Internet Marketer in Indonesia: Potential Market!

Based on recent statistic, population of Indonesia has reached more than 220 million people and has more than 25 million Internet User! It's not really a great percentage, but still, it's quite huge of numbers! Last few years, Indonesia experiencing rapid growth in Internet User every year. It means that Internet Marketer in Indonesia has more and more opportunity in this field. Every year there are bunch of New Internet Marketer players join into this new world.

Few years back, I'm still thinking it is quite impossible for Indonesia to have such of this market due to many barriers (slow internet, expensive internet, many people do not have computer - or maybe have no idea what is computer look like -, and the list goes on and on ...). As I look the market today, I have to admit that my old perception is absolutely wrong! Lots of people from diverse demographics have used Internet for thousand reasons. Some just used it for fun, e-mail, browsing, chatting, when others used it for business purposes (either individual or company).

Whatever the reason is, the most important thing is that we realize there are lots niche and potential market outthere! One of the tools that is used by most of Internet Marketer is SEO (Search Engine Optimization). These days, many people are very grateful to Google because of SEO technique. It's faster, cheaper, and much more FOCUS and TARGETED!

For example, if you need to advertise your products in newspapers, you need to pay at least few millions dollar just for 2 or maybe 3 short line. And it may not targeted very well into your potential customers. While in SEO, if you put proper keyword on your website, when people search for those things through google search engine and they are able to find your website, they have become your POTENTIAL customer immediately! Let's put it this way, when people try to look for a flowers shop in google, they won't search for pet shop through google search engine.

10 Rules of Sam Walton's

As a business brilliance and genius, Sam Walton is well known for their 10 rules even after he passed away. Most people acknowledge these as his "secret weapons" to be success in Wal-Mart. Today, Wal-Mart is the world's #1 retailer, with more than 4,150 stores including discount stores, combination discount and grocery stores, and Sam's Club. And it's still growing!

No wonder many people who doing business are tyring to grasp some of his principle and technique. Here I share his 10 rules:

Rule #1
Commit to your business. Believe in it more than anything else. If you love your work, you'll be out there every day trying to do the best you can, and pretty soon everybody around will catch the passion from you - like a fever.

Rule #2
Share your profits with all your associates, and treat them as partners. In turn, they will treat you as a partner, and together you will all perform beyond your wildest expectations.

Rule #3 Motivate your partners. Money and ownership aren't enough. Set high goals, encourage competition and then keep score. Make bets with outrageous payoffs.

Rule #4
Communicate everything you possibly can to your partners. The more they know, the more they'll understand. The more they understand, the more they'll care. Once they care, there's no stopping them. Information is power, and the gain you get from empowering your associates more than offsets the risk of informing your competitors.

Rule #5
Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free and worth a fortune.

Rule #6
Celebrate your success and find humour in your failures. Don't take yourself so seriously. Loosen up and everyone around you will loosen up. Have fun and always show enthusiasm. When all else fails put on a costume and sing a silly song.

Rule #7
Listen to everyone in your company, and figure out ways to get them talking. The folks on the front line - the ones who actually talk to customers - are the only ones who really know what's going on out there. You'd better find out what they know.

Rule #8
Exceed your customer's expectations. If you do they'll come back over and over. Give them what they want - and a little more. Let them know you appreciate them. Make good on all your mistakes, and don't make excuses - apologize. Stand behind everything you do. 'Satisfaction guaranteed' will make all the difference.

Rule #9
Control your expenses better than your competition. This is where you can always find the competitive advantage. You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

Rule #10
Swim upstream. Go the other way. Ignore the conventional wisdom. If everybody is doing it one way, there's a good chance you can find your niche by going exactly in the opposite direction

One remarkable way, he uses "associates" and "partners" as interchangeable terms for his employees and vendors. That was he felt about everyone who worked for him or supplied to him was his equal and an expert from whom he could learn. And above all, his customers were everything

Sam Walton's Way [#1 Company in the World's Founder]

Wal-Mart was one of the Most Successful company and absolutely Biggest Retail Company of our time. Sam Walton was one of the most successful entrepreneurs of our time. Even after he passed away, two of his son still in the top 5 of richest man in the world.

Sam Walton was a simple, unique, and and self-made man. Starting from scratch, with a singularity of focus, he built Wal-Mart into the largest and most successful company in the world.

As a continuous learner, Walton was committed to constantly increasing his own knowledge. He challenged existing business theories and paradigms by developing and implementing a new set of rules and used this new information to build and improve every aspect of Wal-Mart.

Here is set of rules that he considered as his entrepreneur key success:

*Motivate yourself and others to achieve your dreams
*Communicate with people and show that you care
*Appreciate and recognize people for their effort and results
*Listen to others and learn from their ideas
*Control expenses and save your way to prosperity
*Swim upstream, be different, and challenge thestatus quo

In leadership aspects, here is what he considered the best:
*Listen to your people and respond to their needs
*Recruit employees who have the capacity to replace you
*Allow people to think and try new things
*Create an environment that allows your staff to comfortably disagree with you

While many leader thinks that what they said is the only one that matter,Walton just did the opposite. He encourages his employee to critize, complain, and disagree with his thought. His eagerness to learn is contagious in his entire company. This is why they always motivated to move forward and take Wal-Mart as their own family.

Behind The Scene: Air Asia Success Story!

When Tony Fernandes wanted to start Malaysia's first discount airline a few years ago, he couldn't get a license. Then he heard bankrupt Air Asia, with two Boeing jets and $11 million in debt, could be bought from the government. All he had to do was sell then-Prime Minister Mahathir Mohamad on the idea. The two met in October, 2001, with Fernandes, a British-trained accountant, telling Mahathir a discount carrier could revolutionize Southeast Asian air travel and boost tourism at a time when airlines worldwide were struggling from the impact of the September 11 terrorist attacks. Mahathir was persuaded -- Fernandes only had to pay a token 26 cents for the carrier -- but airline analysts were skeptical. "When we started, they said it wouldn't work," recalls Fernandes. "They said we would die."

Well, Fernandes not only survived, he has thrived. One-way fares as low as $2.50 have persuaded thousands of Malaysians to fly who in the past would have taken a bus, train, or boat. Since its relaunch in December, 2001, Air Asia has bought four Boeing 737-300s and leased 13 more. It now flies to 28 destinations around the region, including Jakarta, Bangkok, and Macau. Fernandes keeps costs low with short-haul flights, a high rate of aircraft utilization, and a fast turnaround rate. He also makes money with a lucrative cargo service, sales of drinks on board, and marketing tie-ups with other companies. Air Asia's planes are flying 80% full on average, and analysts say it will earn $16 million in profits on $120 million in revenues for the fiscal year ending June 30.

Fernandes' biggest achievement has been to turn Air Asia into an international carrier. Before he arrived on the scene, countries in the region never had any kind of open-skies agreement. In mid-2003, Fernandes' lobbying pushed Mahathir to raise the idea with the leaders of neighboring Thailand, Indonesia, and Singapore. As a result, those nations have granted landing rights to Air Asia and other discount carriers. "Fernandes has had remarkable influence in shaping government and airline thinking in Southeast Asia and beyond," says Peter Harbison, managing director of the Center for Asia Pacific Aviation, a Sydney consultancy. "The Asia Pacific airline industry will never be the same again."

Now, Southeast Asia is buzzing with successful, low-price carriers such as Thai Air Asia, which took off in January, and Singapore-based Valuair, which began flying in May. Asia's big established carriers are responding with cut-rate rivals of their own. Singapore Airlines, for example, is preparing to launch Tiger Airways in late November, while Australia's Qantas Airways is starting up JetStar in mid-November. Even though this means more competition, Fernandes is proud of what he set in motion. "It was the popularity of low-cost carriers like Air Asia," he says, "that forced them to move toward more open skies."

Fernandes learned to think like an entrepreneur from a master. After graduating from the London School of Economics in 1987, he worked as an accountant for Richard Branson's Virgin Records from 1987 to 1989. The amateur guitarist went on to become vice-president for Southeast Asia for Warner Music Group from 1992-2001. But Fernandes says he won't imitate his mentor Branson by branching out into many businesses. "Unlike Sir Richard, I am totally focused on just one thing -- Air Asia," he says. Not that he doesn't have big plans. He wants to fly 6 million passengers annually by 2005, up from 1.8 million last year, and buy 80 new planes to serve them. An initial public offering is looming as soon as September. Whatever he does next, Fernandes is likely to teach his competitors a thing or two about how to push the business envelope.

Source: http://www.businessweek.com/magazine/content/04_28/b3891409.htm