Access To Over 500 Million Visitors Through Proper Research

Valued Reader,When we use the phrase “The Cradle of Traffic” one can’t help but feel a certain sense of mysticism, and rightfully so. It must be the most sought after thing by all online marketers across the globe, which makes it the cradle of your internet business. Without quality traffic there can be no sales online or otherwise. Quality traffic are the kind of visitors that actually stay on your blog, reading your posts and leaving comments.These are the kind of visitors you need and it’s all about targeting, getting 1000 visitors that actually appreciate your work is worth exponentially more than 10,000,000 Hits with a 100% bounce rate. That completely defeats the purpose of getting visitors in the first place, and can easily be done by purchasing random “Traffic Packages” (No professional affiliate marketer will do that) for dirt cheap.There is only one way to get the visitors you need (that actually buys from you) and that’s by working for it, prepare to engage your audiences by providing the content they need. Quality content must remain a constant, which is why product and niche knowledge is so important. There’s a lot more to it than just starting a blog, and buying traffic packages.How To Get The Traffic – That’s actually the easy part, the real question is where are they from? But that we will discuss once we have the traffic coming in. There are several tools to use when wanting to build back links, but can back links drive traffic?Yes they can and they will but that will depend on the quality of your comment, do you add value to the topic or just a quick blabber for a back link? Content is and always will be the King of Conversion, and yes the competition is quite fierce. Which is why it is so important you learn as much as you possibly can about your niche, and identify a common need to which you can offer a solution (or advice) based on personal research and knowledge.


You can easily access the sites directly related to your own by using tools like “Drop My Link” and “Put My Link” and base your search on a specific keyword or keyword search phrase. With Drop My Link you need to create your free account to use the tool where with Put My Link that will not be necessary. Both are excellent research tools and you may as well keep both of them, you’re going to use them more than you can imagine.Once inside (Just search your browser for the keywords), you will have options like Category / Keyword and Footprint / Find? This will vary depending on which one of the two you decide to use.For your Category / Keyword try using both short tail (Single Keywords) and long tail (Keyword Phrase) keywords with individual searches.For your Footprint / Find, allow me to suggest you go with Comment Luv Premium (With Drop My Link) and Comment Luv Premium Blogs (With Put My Link). Don’t be deterred by the “Premium”, it’s not going to cost you anything. These are all free traffic tactics. Comment Luv Premium Blogs are sites that use the Comment Luv Plugin, now what this does is;When you comment on a post, and you leave your URL (To your own blog) in the section provided along with your name and email address. The plugin will automatically select your latest blog post URL or provide a list of your posts for you to choose from. That post URL will then be displayed along with your comment.With other options you will find under the Footprint / Find sections, you may end up on sites using comment platforms like Disqus and Gravatar. In this case, it is crucial that you create a professional profile with both these giants because from your comments your readers will access your profiles.Include the link to your own Blog in these profiles (There are specific designations), so when that already interested visitor visits your profile, you can be certain they will visit your blog.That is how you access all the different blogs, websites and online forums needed to build those high quality back links. But it does not end with finding the particular site, there are a few research tactics to get to the really great ones.Page Rank – Check the page rank for every individual site you wish to have back links from. But only test the primary domain, anything after the first forward slash (/) normally preceded by the (dotcom) (dotorg) (dotnet) must be ignored. The tool to use is the Google PR Checker (Just search your browser).You also want to focus (But not limited to) sites with the https protocol enabled, and the little green padlock display suggesting the site is secure. But when you test these kind of URLs with the Google PR Checker, then you need to remove the “S”, and use only the http protocol. For some reason the search result influences the result enormously, and you will miss out on really high quality sites.We all like back links from PR1 – PR5, but don’t dismiss even the PR0 sites. A PR0 means the site is in fact indexed in Google, and I have found many PR0 sites with Millions of visitors. When you come across sites with a N/A result on the search page, then that site is not even indexed in Google yet.Visitors Stats – You need to know both visitor Quality and Quantity, which is also done with a free tool called Similar Web. With this tool you can use both http and https protocol enabled sites, it will not influence your result.You will be able to see the Global Rank, Country rank and Category Rank of any URL you enter into the search. You will see Engagement stats, and amount of Traffic for every 6 Month period, but more importantly where the traffic is coming from.


It comes highly recommended you concentrate on the 7 Top Tier Traffic Countries. They are; United States, United Kingdom, Canada, Australia, New Zealand, Germany and France.High Quality Comment Content – Now that you have a list of sites directly related to your own Niche and Topic, you’re ready to open the traffic floodgates. First you need to actually read the post you wish to comment on, so you can add value to the conversation. A simple “Good post, thanks for sharing”, will attract very little to no attention. Where “Outstanding post, thanks for the hard work. I notice you mention free post scheduling, one of my own personal favourites is Buffer. And I do agree, regardless of the tool you use, timing is crucial.” Will attract exponentially more attention.This way you attract attention by raising curiosity. What is Buffer, and what does this guy mean with timing? See where this is going? As with your blog posts, your comments must raise curiosity where your reader must want to know more. Once you master this, you will never have to sales pitch again… ever!Knowledge is the key to both an inspiring blog and an active engaging audience. And it is the only way you will be able to provide your audience with useful unique content, gathered from your own research.Learn Exceptional Traffic Driving SkillAudiences are tired of copy/paste marketers, reading the same identical posts and emails from different people. Providing unique content is the only way to stand out and get recognised as a professional in your field.Wishing You Prosperity,

Best in Class Finance Functions For Police Forces

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.

Conclusion

It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.