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A network is a group of computers, printers, and other devices that are connected together with cables. The sharing of data and resources. Information travels over the cables, allowing network users to exchange documents & data with each other, print to the same printers, and generally share any hardware or software that is connected to the network. Each computer, printer, or other peripheral device that is connected to the network is called a node. Networks can have tens, thousands, or even millions of nodes.

Cabling:

The two most popular types of network cabling are twisted-pair (also known as 10BaseT) and thin coax (also known as 10Base2). 10BaseT cabling looks like ordinary telephone wire, except that it has 8 wires inside instead of 4. Thin coax looks like the copper coaxial cabling that's often used to connect a VCR to a TV set.

Network Adapter:

A network computer is connected to the network cabling with a network interface card, (also called a "NIC", "nick", or network adapter). Some NICs are installed inside of a computer: the PC is opened up and a network card is plugged directly into one of the computer's internal expansion slots. 286, 386, and many 486 computers have 16-bit slots, so a 16-bit NIC is needed. Faster computers, like high-speed 486s and Pentiums, , often have 32-bit, or PCI slots. These PCs require 32-bit NICs to achieve the fastest networking speeds possible for speed-critical applications like desktop video, multimedia, publishing, and databases. And if a computer is going to be used with a Fast Ethernet network, it will need a network adapter that supports 100Mbps data speeds as well.

Hubs

The last piece of the networking puzzle is called a hub. A hub is a box that is used to gather groups of PCs together at a central location with 10BaseT cabling. If you're networking a small group of computers together, you may be able to get by with a hub, some 10BaseT cables, and a handful of network adapters. Larger networks often use a thin coax "backbone" that connects a row of 10BaseT hubs together. Each hub, in turn, may connect a handful of computer together using 10BaseT cabling, which allows you to build networks of tens, hundreds, or thousands of nodes.
Like network cards, hubs are available in both standard (10Mbps) and Fast Ethernet (100Mbps) versions.

LANs (Local Area Networks)

A network is any collection of independent computers that communicate with one another over a shared network medium. LANs are networks usually confined to a geographic area, such as a single building or a college campus. LANs can be small, linking as few as three computers, but often link hundreds of computers used by thousands of people. The development of standard networking protocols and media has resulted in worldwide proliferation of LANs throughout business and educational organizations.

WANs (Wide Area Networks)

Often a network is located in multiple physical places. Wide area networking combines multiple LANs that are geographically separate. This is accomplished by connecting the different LANs using services such as dedicated leased phone lines, dial-up phone lines (both synchronous and asynchronous), satellite links, and data packet carrier services. Wide area networking can be as simple as a modem and remote access server for employees to dial into, or it can be as complex as hundreds of branch offices globally linked using special routing protocols and filters to minimize the expense of sending data sent over vast distances.

Internet

The Internet is a system of linked networks that are worldwide in scope and facilitate data communication services such as remote login, file transfer, electronic mail, the World Wide Web and newsgroups.
With the meteoric rise in demand for connectivity, the Internet has become a communications highway for millions of users. The Internet was initially restricted to military and academic institutions, but now it is a full-fledged conduit for any and all forms of information and commerce. Internet websites now provide personal, educational, political and economic resources to every corner of the planet.

Intranet

With the advancements made in browser-based software for the Internet, many private organizations are implementing intranets. An intranet is a private network utilizing Internet-type tools, but available only within that organization. For large organizations, an intranet provides an easy access mode to corporate information for employees.

Ethernet

Ethernet is the most popular physical layer LAN technology in use today. Other LAN types include Token Ring, Fast Ethernet, Fiber Distributed Data Interface (FDDI), Asynchronous Transfer Mode (ATM) and LocalTalk. Ethernet is popular because it strikes a good balance between speed, cost and ease of installation. These benefits, combined with wide acceptance in the computer marketplace and the ability to support virtually all popular network protocols, make Ethernet an ideal networking technology for most computer users today. The Institute for Electrical and Electronic Engineers (IEEE) defines the Ethernet standard as IEEE Standard 802.3. This standard defines rules for configuring an Ethernet network as well as specifying how elements in an Ethernet network interact with one another. By adhering to the IEEE standard, network equipment and network protocols can communicate efficiently.

Protocols

Network protocols are standards that allow computers to communicate. A protocol defines how computers identify one another on a network, the form that the data should take in transit, and how this information is processed once it reaches its final destination. Protocols also define procedures for handling lost or damaged transmissions or "packets." TCP/IP (for UNIX, Windows NT, Windows 95 and other platforms), IPX (for Novell NetWare), DECnet (for networking Digital Equipment Corp. computers), AppleTalk (for Macintosh computers), and NetBIOS/NetBEUI (for LAN Manager and Windows NT networks) are the main types of network protocols in use today.
Although each network protocol is different, they all share the same physical cabling. This common method of accessing the physical network allows multiple protocols to peacefully coexist over the network media, and allows the builder of a network to use common hardware for a variety of protocols. This concept is known as "protocol independence," which means that devices that are compatible at the physical and data link layers allow the user to run many different protocols over the same medium.

Topologies

A network topology is the geometric arrangement of nodes and cable links in a LAN, and is used in two general configurations: bus and star. These two topologies define how nodes are connected to one another. A node is an active device connected to the network, such as a computer or a printer. A node can also be a piece of networking equipment such as a hub, switch or a router. A bus topology consists of nodes linked together in a series with each node connected to a long cable or bus. Many nodes can tap into the bus and begin communication with all other nodes on that cable segment. A break anywhere in the cable will usually cause the entire segment to be inoperable until the break is repaired. Examples of bus topology include 10BASE2 and 10BASE5.
10BASE-T Ethernet and Fast Ethernet use a star topology, in which access is controlled by a central computer. Generally a computer is located at one end of the segment, and the other end is terminated in central location with a hub. Because UTP is often run in conjunction with telephone cabling, this central location can be a telephone closet or other area where it is convenient to connect the UTP segment to a backbone. The primary advantage of this type of network is reliability, for if one of these 'point-to-point' segments has a break, it will only affect the two nodes on that link. Other computer users on the network continue to operate as if that segment were nonexistent.

Peer-to-Peer Networks

A peer-to-peer network allows two or more PCs to pool their resources together. Individual resources like disk drives, CD-ROM drives, and even printers are transformed into shared, collective resources that are accessible from every PC.

Unlike client-server networks, where network information is stored on a centralized file server PC and made available to tens, hundreds, or thousands client PCs, the information stored across peer-to-peer networks is uniquely decentralized. Because peer-to-peer PCs have their own hard disk drives that are accessible by all computers, each PC acts as both a client (information requestor) and a server (information provider). A peer-to-peer network can be built with either 10BaseT cabling and a hub or with a thin coax backbone. 10BaseT is best for small workgroups of 16 or fewer users that don't span long distances, or for workgroups that have one or more portable computers that may be disconnected from the network from time to time.

After the networking hardware has been installed, a peer-to-peer network software package must be installed onto all of the PCs. Such a package allows information to be transferred back and forth between the PCs, hard disks, and other devices when users request it. Popular peer-to-peer NOS software includes
Most NOSs allow each peer-to-peer user to determine which resources will be available for use by other users. Specific hard & floppy disk drives, directories or files, printers, and other resources can be attached or detached from the network via software. When one user's disk has been configured so that it is "sharable", it will usually appear as a new drive to the other users. In other words, if user A has an A and C drive on his computer, and user B configures his entire C drive as sharable, user A will suddenly have an A, C, and D drive (user A's D drive is actually user B's C drive). Directories work in a similar fashion. If user A has an A & C drive, and user B configures his "C:WINDOWS" and "C:DOS" directories as sharable, user A may suddenly have an A, C, D, and E
drive (user A's D is user B's C:WINDOWS, and E is user B's C:DOS). Did you get all of that?

Because drives can be easily shared between peer-to-peer PCs, applications only need to be installed on one computer--not two or three. If users have one copy of Microsoft Word, for example, it can be installed on user A's computer--and still used by user B.

The advantages of peer-to-peer over client-server NOSs include:
· No need for a network administrator
· Network is fast/inexpensive to setup & maintain
· Each PC can make backup copies of its data to other PCs for security. By far the easiest type of network to build, peer-to-peer is perfect for both home and office use.

Client-Server Networks

In a client-server environment like Windows NT or Novell NetWare, files are stored on a centralized, high speed file server PC that is made available to client PCs. Network access speeds are usually faster than those found on peer-to-peer networks, which is reasonable given the vast numbers of clients that this architecture can support. Nearly all network services like printing and electronic mail are routed through the file server, which allows networking tasks to be tracked. Inefficient network segments can be reworked to make them faster, and users' activities can be closely monitored. Public data and applications are stored on the file server, where they are run from client PCs' locations, which makes upgrading software a simple task--network administrators can simply upgrade the applications stored on the file server, rather than having to physically upgrade each client PC.

In the client-server diagram below, the client PCs are shown to be separate and subordinate to the file server. The clients' primary applications and files are stored in a common location. File servers are often set up so that each user on the network has access to his or her "own" directory, along with a range of "public" directories where applications are stored. If the two clients below want to communicate with each other, they must go through the file server to do it. A message from one client to another is first sent to the file server, where it is then routed to its destination. With tens or hundreds of client PCs, a file server is the only way to manage the often complex and simultaneous operations that large networks require.

Computer Networking is the very important and the crucial part of the Information Technology. Millions of the computers are networked together to form the Internet. Networking plays a important role in every kind of organization from small to medium sized, in Banks, Multinataional Companies, Stock Exchanges, Air Ports, Hospitals, Police Stations, Post Offices, Colleges, Universities, and even in home, in short networking plays an important role everywhere where computers are used. This article will be interesting for the students, network professionals and for the people who are interested in the computer networking

This article is created and submitted by Kashif Raza http://www.networkingtutorials.net

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Introduction - by offering the proportion of the margin of your product or service to a large number of affiliates, you can dramatically boost sales albeit at a lower overall margin rate. By sharing the profits of a sale with other websites, it is possible for webmasters to generate higher sales volumes. By devising an attractive affiliate scheme and promoting and implementing that scheme in a professional manner, it is possible to generate thousands of website visitors using an affiliate of channel online. Search engines become less relevant if affiliates are sending your website the bulk of its traffic. Amazon.com is one of the pioneers of this business model selling million of books via ten's of thousand's of Amazon affiliates. Today, affiliate marketing is a very well established method of selling online. The main advantage of affiliate marketing is high sales volume with nominal sales effort at an extremely low cost. The main disadvantage is much lower margins, (as affiliates need paying commission to remain motivated).

What is an Affiliate Program? - an affiliate program is a contractual arrangement between the owner of a product or service (the Merchant) and a separate 'Affiliate' organisation, to pay a commission, in exchange for promotion of its goods and services. Typically, this entails an affiliate website adding advertisements (in the form of banners, buttons links and other textual material) promoting the Merchants offering. There are literally thousands of different affiliate programs in existence on the Internet today. It is usually the responsibility of the affiliate to redirect visitors to their website to the merchant's website. At that point any customer service issues (such as ordering a product, dealing with customers on telephone delivering issues) are dealt with by the Merchant.

Affiliate schemes are normally automated and structured. Affiliates must pre-agree to abide by the merchant's terms and conditions when signing up before entitled to promote anything. For instance, Merchants make it a condition that affiliates do not alter the Merchant sales copy to avoid any potential accidental or deliberate misrepresentation (and ultimately customer dissatisfaction). Affiliates usually have a unique tracking ID associated to their registration or website. By adding this html code to their site, Merchants can track where each individual sale came from. The tracking html is usually combined with a cookie or CGI script to allow the Merchants Affiliate Tracking system to collate a database of visitors and sales. It is normal that affiliates get paid one month in arrears and have an access to a monthly report outlining leads, sales and conversions. Affiliates are primarily motivated by money and so they are usually very interested in knowing the conversion rate of the Merchant.

Merchants benefit hugely from an affiliate marketing model as there is a virtual unlimited supply of keen entrepreneurs seeking out business opportunities to make money (in exchange for promoting an online business idea). Most affiliate schemes operate in a commission scheme based on payments monthly in arrears, payable from the merchant to the affiliate of either via PayPal or an alternative independent escrow service, or check in the post. Some merchants exclude or reject applications from prospective affiliates who do not meet their guidelines for type of website, physical location or regulatory approvals (particularly in Financial Services). The main benefit of an electronic affiliate business model is that it is completely scalable - it is possible to recruit an unlimited number of affiliates to promote your product and the cost of doing so can be negligible...

Types of Commission Schemes - there are various types of affiliate models in use today. Historically, affiliate models existed based on banner advertising which were rewarded on a per impression basis. However, click through ratios were extremely poor and banner exchange schemes gave the sector a bad name. In addition, fraud impacted confidence in this method of marketing. The last nail in the coffin for banner advertising was that 'in your face' flashy moving images also tended to annoy users. Today, textual ads are the primary form of affiliate marketing. These are highly customised to the users needs using contextual advertising (based on the user's individual search profile and IP geographic location) are the preferred means of advertisers to reach their target markets.

1) Pay per sale - the merchant pays the affiliate an agreed sum of money each time a user visits the affiliate's website, clicking through's to the merchant website, and buys something. Most merchants affiliate programs tend to have a fixed commission schemes on a pay per sale basis. This could mean either a commission value for sale or a commission based on a percentage of the sale. These tend to have certain restrictions or caveats such as a minimum order a sale value, whether the client is a new business customer or existing customer. In addition, there may be bonuses based on volume of sales over a given period - all these types factors are used as carrots and sticks to motivate affiliates to behave in a certain way.

2) Pay-per-click - this affiliate commission scheme is based on the number of unique visitor clicks from an affiliate website through to the merchant's website. Unique clicks are identified using IP tracking to prevent click fraud. The user clicks on a text link with an embedded affiliate code or perhaps clicks on a search result or advert. The commission per click is obviously a lot lower than on a pay per sale basis. The affiliate benefits from of an instant and reliable source of commission. If the number of click thorough's from an affiliate's site is high and conversion rates of the merchant low, a pay per click model is ideal to maximise commission.

3) Pay per lead - a pay per lead of commission based model is typically used by merchants in situations where the product or service cannot be easily downloaded or purchased using your credit card, or where the sale requires human call-back and has a long sales cycle. For instance, where the merchant is a mortgage broker and requires the user to fill in a call back form with their contact details on. Each completed contact form would count as a 'lead' and will be paid to the affiliates on a qualified 'per lead' basis.

Two Tier Affiliate Schemes - a two tier affiliate scheme is a multi tiered program where affiliates in the first level of can also earn commission from the sale was generated from affiliates that they are recruit who sit in the second level or 'tier'. Typically the first tier would earn 10% commission on sales it indirectly generates from Merchant sales. In addition, the affiliate may earn a much smaller percentage e.g. 2% from sales from 2nd tier affiliates they recruited to the Merchant. A two tier scheme is aimed to motivate affiliates to recruit like minded people to also become affiliates. It requires additional sales copy marketing material and a good quality affiliate manager software tool. This tool links affiliates together and details of any sales, in order to calculate potentially vast commission sums. Key to success is a higher margin product, where margin can be allocated two separate levels to the point where affiliate's remain motivated and enthusiastic.

Affiliate Networks - an affiliate network website is an independently run collection of affiliate schemes which allow members of the network to join either one, some or all of the affiliate schemes registered with the affiliate network. It is a club making recruit of affiliates a straight forward process. This is ideal for portal websites where a range of different topics and schemes that can be advertised across a large number of different pages. Affiliate networks charge the Merchant to be part of the network and may even take a large slice of affiliates commission. In exchange, the affiliate network provides the merchant with an instant access to hundreds or even thousands of potential affiliates who have already joined the network in the past. In addition, it provides a central management console for affiliate's to track sales and leads. It is quite simply a middleman for a large and complex number of affiliate schemes all promoting themselves alongside their competitors. An example of an affiliate network is Commission Junction.

1) Critical success factors - there are usually a range of factors that are critical to the success of your affiliate Marketing strategy:

High Commissions - affiliates marketing efforts are directly proportional to the commission they receive (relative to your competitors affiliate commission levels). A successful affiliate business model relies on a sensible amount of available margin to be divided between the website owner and its affiliate on each sale.

2) Offer a Differentiated or Unique Product or Service - prospective affiliates will be attracted to have something a bit different with professional online marketing literature. If your web site is very similar to dozens of other websites, all promoting their own affiliate scheme, why should a prospective affiliate sign up to your affiliate scheme as opposed to your competitors? Therefore, you must really try and sell to the prospective affiliate (via your website affiliate signup page), in order to recruit them as an affiliate. It is critical to summarise your unique selling points so they can clearly see there is an opportunity to make money together.

3) Quality Feedback & Reporting - constant reassurance through online reporting and real time statistics help motivate affiliates. The more management information you can provide to an affiliate, the more confidence they will have in your ability have to close the sale. As an affiliate, it is a real confidence boost to see an email confirmation every time a lead is generated or sale made that has come from the affiliate's website. Consequently, the more motivated they will be to send additional leads in the future.

4) Great Merchant Customer Service - by providing professional and service to your prospects, your sales conversion ratio obviously improves. Prospective affiliate's will be looking for affiliate schemes that provide good quality conversion ratios and have a good market reputation. Affiliates need to know that that every single visitor they send to your site has the greatest possible chance of making the money vie you're selling effort. There is nothing more de-motivating for an affiliate than a lead that does not get followed up quickly enough or is accidentally deleted or ignored by the merchant.

5) Merchant Affiliate Recruitment Efforts - patience/ time to recruit the desired number of motivated affiliates is very important.. . Ask yourself basic questions... if it takes 6 months to recruit 100 affiliates who generate 200 sales equivalent to £100,000 profit in that time, could you have generated more than 200 sales in that time (and at what profit) if you had concentrated on direct selling only.

6) Affiliate Management & Tracking Systems - as the merchant you must have a thorough understanding of online affiliate tracking software and services to ensure affiliates are paid on time, sales are allocated fairly and automated new affiliate recruitment can be initiated. If you have no systems in place there are many commercial affiliate services available or software packages to provide an end to end service to manage and track affiliate's leads and sales. This is equally important for accounting purposes as the bigger your affiliate program becomes, the more important it is to justify outgoing costs (affiliate commission payments).

To find out more please visit: Affiliate Marketing from IntelligentMarketing.org.uk

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Ever went to the store to purchase your favorite type of shampoo only to find that it has been discontinued? It's something that is becoming very common.

People are often frustrated and even angry when manufacturers discontinue hair products. It just doesn't make sense why a company would discontinue a product that, in the consumer's view, is selling well and is truly effective. The reasons that manufacturers give--if any--greatly vary. This article will list the 10 top reasons why manufacturers discount hair products that we, the consumers, like.

Reason #1: The Product Isn't Making Enough Money

Manufacturers ultimately care about one thing: money. If a product doesn't sell well, they will stop making the product because it isn't benefiting them.

But how well do they expect it to sell? It depends on the manufacturer and their expectations. Even a product that has decent sales can be discontinued because it simply is not meeting expectations the way the manufacturer expected. This can be a very frustrating thing for a consumer, especially if the product is bought by many people they know. Surely if everyone they know is buying it, the product must be selling well overall. Unfortunately, sales deemed good by the consumer might not be as good in the opinion of the manufacturer.

Reason #2: Manufacturers want to keep up with trends

Another common reason for manufacturers discontinuing hair products we like is because they feel that a certain product is outdated. Thus, they think it is in their best interest to simply eliminate that product. This can and does happen despite solid sales and good consumer interest. It sounds crazy, but it's a definite fact that manufacturers don't deny. They will cease making a product that they feel is past its prime.

Reason #3: The product has suffered a recent decline in sales and the manufacturer feels it won't rebound.

Products that once sold extremely well occasionally suffer periods of dismal sales. This often prompts the manufacturer to simply give up on the product and discontinue it. They do this because they do not feel the product will sell as well as it did before. So they come to the conclusion that it is best for them to stop making the product.

Reason #4: Ingredients needed to make the product are no longer available.

Manufacturers often require special ingredients to make a certain hair product. Once these ingredients cannot be found anymore, mainly because they have simply ceased to exist, the manufacturers are left with no other alternative but to stop making the product. Even if they can find a substitute ingredient, it may not work as well as they need it to, so they may still discontinue the product.

Reason #5: Manufacturers want to add a new product to their line, and in order to do this, they must eliminate another product.

When manufacturers want to create a hot, new product, they may have to get rid of an older product on their line to make room for the new product. It's a tough choice to make, but sometimes a necessary one, especially if the manufacturer is committed to a new product.

Reason #6: The Government or Some Other Organization Tells the Hair Product Manufacturer to Stop Making the Product

Sometimes the government or another organization will disapprove of a product for one reason or another. Either it doesn't meet safety standards or isn't a good product for consumers. Whatever the case is, if the government or an organization of authority demands that the manufacturer discontinue the hair product, the manufacturer has no choice but to stop making the product, even if it sells well and is in demand.

Reason #7: The Hair Product Manufacturer is Sued by Another Company that Claims the Hair Product is Infringing on a Copyright.

Occasionally, manufacturers borrow product ideas from other manufacturers. The manufacturer who has been "ripped off" is usually pretty upset and so they sue or threaten to sue the other manufacturer, demanding that they stop making the offending product. Although this scenario is rare, it does indeed happen and can lead to a good product being discontinued because the manufacturer that is being threatened with a law suit doesn't want to be sued and would rather give up the product than head to court.

Reason #8: The Manufacturer is Going Bankrupt and Must Discontinue Products.

Unfortunately, many hair product manufacturers go through down periods where they are close to bankruptcy or are already in bankruptcy. When this occurs, they are faced with many decisions, one of which is if they should cancel a product to help cut down on costs. Often, they choose to discontinue a product that isn't selling great, or costs too much to make. If a manufacturer is in bankruptcy and cancels a product you like, it's most likely due to their financial hardship.

Reason #9: The Product isn't in a popular market

Manufacturers often like to branch out by making products in markets that they haven't tested the water in before. This could be a new market for hair products that is just being introduced to the public. In any event, the market turns out to not be very popular, and so continuing to make the product is a risky investment for the manufacturer. Thus, they decide it is best for them to stop producing the product so that they do not risk anything more. It would be bad business to continue the production of a risky product.

Reason #10: The Product Has Been Boycotted

If there's one thing that kills hair product manufacturers and makes them want to discontinue a product, it's a well-staged boycott. While manufacturers will ignore most boycotts, some prove to be so effective that the manufacturer cannot help but take notice. The boycotts occur for many different reasons, but if they are geared toward one specific product by one specific manufacturer, they can lead to the discontinuation of that product. This is yet another one of the reason's why manufacturers discontinue hair products we like.

As you can see, there are many factors indicating why many manufacturers must choose what is right for themselves financially as well as deciding what is best for the market and the protection of the consumer.

Stuff4Beauty Your Hair Products Specialists!

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The best lessons learned come from actual experience. Having been a product manager for products as diverse as hosted applications to printers, these are the lessons I've learned and I hope they are useful to you. With a healthy dose of humility from lessons learned, here are my recommendations for surviving and excelling at product management:

Essentials of Product Management

o Passion for your products and their success matters more than organizational power. The role of a product manager is full of opportunities to find passion for the product today, its future roadmap, sales strategies, finding and growing a sales champion, and working with and supporting service. In short the best product managers I've worked with have a passion for their products and their success. They rarely coerce cooperation through formal power by invoking a VP or C-level executives' name or position, but their passion and intensity earn them respect. Passion is the fuel of the best product managers; it propels them past doing "just enough" to get by to delivering exceptional work, projects and results.

o Manage expectations aggressively. In some companies product managers are considered the final authority on future product enhancements, current and future pricing, launch dates, PR and lead generation efforts, even which analyst firms are subscribed to. With this much authority, sales, channel management, operations, production - in short every affected group in a company - looks to product management to make commitments on products to respond to competitive pressure or capitalize on market opportunities. If your company has an Intranet post the product roadmap and product management plans, in detail by product, there for everyone to view. Deviating from product roadmap for special orders needs to be communicated aggressively, as do pricing moves and product direction.

o Resolve to know your competitors better than industry analysts do. Get to know your competitors and become an expert in every aspect of their business. If you haven't already, get 10Qs and other filings from the SEC for publicly available companies, and for all competitors run a D&B report every three months to see how their business is going. Take the hardest-hitting competitive points and publish it to your direct sales force including inside sales. Take the trending data and publish it for your indirect partners and keep the best competitive analysis for your direct sales force. Publish how-to-sell-against papers on each competitor every six months to capture the current knowledge you have of them for both direct and indirect channels.

o Pricing competitive analysis deserves its own effort. When managing high-volume products like PCs, laptops or accessories, having a constant view of how your pricing measures up relative to competitors is easily accomplished by checking competitors' and their channel partners' websites. Tracking your competitor's price relative to your own on a daily basis delivers the data necessary to fight for price moves and lower per unit costs from purchasing, procurement or operations. Consider hiring a couple of interns from a local university to do the daily analysis and establishing trending graphs and presentations. Hiring them for twenty hours a week, working the first half of each day of the week, works well. Pricing from competitors is typically re-vamped nightly with website refreshes, so having interns capture this data during the first hours of the day gives you visibility into pricing moves immediately.

o The first 90 days in a product management role is critical. This is the time the best product managers I've seen get their reputations established, start delivering on projects, show their strengths and weaknesses, develop alliances, and set expectations for the next year or two. It's critical during this time to avoid being isolated and getting buried quickly in e-mails and distractions. The best product managers are those that get out to the departments they will need to work with in the future, building alliances, starting to earn trust, and getting to know where product management is positioned in the company and what its true role is. During interview cycles you get the org chart view, it's time to get the real view now.

Reaching out to departments you will work with includes Sales, Marketing, Service, Engineering, Production, Operations and the customer base. Get out and see at least three to five customers if you can, coordinating this with Sales, and also spend time with the internal "customers" you will have, going as far as to publish your project list for everyone who is relying on you. Work to deliver projects before their deadline and ask frequently for feedback. The goal during this first 90 days is to become part of the fabric of the company and spend much time learning the organization and where its' most pressing needs are before going after huge projects.

o Grow sales champions, even if it means you have to do pre-sales support. Sales and product management often have a cordial yet distant relationship in companies because on the one hand product management needs Sales to run up the most critical metrics there are, and Sales needs product management for product information and support. Pre-sales support is avoided by many product management staffs because it becomes all-consuming. But structuring pre-sales support in terms of escalation of the best opportunities coming to product management for face-time with product experts is critical to grow links with Sales and eventually grow a sales champion. Just manage your time to make sure this doesn't become an all-consuming job.

Making Cross-Functional Teams Work

o Credibility is the capital you trade with, start with humility. Passion and credibility go hand-in-hand. Building credibility has to start with a focus on earning respect from engineering, product marketing, sales and other departments you regularly interact with. Building credibility starts by building trust. Trust comes from being transparent. Building credibility takes time, and so often product managers feel they must be the "instant" expert for their products, when building credibility is much better accomplished by admitting what you don't know and asking for help. Humility and honesty gain respect, as does asking for help and being reciprocal about sharing thanks for getting it. Be sure to serve up plenty of recognition to those that help you too, copying their managers on thank you e-mails when members of other departments go out of their way to help you get to your goals. Start laying the foundation for positive relationships where you get the reputation for sharing credit and thank you early and often.

o Replace the frequency of cross-functional meetings with an Intranet site. Respect the time of cross-functional team members by distributing marketing, sales and business plans, specifications, and documents via an Intranet site. Distribute links and ask for feedback, and only have cross-functional meetings when there is enough to discuss and it warrants everyone's time. You can also use an Intranet site for managing the approval cycles for documents as well, and if you have an organization that is comprised of team members across a wide geographic region use meetings and conference calls for exceptions and have the workflows on the Intranet site handle the routine tasks.

o Create a buzz around new product introductions by creating Champion Awards. In one PC company that had to rely on engineering resources from another project to get its product line built, tested and ready for launch, product management created Champion Awards signed by the Directors of Engineering, Marketing, General Manager for the Division and CEO. These were personalized by product managers and framed, then presented the same week a member of engineering completed a task above and beyond their primary job in support of the product launch. These were presented at cross-functional meetings by Directors of Engineering and Marketing.

o Under-commit on launch dates and over-deliver on them. Product introductions are when companies signal to the outside world how coordinated they are internally or not. There's major pressure to move launch dates up from Sales, Channel Management, Marketing, and at times from Operations and Production as well. As much pressure there is to move up a launch date, keep schedules full of at least 20% extra time because the inevitable delays occur.

Lessons Learned From Working with Engineering

o Share product ownership with your products' engineers. Partner and team with engineering, and specifically spend much time understanding engineering's' perspective on your products. Share ownership for the product and its future, and work to create a cooperative environment with engineering.

o Relentlessly pursue product expertise. Becoming a product expert starts by realizing that there is no such thing as an "instant expert" and that by working with engineering to appreciate which decisions they have made on your product and why goes a long way towards giving you a solid foundation to manage your products as effectively as possible.

o Be a de facto leader of development via customer and competitive intelligence. This takes much effort, and it is worth it for any product manager to establish their role as delivering in-depth customer and competitive intelligence. Often when the next generation of a product is being developed, engineering needs input on what customers are looking for. By committing to be the leader in terms of customer and competitive intelligence, you can that much more effectively guide product development.

Lessons Learned From Working with Product Marketing

o Get on top of lead generation performance for your products. Marketing may not have this data, but go after getting it for all product managers so you can start building out what the sales funnel looks like for your products and how many leads are needed at the wide end of the funnel to result in closed sales.

o Work with Marketing to understand the sales funnel for your products. See if you can create the sales funnel for your products using Marketing data, and see why some leads drop out of the pipeline.

o Get going on a Google AdWords strategy for your products. This is very economical as a lead generation strategy, and push to get AdWords going for your products. Define the specific keywords to include competitors and their products as well. The cost per click can be well under $1.00 and the leads finely tuned.

o Have a constant stream of white papers and knowledge going to prospects. This is doubly true in emerging markets where prospects are looking for guidance and insight into what new technologies are working reliably. Prospects want to understand what new technologies mean to them, they don't want messages slammed at them. Educate and be the trusted advisor in new markets, and you'll sell more.

o Use industry analysts often. In certain software segments, industry analysts are relied on by IT buyers for their guidance, and as a result they have insights into what is being purchased and why. Get industry analysts to visit your company and present competitive updates once every three to six months. Also get their insights into your product roadmap and direction, making sure an NDA is in place as part of your company's overall relationship with them.

Summary & Wrap-Up

The bottom line is that product managers have great potential to make a lasting impact on companies and entire industries through their efforts. Exceptional product managers are marked by a passion to make their products, engineering staffs, and sales persons the stars of their companies, content to be the enablers of accomplishment, the "backstops" of products so to speak. A great product manager is like a great coach; they orchestrate people, resources, and strategies to make their teams successful first and always.

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