non-state actors aggravated this problem. In spite of the cessation of Soviet occupation, Afghanistan to date remains bitterly embroiled in a civil war, which has cast very severe shadows on the Pakistani civil society.

Before moving further the point to be stressed that when studying weapons proliferation, an important aspect is to keep in perspective the demand and supply factor. The motives for which suppliers and recipients engage in weapons transaction may be mixed. Suppliers may have political or commercial incentives or a combination of both. For this reason, excessive and destabilizing accumulation and transfer of small arms are closely related to the increased incidence of conflicts and high level of crime and violence. It is observed that sub-state or non-state forces make extensive use of such arsenal due to its merits of easy accessibility, storage and handling. Insurgent forces, irregular troops and freedom fighters, criminal groups and sub-state actors harbouring ethnic, religious and sectarian agenda use SA/LW for their particular motives with impunity. Generally speaking the most perturbing aspect of these conflicts is that more than 80% of the causalities are civilian, non-combatants-mostly women and children.

Market Trends and Origins of Arms Proliferation in Pakistan: The main focus with respect to weapons proliferation in Pakistan remains on the unorganized private enterprise at the Landi Kotal, where arms trade continues without any state supervision. In comparison to this, the POF as mentioned earlier creates mainly the military-specific ammunition, the production cost of is relatively expensive. Secondly, the POF manufactured ammunition has a very limited and restricted clientele. Another contributing factor is that POF sells only through designated distributors.

Secondly, the organized sector manufacturers are also bound to sell their products only to licensed buyers. This again limits their sale capacity. The overall number of licensed gun owners is not more than 80,000-90,000 people of the entire country’s population. This makes the legal market a very small one, which is adequately served by the private producers

But recent trends indicate that the estimated number of weapons in circulation is much higher than tabulated. The rising ethno-sectarian strife, civil war in Afghanistan, and an enhanced sense of insecurity arising out of factors such as poor economic conditions, bad governance and deteriorating law and order situation, have given rise to a level of frustration and discontent. It is witnessed that this rising sense of apathy and social injustice has strengthened the appeal of SA/LW. Darra and its cheaper rates attract not only non-state actors, who purchase these weapons in bulk, but also a second category of buyers, such as officials, aw enforcing agents, influential politicians,  feudal and tribal lords who regard possession of light weapons as a status symbol. Moreover the various governments too have contributed to exacerbating this situation by giving licenses for prohibited bore weapons to politicians and influential interest arming one (ethnic/sectarian) group against another from time to time.

A principal source of weapons proliferation and supply to areas of regional and domestic conflict, the unorganized sector has a minimal manufacturing capacity of producing per unit a hundred weapons per day .With a very sudden and dramatic termination of the Afghan conflict, the political governments after Zia’s military rule proved to be ineffective in solving this menace. Although attempts were made in the past and present to curb the proliferation and indiscriminate usage of small arms, they are very much an indicator of a dysfunctional state apparatus.

In Pakistan, the failure of governance-especially with regard to narcotics production and smuggling-coupled with the country’s proximity to Afghanistan and involvement in the attempts to end the Soviet occupation of the country, has aggravated an already dire law-and-order situation. In many cases, access to light weapons has facilitated or intensified conflicts, often by emboldening the protagonists. Consequently, the ability of security forces has declined corresponding with the increased firepower enjoyed by the forces pitted against them. As regards the leakage of these illicit arms, the Soviet invasion of Afghanistan unshared in a new era in the light weapons trade in South Asia,   with millions of tons of military material including SA/LW, being imported into the region.

Other countries also contributed in one way or indirect assistance in both material and finances. For example, China wary of Soviet designs contributed weaponary, while Saudi Arabia came forth with financial assistance. As a front line ally, Pakistan became the main conduit for this massive military assistance programme, with its top intelligence outfit, inter-services intelligence (ISI), managing the receipt and distribution and the American CIA coordinating the supply of weapons. With a bitter Vietnam experience still fresh in memory, the United States, at least initially, did not want to be seen as providing direct military assistance for the Mujahideen, and for these reason massive amounts of arms were purchased from the Chinese government. Interesting trends could be witnessed in this undercover arms pipeline; the CIA would procure through Egypt large amounts of antipersonnel mines originally produced in Italy. During this period, weapons even of Israeli and as Indian makes could also be found in circulation. The CIA would then arrange for the arms to be either flown to Islamabad or shipped, via Oman, to Karachi.

The US-orchestrated arms shipments had a fundamental impact on the war in Afghanistan. Moreover, the autonomy given to the Pakistan intelligence services in controlling the distribution of weapons was to have a profound effect on subsequent security conditions in the region. Washington’s “hand-off” policy of allowing the ISI to control the arms pipeline was largely the product of Oakley’s belief that the United States had failed in Vietnam because of excessive governmental interference and mismanagement.

One factor contributing to the availability of small arms and light weapons in many areas (of conflict) is their earlier supply by Cold War opponents. Much of the supply and acquisitions of arms in the regions of conflict dealt with by the UN has been conducted by Governments or by legal entities authorized by the Governments. Some states have exercised insufficient control and restraint over transfers and holdings of small arms and light weapons. Moreover, arms supplies associated with foreign interference in areas of conflict are still a feature of current realities. In general, the lines of supply often are complex and difficult to monitor, facilitated by the relative ease with which small arms and light weapons can be concealed.

Not surprisingly, the arms pipeline to the Mujahideen leaked significantly. By the time the weapons reached Mujahideen field commanders, they had been loaded and off-loaded at least fifteen times while transported over the distance of several thousand kilometers by trucks, ships, trains, and pack animals. How many weapons leaked out of the pipeline is unknown, but the estimates run into millions of unaccounted for weapons. One glaring proof of this is the April1988 Ojhri camp blast in the Rawalpindi metropolis, which claimed not less than 100 civilan lives. Although no official version of the inquiry conducted came out, it is generally speculated that the blast was engineered to cover-up for the undelivered and hoarded weapons, and there is also a major link between this incident and the Iran Contra scandal.

Another contributing factor, however diminutive is that Afghans returning to their country after months or years in the refugee camps in the North West Frontier Province have left their weapons behind in Pakistan. This again forms a cause for weapons proliferation. Under the Geneva Accord, it was agreed that any surplus weapons that were left off the pipeline would be handed over to the Afghans, and interestingly there was a frantic arms transfer to Afghanistan, before the agreement came into effect. Most of these were smuggled back into Pakistan and sold in arms bazaars of the tribal area.

Besides, Afghanistan has a significant number of small arms manufacturing units. The trade of these arms is a ready source of income for the war-ravaged Afghan population. With a long porous border that stretches the entire Pakistan-Afghanistan belt, coupled with corrupt and inefficient border control forces, the mechanism fails miserably in effectively checking and curbing the inflow of not only weapons but other forms of smuggling as well. This has made the availability of arms in the commercial market considerably high and in some cases prices have fallen, attracting buyers from all over the country and region to purchase unlicensed weapons. The various weapons on sale in this regard, can be grouped in to four categories;

1.      Weapons that lecked from the US-supported arms pipelines.

2.      The stocks of Soviet weapons captured by the Mujahideen during the conflict.

3.      The third category of weapons is those manufactured by small-scale producers within the region.

4.      Finally, the arms bazaars of the NWFP are full of miscellaneous weapons that must have arrived in the region though extremely circuitous and unpredictable routes-from Vietnam or the Middle East. For instance, G-3s have appeared from Iran, given that border controls between Iran and Pakistan were relaxed after the fall of the shah.

Though there is clear evidence that light weapons are proliferating at an alarming rate from the North to the South, there are also south-to-north movements from Sri Lanka, Singapore, and other starting points in Southeast Asia. There are also discernible east-to west and west-to east movements.

In Pakistan, it is not only the Afghan crisis alone that was instrumental in introducing the Gun Culture. Another very important but relatively ignored aspect was the Baluchistan insurgency of the 1970s, that witnessed a massive inflow of weaponry from the traditional leakage points

There is a dire need for the government to take control of the drug trade and prevent the proliferation and flow of weapons, domestically, regionally and particularly with the help of the international community. What will be difficult, if not impossible to implement is an effective gun control agenda-such as the present regime’s Seven-Stage De-Weaponization Programmes.  This 7- stage formula includes a ban on arms license, and a proliferation on carrying weapons in the first stage, which became effective from March 1, 2000. The other proposals or possibilities under the same action plan were to recover illicit/unlicensed arms, canceling of the prohibited arms licenses and also to regulate and bring under state control arms manufacturing units in the tribal areas. The problem is so acute that there is a need to implement such policies and reforms in their true spirit. Bringing Darra under the state umbrella is an issue that the governments past and present have seriously deliberated upon. As a necessary first step the tribal areas were awarded with the right to Adult Franchise as well, but the possibility of Darra manufacturers agreeing to any state supervision or taxation seems impossible an evidence of which is reaction faced by the government over its attempt to document and evaluate the economy. The government needs to stick to a given time frame and implement the necessary reforms, otherwise the situation could be one as identified by Pamela Constable, in one of her recent Washington post articles, “Pakistani Retreats in Battle for Reform”- that there is found a tendency on part of the Pakistani government to announce bold reforms, only to backtrack later when opposition surfaces.

At the practical level, this new de-weaponisation policy will face many problems, especially in the NWFP and tribal areas where it is part of local culture and tradition to carry a weapon and in fact it also forms a part of their attire. This plan will definitely discourage open display of weapons in major urban centers, but again this will not be able to redress the problem fully.

Efforts made by the past governments were inadequate for either they were not properly articulated or they failed to deal with the real root cause of the problem that is the illicit trafficking of weapons. Whatever measures enforced affected only the manufacturers, thus giving the illegal trading cartels a free hand to conduct their business with impunity.

Although light weapons have always circulated within Pakistan, the impact of the American-sponsored arms pipeline to the Afghan Mujahideen stands head and shoulders above any other adverse development in recent years. The flood of weaponry into the region has clearly played a major part in the erosion of low and order over the past decade. The growing proliferation of and access to small arms are increasing both the communal polarization and the incidence of violence. The very availability of weapons is providing a short-term solution for a long-term problem. At the very point when political discourse and sound governance are required to overcome these problems, the need is to harness our efforts together to combat this menace.

References

“Light Weapons, Small Arms and Landmines: An Identification Manual”, Centre for Defense
Studies, King’s college London.Dec.1997.

Ayesha S. Agha , ‘Light Weapons Manufacture ’,in project on Light Weapons, BASIC Working Paper No.2.

Michael T.Klare, “ Light Weapons Diffusions and Global Violence in Post-Cold War Era”, in Jasjit Singh(ed) Light Weapons  and International Security, Delhi, 1995.

Chris Smith, Light Weapons and Ethnic Conflict in South Asia”, in Jeffery Bout well (ed), Lethal Commerce, Cambridge, 1995,pp.

India Arms and Abuses in Indian Punjab and Kashmir”, Human Rights Watch Arms Project6 (10), Washington,1994,pp..

Ayesha S. Agha, “Light Weapons Manufacture in the Public and Private Sectors: A View from Pakistan”, Project on Light Weapons Working Paper no.2, British American Security Information Council, p.3.

Tara Kartha, ‘South Asia; A Rising Spiral of Proliferation’, Background Paper, Geneva: Small Arms Survey, 2000.

The 1999 Report of the UN Group of Government Experts on Small Arms,  August1999.

O Roy, “The Lessons of the Soviet/Afghan War”, A Delhi                                                                                                                   paper no.259,[London International Institute of Strategic Studies,1991].

jipson v.paul
http://www.articlesbase.com/politics-articles/proliferation-of-small-arms-and-light-weapons-in-pakistan-747093.html

Apr 27

The prospect of starting or looking into an internet marketing business can be quite tricky, especially without much knowledge or insight into the field. Using a variety of accurate internet marketing business reviews can be a great way to shed a little bit of light on your research. But finding reviews can be as tricky as balancing a bicycle on the nose of a seal. It may seem like a circus trick, but there are tricks of the trade that can be used in order to decipher the nonsense and the spin from the truth.

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Internet marketing business reviews can come from multiple sources, but a general rule of thumb is to keep an eye out for a general consensus amongst the reviewers. If a business is realistic in its business plan and worth a look, the reviewers will likely agree even if they have a difference of opinion on some of the company’s philosophy. Finding this particular type of consensus can be challenging, because of the apparent bulk of negative press available. It is a fact that consumers are more likely to give a bad comment when they are dissatisfied, yet will give no comment at all when they are completely satisfied.

There are many issues that may come into play in terms of Internet marketing business reviews. Some reviews may use testimonials to attempt to create a more realistic tone. These testimonials are not necessarily genuine and should be checked into further.

Avoid glossing over statistics, especially if the statistics in one particular internet marketing business review can be compared with those from another. If those numbers or those stats do not line up, you should start asking some serious questions about the worthiness of the company.

Reading Internet marketing business reviews can be complicated and tricky, especially because of the constant use of flowery language and avoidance tactics. Many reviews will talk about an internet marketing opportunity without actually mentioning anything about the opportunity itself. When reading internet marketing business reviews, it is important to maintain a clear focus so as to understand the actuality of what the review says and not just the spin.

Andy West
http://www.articlesbase.com/internet-articles/finding-accurate-internet-marketing-business-reviews-97657.html

Apr 25

Now, I am going to give you 3 easy actions to start your internet affiliate business & earning extra money online from home. For more detail go to: www.squeeze-page-profits.com.Without taking action seriously, you won’t earn any money online from home. My experiences show that most beginners for internet affiliate marketing business are lack of taking action seriously in the right way.

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There are many different affiliate marketing networks and affiliate marketing solution providers where you can obtain the information on most profitable products and which merchants pay the best.

This step will consume a lot of your time to start earning money from your home based affiliate business. My recommendation is to take your time to do your research carefully for markets, merchants and products or services. You don’t need to hurry in this step! Take your time – and be sure you choose the right one.

Shilpa Singh
http://www.articlesbase.com/internet-marketing-articles/actions-to-start-your-internet-affiliate-marketing-business-in-the-right-way-751460.html

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