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Spellcheck from Brain

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How to start an online business for $100
Christopher Null, PC World

November 5, 2008 (PC World) Today's economy isn't doing anyone any favors, and if you're one of the unfortunate folks to have been served a layoff notice, you might be facing a long haul when it comes to searching for another job. Is now the right moment to put your long-lingering business idea into practice? While times may be tight for many larger enterprises, in many cases, smaller, more-nimble companies are better able to withstand market uncertainty and weather downturns.
The best way to stick it to the man? Start working for yourself by founding your own company. Working for yourself has some serious and obvious advantages over job hunting. Not only do you determine your own hours and decide where you set up your office, but you keep all the profits too.
Starting your own business doesn't have to mean spending thousands of dollars on setup costs before you ever open your doors. Don't get suckered into spending loads of money on services that you don't need or that have far cheaper alternatives. Seriously, with $100, you can obtain everything you require to start just about any business online, with only minimal need to get up from your desk. Here's how to do it.
Find an Affordable Web Host
The Web site for your new business has to reside somewhere. How do you pick a Web host that won't leave you high and dry?
Most hosting plans for small companies offer similar features: basically unlimited storage space, support for common databases and publishing systems, and anywhere from a few gigabytes to 2TB of data transfer per month. Expect to pay between $5 and $15 per month for the service, with a one- or two-year upfront contract.
How to pick one from the dozens out there? Look for reviews from recent users, with a particular focus on how quickly the host resolves problems and how often the service goes down. If you expect sudden, big influxes of traffic due to promotions or Digg-like flooding, you'll want to ensure that the host can handle it. Ask about these issues if the company doesn't have written policies.
If your business is blog-centric, you can get started for free with a hosted service such as one from WordPress. You can always move to your own Web host later when you outgrow it or are ready for more.
Get Logos and Design Work
Numerous Web sites, such as Logo Ease and LogoMaker, will design a free logo for you based on options you set via a Web interface. The quality varies, but generally you can get the logo for free for online use. The services make money if you want to download the logo in EPS format, which is more suitable for printing on T-shirts and coffee mugs. A Web search for "free logo" will turn up dozens of additional alternatives.
Another, possibly better, approach is to seek out an independent designer to work on your logo. If you don't need anything fancy, you can find someone to do the job for $50 or less through a simple Craigslist ad. The advantage is that you get to work with a live person (with genuine artistic skills) to create something unique for you rather than a cold, computer-generated logo.
As for Web design, you're unlikely to encounter someone who can create an original site for you for a fee within our $100 budget range. If you can't afford a real designer from the start, begin with a simple layout and customize it as you go -- but try to avoid making incremental changes every day or week. When it's time to redesign, do all the work at once to avoid confusing and alienating your readers for a protracted time.
Build an E-Commerce Site on the Cheap
If you're planning to sell a lot of physical goods, you'll need a service that can handle e-commerce transactions, process credit cards and provide security for both. Setting all of this up on your own server is an expensive, time-consuming task laden with security risks. It's best to outsource the functions to a hosted service targeted at merchants. Such services can be surprisingly affordable. Yahoo Inc.'s popular Merchant Solutions start at $40 per month. E-commerce sites at Netfirms start at a mere $15 per month. You can customize both extensively to match your desired look and feel.
Find a Big Sales Partner
Thousands of merchants use Amazon.com to promote their goods, giving Amazon.com Inc. a cut when items sell. The big advantage: You don't need a Web site at all to sell there. You can sell just about anything that Amazon stocks by registering as a merchant, finding the product page for the item you're selling, and clicking Sell yours here. Merchants must pay $40 a month, plus a sliding scale of closing fees (6% to 20%). Individual sellers can sign up to sell with no monthly fees but must pay an extra 99 cent closing fee.
You'll find similar services (though less of a selection) at Half.com, which is part of eBay Inc. Of course, you can always try your hand at dealing on eBay itself, which is still a popular venue for selling new and used merchandise, though one drowning in noise.
Think SEO, All the Time
Don't underestimate the value of optimizing your Web site for Google. But you don't need to pay an expert thousands of dollars to optimize your site for you: Check out the expert advice from SEOmoz and other search engine optimization writers to learn the basics of SEO, and instill your site with good SEO habits from Day One. It takes time for the engines to get to know your site, so be patient. (Just make sure you've submitted your URL to all of them!)
Get Bonus Income With Google AdSense
Unless you're selling physical merchandise, try adding Google AdSense ads to your site. You might pull in only a few dollars a month while your site is small, but that's more than nothing -- plus, it opens the door for bigger ad opportunities down the road.
Constantly Promote Your Business
How do one-person businesses get big? They're always promoting themselves. Add your URL to your e-mail signature. Create a Facebook group for your business. Write a humorous blog about your product or industry (check out Chris Lindland's Cordarounds blog for ideas). Submit your gems to Digg, Reddit, and StumbleUpon. Comment on online stories in your field and cast yourself as an expert. Meet and greet at trade shows. Make T-shirts, stickers and business cards. Give away products to charity events in exchange for an ad. Hold contests for freebies and make people work for the prizes. Above all, don't let anyone forget about your new enterprise.
File for a Fictitious Business Name
Unless you intend to receive all incoming payments under your real, legal name (as, say, with a personal consultancy) you need a fictitious business name for your company, also known as a DBA ("doing business as"). You need one because of your bank's policies: If you receive a check for Acme Widgets, you won't be able to cash it unless you can prove that Acme is really you.
To make that connection, get a DBA. This is one of the few actions described in this article that you often can't do on the Web. The specifics of obtaining a business name vary from city to city and county to county, so you'll need to check with your municipality. In my city, you must make filings in person at the city hall (after you've ensured that no other businesses have the same name), and you must place a notice in a paper of record indicating that you've opened up shop. In some cities -- Little Rock, Ark., for example -- you can do the whole thing online. Some regions require county filings, too.
Check with your official city and county Web sites for specific instructions. Fees will range from nothing to about $50 to have any DBA and relevant licensing (see below) taken care of. Just make certain you go directly to the municipality to do the task: Intermediaries claiming to file forms on your behalf are often expensive scams.
What About Additional Licenses?
Again, this is a locale-specific issue. Some cities make you file for a special license if you're going to be working from home (the city doesn't want you snarling traffic if you open a cookie shop in your kitchen, for example). Others require certain types of businesses to file additional paperwork to get a license. Again, the rules vary dramatically from place to place, but usually you can take care of it all while you're filing for a DBA (and, in fact, usually the city won't give you a DBA unless you've handled any other relevant licensing issues already).
Also, if you're selling physical goods, you'll have to collect sales taxes if your state requires it, as most do. Check your state's Web site to learn about collection and filing procedures. Usually you won't have to pay any up-front fee.
Incorporate? Skip It
Many guides to starting a business will encourage you to incorporate, citing the legal protections that such a move offers. Their assertions are true, but unless your new venture is selling herbal Viagra online, your risk of facing a serious legal headache while your business is in its infancy is minimal. It's far cheaper, easier and faster to operate as a sole proprietorship, especially in dealing with finances and taxes. If things grow complicated, you can always incorporate later.
The Simple Business Bank Account
You can open a second bank account if you'd like, but if you're a proprietorship and have a DBA, you can use your personal bank account for business and not have to worry about multiple accounts. Your bank will even print your DBA on personal checks, making them suitable for business use.
If you really need a second account, ask your current bank if it has any special deals for small businesses. Many banks, for example, offer free business checking if you maintain a certain minimum balance.
Set Up a Switchboard
If you're expecting a lot of incoming phone calls, an answering service might be worth the investment. You'll seem more professional to customers, and you won't be roused from bed at the crack of dawn by callers who don't understand what time zones are.
You can have a live answering service (similar to the one your doctor uses) for $20 a month -- or less, if you have minimal incoming calls. Another option is to do it virtually. For about $10 a month, you can get an 800-number-based system such as RingCentral that answers calls with an automated greeting, routing calls to you (or other employees or contractors) or to voice mail depending on button presses.
If phone calls aren't a big deal, consider a second land line or a dedicated cell phone that you can use for business. Adding a line to either is easy, and with a cell phone you can even share minutes under a family plan.
For a Little More: Get a Virtual Office
The world doesn't need to know you're working in your basement, so many business owners turn to a P.O. box for the official address of their company. A bare P.O. box, however, doesn't seem all that professional, and you can't receive UPS or FedEx shipments there.
Another option is a virtual mailbox service, such as that of Regus PLC. With a virtual mailbox, you get a physical mailing address and someone who will sign for packages from other carriers. The catch is that people sending you mail still have to put a PMB code on the envelope, though it's less conspicuous than with a regular post office box. You pick up the mail once a week, or the service forwards it to you at cost. The plans cost $100 to $150 per month.
You can step up from there to a more serious arrangement: A virtual office setup gets you not just mail service but also a live receptionist who answers the phone however you like, plus access to a physical space with offices, conference rooms,and even videoconferencing facilities. Fees can range from $250 to $325 per month.
These costs are admittedly beyond our $100 budget, so consider whether you really need them before signing a contract. With so much business conducted online and via phone, you may never deal with visitors at all.
For a Little More: Offload Fulfillment and Shipping
Selling physical goods online often means long hours spent in your garage packing up orders to ship to buyers, and then standing in long lines at the post office to mail it all off. Another option exists, thanks to the wonders of e-fulfillment: You pay someone else to do all the inventory handling and order shipping for you. Fees can be pricey unless you have the volume to mandate it: Efulfillment Service costs a flat $70 per month, along with $1.85 per order processed and 25 cents per cubic foot per month for inventory stored, plus actual shipping fees.
Alternatively, you could hire a student or other temporary help to do the work for you a few days a week, but you'll still have to find somewhere else to park your car.
By now, your business should be up and running -- but that, alas, was the easy part. Now get out there and publish, promote and sell, sell, sell. And remember that even if, in the worst case, your business fails, "CEO" always looks good on your résumé!

Source: http://www.computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=Networking+and+Internet&articleId=9119119&taxonomyId=16&pageNumber=1

Daily Kos founder: How you can take on the system
By Markos Moulitsas Zúniga

Berkeley, Calif. – You can't change the world without conflict.
Whether you want to change Capitol Hill or Capitol Records, the corporate tower or the ivory tower, conflict must precede change, because in most of the big institutions of our society, we have too many entrenched elites who refuse to give up power without a fight.
Traditionally, these self-appointed and unaccountable gatekeepers have purported to operate in the public interest, but they are grossly out of touch with the public. Rather than empower people, they designed rules to keep the rabble out of the inner sanctums, where our ideas wouldn't infect their decisionmaking process. Whether it was record-label executives; Hollywood studio moguls; editors and producers in the media; or the clubby D.C. politicians, consultants, and lobbyists, many built walls to protect the sanctity of their turf.
The results? A sick body politic and a homogenized culture; a disengaged citizenry, cynical and despondent over its inability to effect change; and a powerful elite unhampered and unchallenged in the dogged pursuit of its own interests over those of society at large.
But all that is changing. Technology has unlocked the doors and facilitated a genuine democratization of our culture. No longer content to sit on the sidelines as spectators, a new generation of participants is taking an active role in our culture and democracy.
The changing media landscape offers this generation new challenges but also new opportunities. Chief among them is the mother lode of modern activism – the ability to dislodge "conventional wisdom" on any given topic.
Conventional wisdom refers to ideas and explanations generally accepted as the truth by the public, the gatekeepers, and the decisionmakers. Effecting societal change often requires changing the conventional wisdom on issues, especially when the "wisdom" isn't so wise.
For instance, the conventional wisdom on the stock market says that Republican administrations are good for the market, while Democratic ones are not. Yet since 1948, Democratic administrations have delivered 15.25 percent gains in the market compared with 9.53 percent for Republican ones, according to Jeremy Siegel, a finance professor at the University of Pennsylvania's Wharton School.
Clearly, the information has been accruing for more than half a century that Wall Street flourishes under Democratic administrations, yet so powerful is conventional wisdom once set that it often takes cultural or political upheaval to dislodge it. Thus, there is an inherent advantage in being the first to define the "truth," because whoever does so controls the terms of the debate.
Once the exclusive province of elite gatekeepers – media pundits, political party operatives, think tank denizens, lobbyists – shaping conventional wisdom is becoming a far more democratic affair, thanks to the networking nature of the Internet.
While activism was once predicated on influencing those gatekeepers, we can now create infrastructure that bypasses those gatekeepers, meaning that to stay relevant, they either have to be more responsive to the public, or risk losing their relevance.
Consider the British band Arctic Monkeys. Like most bands, they labored in obscurity, without a record label to promote their work. Yet they quickly built a passionate local fan base, which took on those promotional tasks for themselves. Without the band's involvement or permission, they set up a MySpace page, uploaded songs, and got the word out about their work. Word spread quickly. The buzz was so intense that record labels begged to sign the band. And when it finally signed with a small independent label, their first single debuted at No. 1 in Britain.
Record label executives no longer get to decide who succeeds and who fails. People are taking that job over for themselves. And as the Arctic Monkeys example shows, they could bypass not just the record labels, but even the band itself.
It's not just music. New empowering technologies are allowing "amateur" filmmakers to use inexpensive video and editing equipment to create content, then post it on sites such as YouTube free of charge and instant worldwide distribution. Bloggers can launch online publications for the cost of a domain name (about $10), building publications that rival their traditional media counterparts in the celebrity, political, and technology worlds. The media gatekeepers no longer get to decide who can participate in the conversation.
Nowhere has this impact been more noticeable than in politics. In the 2006 election cycle, Jon Tester of Montana and Jim Webb of Virginia were propelled to the US Senate by an energized online grass-roots network that fueled the two outsiders to victory – despite primary campaigns against well-funded and establishment-backed opponents, and difficult general election battles against entrenched, well-funded incumbents. In fact, Mr. Webb defeated Republican George Allen, who in addition to being a political legend in his state was also the then-front-runner for the GOP nomination for president.
The old gatekeepers in Hollywood, D.C., and New York can no longer determine who will lead us, what we can watch, what we can listen to, and what we can read. The age of seeking permission from authority figures is passing, and those who seize the opportunity offered by new technology to speak, act, create, and connect will be the men and women who change the world.

• Markos Moulitsas Zúniga is the publisher and founder of Daily Kos (dailykos.com), one of America's leading online political communities. This essay was adapted from his latest book, "Taking on the System: Rules for Radical Change in a Digital Era." Copyright by Markos Moulitsas Zúniga, Inc., 2008. Printed by arrangement with Celebra, a member of Penguin Group (USA) Inc.

Source: http://news.yahoo.com/s/csm/20081028/cm_csm/ymoulitsas;_ylt=AgKPI_qJDx0ryc6QH5aYYAKs0NUE

Managing a Micromanager
By Lily Garcia

I am a research assistant at a not-for-profit research organization. While my immediate supervisor is a great manager, I interact mostly with a project director. My project director is a great analyst, a really nice person, and we get along very well. If he weren't such a nice person I'd probably kill him. He feels the need to be in control of his projects, yet doesn't have the time to do everything so he delegates it out, but he still needs to know what's going on. He doesn't micromanage every decision that I make, but will sometimes micromanage the overall process.
I am responsible enough and so good at my job that I feel like I should be making more decisions than I am. Sometimes I feel like I'm not being allowed to grow. Sometimes I feel like I'm not trusted, but if I weren't trusted, then why would this project director always want to work with me or rely on me for so much? I have been trying to take initiative to do more, but we're short-staffed so I'm swamped with work.
For what it's worth, I'm hopefully leaving next year to go to graduate school. Over the next year, how do I either politely get my project director to back off or how do I learn from his tendency to micromanage? I really value his opinion and I respect him a lot, but I don't need a lot of direction in order to do my job.
It's not you, as the saying goes, it's him. He probably trusts you as much as he is humanly capable of trusting anyone. Yet, his need to control the process to ensure that nothing, nothing goes wrong overwhelms his capacity to effectively delegate.
To some extent, each of us type-A overachievers harbors anxiety about ceding control of our work to someone else. I recall a graduate schoolmate of mine who lived by the words, "If you want something done right, you have to do it yourself." As chief editor of a scholarly journal, this meant line editing every article and sleeping very little. He was able to pull it off, but he was stretched to his limits. Astute managers understand that there is considerable power in being able to let go because it can expand your reach and your ability to get things done by many degrees. The key is to hire good people, train them well, and trust them to perform.
Your project director has yet to learn this lesson, and for good reason. Like my schoolmate, he has probably achieved excellent results by controlling projects as much as possible. He has not yet reached the point at which his style starts to become a limitation to achievement. And I guarantee you that he will not get there over the course of the year that you have remaining with the organization.
So, to answer your question, trying to get your project director to back off, even very politely, would be a waste of your time. His professional style is deeply rooted in who he is, and it has probably been working pretty well for him so far. Without a compelling reason to change, he will keep doing what he does in the way that he does it. Unfortunately, I doubt that your personal irritation with his approach could make the difference.
What will make the greatest difference in your project director's approach to you is your consistently thorough, timely, and error-free work. Over time, his grip on the project development process will probably loosen further. However, I do not think that you can realistically expect someone like him to learn to let go to the point that you feel that you have room for autonomy and growth.
If you find that you are no longer able to effectively function in the situation, I would suggest that you speak with your immediate supervisor about your project director's style and request to be assigned to a different project director, if possible.

Source: http://www.washingtonpost.com/wp-dyn/content/article/2008/10/08/AR2008100802512.html

Maybe it’s time to stop calling America the “land of opportunity.”
by Clive Crook

Rags to Rags, Riches to Riches

Opportunity is the crux of the American idea. Opportunity is what the New World has always represented: struggle, risk, self-determination, and the hope of spiritual and material progress. Even now, to new immigrants, that or something like it is the pull—and for them at least, it is no false promise. If you move to America, you move up, and this is true whether you are rafting across the Rio Grande or negotiating the hazards of the H1B visa program. British emigrants (I am one) are fond of Spain and the United States. They go to Spain to retire; they come here to rise to new challenges. This lure, barely diminished after more than three centuries, has ever been an incalculable source of national strength.
But is America any longer a land of opportunity for the people born here? The evidence, such as it is, points to a surprising and dispiriting answer: no, not especially.
The idea that America is exceptional in its material opportunities is deeply lodged in the culture. For as long as the country had a western frontier with territory beyond, internal migration was just as bold a venture as crossing the ocean had been for the first settlers, and just as promising for the ambitious and self-reliant. The late-19th and early-20th centuries brought extraordinarily rapid industrial development, which nourished the American idea in a new way. Rising incomes made each succeeding generation more prosperous—and they rose so fast that people even felt more prosperous. But that phase, too, has ended. Incomes are now rising more slowly from generation to generation (and for a variety of reasons, the flattening feels worse than it is). Fewer adults today, it seems, expect their children to do better than they did. Pessimism vies with vitality for command of the national consciousness.
Much of this, no doubt, is a natural consequence of growing old. New immigrants notwithstanding, America is a middle-aged country, and striving is not a trait of the middle-aged. Still, an accumulating body of research suggests that the stiffening of America’s socioeconomic sinews is more advanced than the culture, even now, seems willing to admit; worse than the scholars who monitor it had hitherto understood; and—how shaming is this?—worse than in many older, wearier countries.
The American model has been regarded as proposing a kind of bargain. This is not Europe: Here, idleness and incompetence are sternly punished—but merit gets rewarded. Much more than elsewhere, your class background will neither prop you up nor hold you back. If you deserve to succeed, you will.
It is an inspiring, energizing offer—and still a profoundly influential one. It colors the national debate about taxes, health care, and other aspects of economic policy. But it is false advertising.
Most researchers now give America much lower marks than they used to for intergenerational economic mobility—the ease with which successive generations move up or down relative to their parents. As flaws in early postwar studies have been addressed, estimates of mobility have fallen. Before the 1990s, researchers tended to put the correlation between parents’ incomes and their children’s at around 20 percent, implying a high degree of mobility between generations. (Zero would imply no connection at all; a correlation of 100 percent would imply that parents’ incomes entirely determined the incomes of their children.) In the 1990s, using better data and techniques, experts tended to put that figure at about 40 percent. Recent estimates run as high as 60 percent. The finding is not that mobility has fallen since World War II—the studies point to no clear trend. It is that as methods of measuring mobility have improved, the result, across a span of recent decades, has gotten worse. The earlier view that postwar America was an economically mobile society is less and less borne out. Perhaps it was once (before data became available to track such things accurately); but it isn’t now.
More telling, maybe, is the international comparison. America stands lower in the ranking of income mobility than most of the countries whose data allow the comparison, scoring worse than Canada, all of the Scandinavian countries, and possibly even Germany and Britain (the data are imperfect, and different studies give slightly different results).
Strikingly, the research suggests that mobility within America’s middle-income bands is similar to that in many other countries. The stickiness is at the top and the bottom. According to one much-cited study, for instance, more than 40 percent of American boys born into the poorest fifth of the population stay there; the figure for Britain is 30 percent, for Denmark just 25 percent. In America, more than in other advanced economies, poor children stay poor. Other data show that in America, more than in, say, Britain, rich children stay rich as well.
The findings are still tentative, and the causes complicated—hardly a firm basis for prescription. Still, if the government needed another reason to retain the estate tax (aside from the fact that it is one of the most economically efficient taxes), this might serve. In general, a little less tolerance of inherited privilege would not seem amiss (hard for Americans to hear from a Brit, I understand, but look at the facts). Would it hurt, for instance, if the admissions preferences granted by America’s most prestigious universities to the children of benefactors and alumni aroused more disgust, or maybe just some mild disapproval? Or if the richest Americans bequeathed less of their wealth to universities that patently have no need of it (Harvard’s endowment is more than $30 billion), and more to those that do?
Cleansing as such gestures might be, however, aiming to go further, and improve economic mobility with an all-fronts assault on income inequality, would be misconceived, even if it could command political support (which, for now at least, it could not). The sad truth is that such inequality serves a purpose. It spurs effort and ambition—provided, of course, that poor people, through their own skill and industry, can reach the higher tiers.
The real focus of any effort to restore social and economic opportunity in America ought to be ladders out of poverty. An especially good one already exists: the Earned Income Tax Credit. Its coverage should be wider and its terms more generous, but the principle is exactly right: Supplement the wages of the low-paid to reward work, discourage idleness, and relieve poverty. More fundamentally, America needs to improve its worst and poorest schools, which sharply delimit the prospects of many poor children. Education cannot do everything. But dismal school performance is the biggest problem that policy makers concerned with opportunity in America can fix. So far, it ranks low—or not at all—on the list of issues being addressed by the 2008 presidential candidates.
America has no roots in feudalism, no notion of inherited orders of society, no instinct for deference or regard for nobility. And yet the economic mobility that is thought to follow from such freedom, and indeed ought to follow from it, appears to be a myth. Myths that defy the common experience can persist for only so long. Perhaps in the future the country will try harder to foster the opportunity it thinks it already provides. Or perhaps the culture will simply come to accept this un-American reality: a society of rigid economic orders, maintained by inheritance, blessed by its elites, and impotently endured by its underclass.

Source: http://www.theatlantic.com/doc/200706/land-of-opportunity

US State CIO Priorities 2009

A. Priority Strategies, Management Processes and Solutions - Top 10 Final Ranking
1. Consolidation: centralizing, consolidating services, operations, resources, infrastructure
2. Shared Services: business models, sharing resources, services, infrastructure
3. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or
avoiding costs, activity based costing
4. Security: security safeguards, enterprise policies, data protection, insider threat
5. Electronic Records Management/Digital Preservation/E-discovery: strategies, policies, legal
issues, opportunities for shared services, emergency preparedness
6. ERP Strategy: acquisition, implementation, expansion, upgrade
7. Green IT: policies, energy efficiency, power management, green procurement, e-waste
8. Transparency: open government, performance measures and data, accountability
9. Health Information Technology: assessment, partnering, implementation
10. Governance: improving IT governance, data governance

B. Priority Technologies, Applications and Tools - Top 10 Final Ranking
1. Virtualization (storage, computing, data center)
2. Document/Content/E-mail management (active, repository, archiving, digital preservation)
3. Legacy application modernization and upgrade (ERP)
4. Networking, voice and data communications, unified communications
5. Web 2.0 (services, collaboration technologies, social computing)
6. Green IT technologies and solutions
7. Identity and access management
8. Geospatial analysis and Geographic Information Systems (GIS)
9. Business Intelligence (BI) and analytics applications
10. Mobile workforce enablement

Source: http://www.nascio.org/publications/documents/NASCIO-CIOPriorities2008-2009.pdf