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I've been receiving emails from people asking for my advice on which affiliate programs are the best, who pays the most and most often, and many other basic questions. I'd like to answer those questions on this forum, but I can only type so fast.

I went out this weekend looking for content that I could publish here temporarily while I got down to writing. I had a hard time finding unbiased content. Most of the so-called reviews out there are infomercials, and that's not what I was looking for with this blog. So you're going to have to bear with me. I've been looking and learning and reading and talking, and I've got a lot to say. I just need the time to write it down, and I will, starting tomorrow. No, really I will.

In the meantime, you need to ask yourself this - are you ready for an affiliate program, or Internet Advertising in general? I put together four questions you should ask before you embark on your affiliate program or any Internet advertising.

Before I get to the four questions you should ask before you enbark on your affiliate program, I am going to review two concepts that I use often here on Affiliateblog. The first is what I call the macro view of your Internet presence:

Incoming visitors -> Internet Presence < - Sales or Actions

You are really running two campaigns with your Internet presence -- the first campaign is concerned with getting visitors to the site, and the campaign is ongoing. The second campaign is to get those visitors to do something. That something may be just to spend more time at your site, or it may be to sign up for something or buy something.

The other represents the process of Internet advertising:

Impression -> Click -> Action

Most affiliate programs pay publishers in the last part of the process, the Action. I'll be using both of these concepts in my questions. So here we go…

1. Do you know enough about your visitors?

There are literally thousands of affiliate programs out there. While some affiliate marketing hubs are experimenting with context-sensitive serving of affiliate banners and banner rotation on affiliate sites, YOU will be the one to decide what kind of products and services you want to offer your visitors. This seems like a minor detail, but it is a major factor in your success.

If you haven't already, take a look at the stats for your web site over the past month or so. Where do your visitors come from? Have you paid for Google, Yahoo or other search engine traffic? What are the keywords that people used to get to you? More complex and specific search terms tend to result in more immediate conversions, while broader search terms may result in sales later. If people get to your site using what you believe to be broad search terms, you need to be sure that the cookie life (the amount of time that passes between someone from your site visiting the affiliate merchant's site and the sale) is long.

Do you have textlinks or other advertising on other sites? Do you know the demographics of the visitors from those sites? Have you spoken to the webmaster, owner or manager of the sites on which you advertise and asked him or her about their visitors? Do you know the websites? Have you visited the sites that advertise on the same sites as you? When you investigate all of these things a profile of the visitors to your site should begin to emerge.

Which search engine brings you the most traffic? If it's Google, the user is slightly more apt to be male, and in the middle (of MSN, Yahoo and Google) as far as propensity toward buying something (42% more likely than the average user). There's a terrific article on marketingvox.com if you want to see more details. You can also find some interesting demographic info on the major search engines from AQABA.

You should pay particular attention to the domains of your visitors. If you have a lot of AOL traffic for example, you should consider that the profile of the average AOL user is 35 or older (77%) and married (62%).

If you have trouble with textual representation vs. graphical representation (as I do), there is a terrific product called VisitorVille that takes your web logs and animates them. The text is represented as pictures (buildings, people, buses for the search engines, etc). You can see it here. Disclaimer: I am a VisitorVille affiliate.

When it comes to getting hired for a job, the old-time basics still apply. It doesn't matter if you're applying for a job at a large company or a small firm - you still have to ace the job interview. And at your job interview, you have to sell and present yourself in a way that is in a favorable light to your employer - and this is what this article will help you to do.

You always want to show up on time for the interview and arrive 10-15 minutes early so that you can be prompt and on time. This will also help to get a good impression on your interviewer, so showing up on time is key.

Here are 4 tips that you can use to have the most success with your job interview:

1) Come prepared

Being prepared means being prepared for questions and also dressing appropriately. Your attire is the first thing that your interviewer will notice, so make it a good impression as someone who is serious for the position. You also want to keep certain etiquette in mind such as turning off your phone and having great posture. You want to appear as confident as possible without any distractions.

2) Know about the company

You should always do some background research about the company that you're applying for. This shows that you're attentive about the position and that you're really interested in the job. Plus, you can have a good response when the interviewer asks you if you know anything about the company. If you have a good answer, they will be impressed and it will go a long way towards doing well on the interview.

You also want to be prepared with a list of basic questions that the interviewer may ask you. Who knows, the first question from the interviewer's mouth may be "so tell me about yourself."

How are you going to be prepared for that?

3) Relax

Be cool in the fact that you are confident and that you have done everything that you could to have success on this interview. Always keep good eye contact throughout the interview and give good firm handshakes. Be sure to smile always before, during, and after the interview - and sit only when asked to do so. Also, thank the interviewer after the interview is over and be gracious in the fact that they considered you for the position.

4) This is your shot

This is your one opportunity to sell yourself, so make it good. All the hard work you've put in with your resume has paid off in the form of an interview, and now is the time to perform.

If you have a short experience, don't be hindered by it. Make up for it by being confident and attentive with your responses. Just be calm and discreetly sell yourself by stating your qualifications and how they relate to the job at hand. Don't be overconfident or cocky, but be sure to have your input on how you can help the company reach their goals.

All of these tips will help you when you go on your next interview. Be sure to review them as they will prove to be helpful for you at that time. Good luck.

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Infosys, living up to its reputation of being a dream employer, got over four lakh job applications last fiscal and had to reject a whopping 94 per cent of them. But, about 28 per cent of the successful candidates, who were made job offers, did not join during the year.

"Over the last year, we received 4,00,812 applications from prospective employees and we continue to remain an employer of choice in the industry," Infosys has disclosed in its annual regulatory filing in the US, where its shares are listed at the Nasdaq Stock Exchange.

The company further said that out of these, around 77,000 applicants underwent written test, approximately 61,000 were interviewed and 26,200 job offers were made in the fiscal year 2009-10. This means that the company made employment offers to nearly six per cent of total applications received.

However, the company's total headcount witnessed a gross addition of only 18,905 employees, as per the same annual filing. Besides, the net addition, after taking into account the attrition during the year, to the company's payroll was 6,837 employees in the fiscal ended March 31, 2010.

Considering the gross addition numbers, the number of employees who joined the company during the year account for only 72.2 per cent of the total number of job offers --meaning 27.8 per cent did not join.

Further, if the net addition numbers are taken into account, as much as 74 per cent of those having been made job offers during the year are not on its payroll.

Infosys also said in the annual filing that the attrition rate of its employees increased to 13.4 per cent in 2009-10, from 11.1 per cent in the previous year.

"Employees are our vital and most valuable assets. We have created a favorable work environment that encourages innovation and meritocracy. We have also set up a scalable recruitment and human resources management process, which enables us to attract and retain high caliber employees," it

Including its subsidiaries, Infosys employed approximately 1,13,800 employees at the end of last fiscal.

The company recruits new students from premier universities, colleges and institutes in India and through need-based hiring of project leaders and middle managers. Besides, it has also begun selective recruitment at campuses in the US, the UK, Australia and China.

Outsource your job to get a new one! This is the new mantra doing the rounds in the US IT sector. Programmers are outsourcing their software modules to cheap and efficient labour in India. This way they get the best of both worlds- more money and more time. They earn doubly - one from the outsourced job, other from the new job they undertake.

According to this concept the techie is able to give himself a promotion outsourcing the specific modules to one or more Indian techies . While he takes the charge as a overall project manager.

You can utilise the time in updating yourself to new technologies as well as learning a different domain thereby enhancing your market value considerably .

Says a programmer on Slashdot.org who outsourced his job: "About a year ago I hired a developer in India to do my job. I pay him $12,000 out of the $67,000 I get. He's happy to have the work. I'm happy that I have to work only 90 minutes a day just supervising the code. My employer thinks I'm telecommuting. Now I'm considering getting a second job and doing the same thing."

Smarter techies are working for three to four companies at the same time, outsourcing all the coding and just supervising them for few hours a day. This way they are able to earn four to five time more than what they used to.

This is called the principle of 'comparative advantage', whereby you concentrate on you core strengths outsourcing the non competitive areas.

The idea has given rise to firms named as micro multinationals. These firms hire a small number of sales and marketing people in the US. The software products are developed in Bangalore, Pune or Hyderabad.

The concept of micro multinationals is antithesis to the theory of 'Incubation'. Incubator firms are venture capital funded startups which divest some business functions to their investors.

Solidcore Systems, a security software developer with headquarters in Silicon Valley, is a micro-multinational. Solidcore has 20 employees in New Delhi and six subcontractors in Pune, India. The company also has 20 employees, including its CEO, CTO, and sales reps, in the US.

While micro multinationals purchase non-core services from outside concentrating on their core competetive advantage. An example may be the call centres themselves outsourcing the non essential services of security, food catering or maintenance to outside firms.

Says Rosen Sharma, president and chief executive of Solidcore: "We were a micro-multinational from day one. It didn't mean I hired fewer people in the US," he says. "It meant that I could hire more people in sales and marketing, because I didn't have to concentrate on building R&D in America."
 
The wisdom of outsourcing applies to businesses great and small. When companies have some of their operations performed elsewhere, they reduce costs and allocate capital and labour instead to those activities that cannot, or should not, be subcontracted.

When businesses use capital and labor efficiently, they can better explore expanding markets. And faster growth creates a need for new workers. The result is almost always a net gain in employment.

Outsourcing is change. As ever, change will be unacceptable to a few; there will be "dislocations," to use the jargon of labor economists. Some people will be too old, too inflexible, or otherwise unable to find new work.

But most Americans can relax. Cheap overseas labor means more jobs in the US, not fewer. And working for a company that's both global and small might just be the best of both worlds.

Over the past 10 years, 325 million jobs were eliminated in the US, but 342 million jobs were created. According to the Information Technology Association of America, some 372,000 technologists were laid off in the recent recession. Some fraction of those positions moved to India.

But the ITAA also predicts that outsourcing will create 317,000 entirely new jobs in the US over the next four years as a result of cost savings. And outsourcing generated 90,000 jobs in 2003 alone

Yahoo Inc is splitting the duties for its North American sales operations among four internal executives instead of replacing the sales boss that left the Internet giant nearly five months ago.
The new structure, which comes as Yahoo works to revive stalled revenue growth, will help the company better serve its various advertising customers and bring the sales team closer to Yahoo's senior management, said Hilary Schneider, the head of Americas business in an interview with Reuters on Monday.

In March, Yahoo's head of North American revenue and market development, Joanne Bradford, left to join privately held Demand Media.

Schneider said the new structure was not a result of challenges finding a replacement for Bradford, noting that the company had a lot of interest from very qualified people but found its internal candidates best-suited for the job.

Schneider said the four executives at Yahoo would report directly to her, thus eliminating a layer of management and bringing the sales operations closer to her and Chief Executive Carol Bartz.

"Yahoo essentially is elevating the sales organization within the structure," Schneider said.

Yahoo is among the most popular destinations on the Internet and the largest provider of the graphical display ads that appear on Web pages, according to analysts. But the company's growth in users and revenue has stalled among competition from Internet social networks like Facebook and search giant Google Inc.