MARKET AND DEMAND 

      Millions of people all over the world are searching for a way to generate an extra income working from home in a business that they can operate online.

The vast majority of those people will waste months (or years) of their time and lose hundreds (or thousands) of dollars by following bad advice.

Many of these people are exactly the ones who can least afford to lose money.

Yet these people... single parents struggling to make ends meet, hard-working couples stuck in low-paying jobs, disabled people who are forced to find ways to earn money from home, retired people and people nearing retirement age and are wondering how they'll get by... are actually targeted.

It doesn't have to be this way! Online Business Alliance is the industry leader in providing honest answers, reliable information, and one-on-one support to people searching for a way to build a brighter future in an online business.

As an Online Business Alliance Business Owner, you'll be on the leading edge of a huge and growing industry with products and services designed to help..not hurt.

Are You ready right now?

A lot of people are lost when they want to start an online business. They not only do not know what business to start, but also what products to sell. They want to get their online business up and running as fast as possible.

Unless you already have your own product or service, the fastest and easiest way to start an online business is to focus on selling existing products and services. You can make a lot of money this way. But, you must know what products to market and which ones to avoid.

There are two ways you can start your business instantly:

1) By promoting existing products and services as an affiliate.

2) By acquiring the rights to a product.

     As an affiliate, you promote existing products or services on a commission-only basis. Every time you make a sale, you earn a commission. When you market products as an affiliate, you are required to find potential customers, and promote the merchant's product or services to interested buyers. The merchant pays you a commission for generating leads, clicks or sales for his product or service.

A lot of affiliate products can be found at clickbank, cj.com. Once you enroll in an affiliate program, which is normally free, you get into business immediately by marketing your affiliate products.

The disadvantage to marketing affiliate products and services is that you are competing with thousands of other affiliates marketing the same program, and you do not get to keep 100% of the profits. That's because you do not own the product, you only market it to others for a commission.

On the other hand, you can make money another way -- by acquiring the rights to a product. This is a very lucrative business. Resale rights products are the CASH-GENERATORS on the Internet! They are a marketer's dream because resell rights allow you to have an instant product to sell, without having to create the product yourself. You own the license to sell the product for life, and never have to share the profits with anyone. You keep all the profit!

What is so great about resale rights products is that they come with a ready-made website or sales page, including graphics. It is a complete and instant business. The product creator has done all the product development, marketing and testing for you. With this instant online business, the only thing you need to do is purchase web hosting for as little as $5.95 a month, upload your web sales page to your server, add your pay button, and PRESTO you are in business.

For example, if you market ten or more resale rights products each, where each already has its own website, all you have to do is drive traffic to your websites, and you could be making a lot of money every month on a consistent basis. And, your business runs on autopilot. You set it up, and forget it.

So, why aren't most people selling resale rights products? The really good ones are difficult to find. It takes time, money and effort to create and test a product. When you do come across master resale rights products, they are old, out-dated, over-sold, and already owned by the majority of customers. You cannot make money selling these products. You want brand new, "hot" products that hardly anyone is selling. That way you won't be competing with thousands of others selling the same product.

The bottom line of any business is profit. The success of your business relies completely upon your ability to make money selling a product or service that's in great demand, and as unique from others as possible. If you do not adhere to this business principle, you will waste your time and effort selling the current old, out- dated products currently circulating online, and make little to no money. Those who violate this principle end up in frustration and quit.

In the end, your online business will produce big-profits when you are marketing an in-demand product to a targeted group of people where there is the smallest number of competitors selling the same product.

Quest for the Dream Job  

Would you really rather be doing something else for a living; be honest with yourself, deep down, don't you have that feeling that there's something better out there for you that would be more rewarding financially and otherwise?

Be honest. We might tell our bosses that we love our work. We'll even tell ourselves-sometimes we have to just to get psyched up for the grind. But deep down, the vast majority of us know there's something better out there. Something more rewarding, financially or otherwise. Even if you're among the lucky ones who like their work, ask yourself a question: Is this your dream job? And if the answer is no, the next question should be this: What are you going to do about it?

Even posing such queries in these anxious times might seem ludicrous. Surveys report that up to 80 percent of American workers aren't satisfied with their jobs. Yet there's a strong inertial pull holding people in place. The economic recovery seems fitful at best, and when it comes to jobs, it's been the most impotent rebound in history. For the 8 million out-of-work Americans, any job right now would be a dream job. Between outsourcing, Iraq, predictions of a looming real estate collapse-if you have a job, even one that stinks, there can be an understandable urge to hold your nose and hang on.

Which is a shame, really. Because there are indeed dream jobs out there these days, and people do figure out ways to land them. Within easier reach are a growing number of jobs that are simply upgrades-well-paying, stimulating work that may not be your labor of love but can get you on higher ground while you continue the search for workplace bliss. And for a host of little-understood reasons, we're approaching a rather good time for trading up in the job market.

Despite all the gloomy news, corporate profits at U.S. companies are more than 20 percent higher than they were at this point in 2003. That's one of the strongest rates of profit growth since the 1980s. Up to now, managers have been squeezing more hours out of existing employees rather than hiring new ones-another reason for hating your job. But statistics suggest that tactic has reached its blood-from-a-stone end point, and many economists predict a building wave of new job creation that will start in 2005 and roll on for many years.

There are many factors behind that belief, but a fundamental one lies in the distinction between an expansion driven by corporate investment, which cratered in 2001, and one driven by consumer spending, which has propped up the economy since then. The dollars that companies spend on buildings, machinery, computers, software-the things that put people to work-add up to only about 10 percent of the gross domestic product but generate as much as two-thirds of each point of total economic growth. Consumer spending creates jobs at Wal-Mart. Corporate spending creates them at IBM.

And now corporate spending is going gangbusters again throughout many industries, rising 10.5 percent to a projected $1.2 trillion for 2004. The CEO Confidence Survey, a leading indicator of business investment and quality job growth compiled by the Conference Board, is registering scores above 70-the highest level since 1992, which marked the beginning of the longest and strongest economic expansion in the post-World War II era. A recent survey by PricewaterhouseCoopers, which has itself hired 5,500 new workers over the past year, found that more than three-quarters of the CEOs at the nation's 364 fastest-growing companies plan to add workers during the next 12 months.

At the same time, productivity growth is fading, falling from 9 percent a year ago to about 2 percent today. That means bosses aren't able to wring as much new output from their current workers. They'll need more to grow sales. They'll be looking for people with skills, education, and entrepreneurial zeal-and will have no choice but to pay well for them. "Wages for those kinds of people will rise at rates we've never seen before over the next couple of years," says Richard Florida, a professor of public policy at George Mason University and author of The Rise of the Creative Class. "These will be jobs with a view."

The effect is already coming into focus. Even with sputtering job growth, the unemployment rate has fallen almost a point over the past year and is expected to flirt with 5 percent next year. The last time that happened was in 1997, a moment when the dynamics of the labor market utterly and violently reversed to the disadvantage of employers. That tight labor market was presaged by so-called spot shortages-a spike in demand for a specific occupation in a specific place. From 1995 to 1996, for instance, wages for software architects rose 20 percent in places like Silicon Valley and Boston.

Similar spot shortages are popping up again now. In Atlanta, salaries for network systems analysts have risen 15 percent this year. In Washington, D.C., and Seattle, defense contractors like Lockheed Martin and Boeing have thousands of high-salary IT positions they can't fill despite offering significant wage premiums. In New Jersey and Southern California, accountants are almost as hot as tech workers were in the dotcom days; companies are paying headhunters just to set up interviews, on top of the usual payment when a prospect is actually hired.

The shortages, says economist Phil Hopkins of forecasting firm Global Insight, will spread to other cities and occupations, generating wider and wider circles of opportunity for better work-and, for some, dream jobs. What follows is a guide to slipping the bonds of bad work, illustrated with real-life stories of people who have landed enviable jobs. Take heart from their tales. Chase the dream. Just think how good it would feel to tell your boss that, actually, you don't love your job. And you've just accepted a far better one.

DEFINE THE DREAM

To begin the quest, ponder this: What in the world is my dream job? Obvious though the question is, it can be tough to answer. For one thing, after a certain point, as life's compromises pile up, a lot of people simply stop believing in the perfect job. John Krumboltz, a professor of education and psychology at Stanford University, estimates that only 2 percent of workers older than 30 have the jobs they dreamed of having when they were teenagers. Krumboltz believes that career idealism gets pounded out of people partly because, early on, we fixate on jobs that are less a dream than a hallucination. "Most of us are not going to become rock stars or play shortstop for the Yankees," Krumboltz argues. "To put all your stock in getting this one dream job is an exercise in futility for most people."

Krumboltz suggests a better approach: Experiment with different dreams. Richard Hagberg, a psychologist and Silicon Valley management consultant, offers similar advice. "Think of the things you like to do, not necessarily things you're good at," he says. "Then see if anyone is getting paid to do them." For instance, are you a home video nut? Maybe you should start a company that makes corporate training and marketing videos. One of Hagberg's clients did just that. Hagberg had urged the man to hang out with people in the videography industry, and he clicked. The acid test for whether you've found a potential dream job, Hagberg says, is, "Do you get along with the people in this field? Are you like these people?"

MAKE YOUR BOSS'S RESUME YOUR OWN

Some of the most frustrated people in America are workers in the so-called creative class, the term that Florida uses to describe executives, technologists, marketers, and others who make up the top 30 percent of the workforce. Many dream of running their own shop but, at least at some point in their careers, find themselves blocked by a heavy hitter higher up the ladder who isn't going anywhere.

Beth Axelrod, chief strategist for the 70,000-member workforce at WPP Group, the advertising conglomerate that owns the likes of J. Walter Thompson, wants to make the dreams of those stymied creative types come true. Axelrod is among a growing group of headhunters who are trying to raid high-ranking talent whose career paths are cut off at rival companies. In Axelrod's case, she targets the No. 2 or No. 3 person responsible for hit ad campaigns and offers them a chance to run a piece of business on their own at WPP. In human resources circles, that's known as the "pull-up hire," and it can be an express elevator to better work. In May, for instance, J. Walter Thompson recruited Mike Mazza to be its chief creative director for West Coast operations. He'd been a No. 2 creative officer at San Francisco's Publicis & Hal Riney, the agency that created Sprint's ads. "He had done great work, but he was clearly blocked," says Seth Wolk, head of HR at Thompson. He keeps files on the bench strength at all his competitors, looking for frustrated stars to cherry-pick.

So how do you get in the file? One useful maneuver is to get some of the reflected glory from the very boss whose success has stalled your advance. If your boss has been celebrated for a tough turnaround, make clear to people in your field what your contributions to that feat were-which projects were your ideas, which programs you managed, how you cleaned up your own part of the business. It helps to be able to document it with e-mail trails, memos, and testimonials from clients and customers. Another trick: Seek out headhunters who specialize in your field and get on their radar screens. Industry gossip is the currency of their trade, and the people who do the actual hiring rely heavily on their informal intelligence network.

FOLLOW THE MONEY

If you spend any time in Silicon Valley, you still hear a lot of carping about the ravaged work environment. There are an estimated 10,000 IT workers in the San Francisco Bay Area who are still pounding the pavement for full-time work. But here's a little secret: One reason they can't find good jobs is that they won't move to where the jobs are.

Hey, it's the Bay Area; it's a nice place to be. But there are gaping job openings for them if they'd just move on. Jeffrey Shuman, head of hiring for Northrop Grumman's 22,000-strong IT division, is filling 4,300 openings this year. He has found it almost impossible to recruit in the Bay Area-even for a 350-mile shift to Southern California, where Northrop is based. "We've had candidates turn down jobs that pay six figures and a full relocation package with moving expenses," Shuman laments. "They have self-imposed boundaries. They don't want to leave. They don't want to commute."

At the moment, Silicon Valley is an exception to another rule for job upgrading. The Valley is the ultimate "industry cluster"-economists' term for an area where companies in the same general business congregate. Clusters typically have higher productivity and higher profits, and therefore higher wages. When times are good, a concentration of employers bids up wages. The Valley is still digging out from the bust, and thus isn't generating all the upside of a cluster in an improving economy. But it will again someday, and clusters in other areas are booming now-Los Angeles's aerospace and defense cluster being a prime example. In this economic expansion, the gap between the have-not cities and those that are bases for fast-growth industries will widen. So if you're a coder in Topeka, move to Raleigh-Durham. If you're a biochemist in St. Louis, move to Boston or San Diego. Says Tom Long of executive search firm Egon Zehnder, "You can stay within the industry where your skills are already in demand, but increase your labor mobility and future pay overnight."

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