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    The Second Income
    The Second Income
    The Second Income
    Ebook137 pages57 minutes

    The Second Income

    By Eike Clausius

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    About this ebook

    Nowadays lots of people experience that their current income is not sufficient to fulfil their dreams like a car, a flat, going for holidays or a house. Maybe you belong to those who expect more from live than working 40 hours a week and solely for the ideas of other people or organisations. But what could we ‘do’ to achieve our greatest dreams?
    Of course you could work slightly longer every week – working even more?
    Or you could put some money aside – but which money?
    This book is supposed to present another way to build up some-thing alongside your normal job. But how should that work and does it really pay off? As an alternative for your second job this book presents a special concept in its qualitative and structural as well as quantitative and financial aspects. The author successfully works with this concept since several years. He explains the principles of a business system that grows constantly and puts people in the position to gain A SECOND INCOME – from the start alongside their job to a new livelihood.
    Let’s put an existing and successful model into practice – together with an experienced expert.
    Eike Clausius
    LanguageEnglish
    PublisherBooks on Demand
    Release dateMar 21, 2016
    ISBN9783741254345
    The Second Income
    Author

    Eike Clausius

    Dr. Eike Clausius studierte Wirtschaft und Chemie in Berlin, Niederlanden, Tschechoslowakei und den U.S.A. und schloss sein Studium als Wirtschaftsingenieur an der TU Berlin mit dem Dipl.-Ingenieur/ TU 1983 ab. Nach mehrjähriger Tätigkeit in der Industrie promovierte er 1992 zum Dr. rer. oec. an der TU Berlin. Seit dieser Zeit beschäftigt und unterstützt er Menschen auf ihrem Weg ins Network-Marketing, Multi-Level-Marketing und Empfehlungsmarketing. Als Franchisepartner (Geschäftspartner) hat er sich in unterschiedliche Unternehmen einschreiben lassen, um diese in Asien und Amerika weit verbreiteten Wirtschaftskonzepte auf deren Seriosität und Erfolgstauglichkeit zu untersuchen. 1994 erhielt er einen Ruf zum Professor auf den Lehrstuhl für Allgemeine Betriebswirtschaftslehre an die Westsächsischen Hochschule Zwickau in Zwickau/ Sachsen. Er erweiterte seine Kenntnisse um den Forschungs- und Spezialschwerpunkt: Unternehmensführung mit emotionaler Kompetenz, insbesondere die (EIKE Methode) Emotional Intelligence as Key Element Methode. Er ist Bestseller-Autor mehrerer wissenschaftlicher Bücher, Healthy-Living- und Mental-Coach sowie Persönlichkeits-Trainer. In unterschiedlichen Unternehmen ist er als Coach sowie All-umfassender Trainer tätig. Mit seiner Familie lebt er in Berlin. Kontakt zum Autor für Seminar- und Empfehlungsmarketing-Interessierte: Email: ecl@eikeclausius.de; Homepage: www.eikeclausius.de; www.EIKE-Methode.de; www.das-zweite-Gehalt.de; www.die-zweite-quelle.de; www.das-zweite-einkommen.de; www.the-second-income.de; www.the-second-income.org; www.the-second-income.eu; www.the-second-source.com; www.richandhealthy.de; www.la-segunda-fuente.de

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      Book preview

      The Second Income - Eike Clausius

      questions.

      "If you want to succeed

      you should strike out on new paths

      rather than travel the worn paths

      of accepted success."

      John D. Rockefeller

      Presentation of distribution channels

      Overview

      The following figure underlines which classifications of distribution channels exist related to building a marketing concept based on recommendations (the concept of Referral Marketing).

      Classification of distribution channels related to Referral Marketing

      Relevant distribution channels are introduced and could be considered as a path towards Referral Marketing. However, other distribution channels as for example wholesale are neglected due to their minor relevance. Retail therefore presents the first distribution channel and can be subdivided into traditional retail and direct sales. According to this structure, a development towards Referral Marketing through direct sales and Network Marketing can be seen. Furthermore, franchising should be introduced as a further distribution channel that can be put into the context of this development. It combines aspects of (distribution-)networks with traditional retail.

      Traditional retail

      In the traditional or classic retail sector goods are moved from a wholesaler via an intermediary and a retailer to the customer. The wholesalers often are either companies operating abroad and importing goods, or exporters who distribute goods. Intermediaries are usually located nationally and distribute goods to the retailers. The gross price – the price that is paid by the customer – is the net price increased by the VAT rate. This issue is introduced by the following figure ‘Structure of a customer price - retail’. The customer needs to pay for the production as well as for each distributor. This means that approximately 70% of the final price is determined by the distribution from wholesaler to intermediary and retailer!

      The composition of a customer price – retail

      Usually, the retailers have the highest risk. They need to pre-finance goods, pay rent for the stores, and additionally need to pay for things like gas, water, heating, salaries of employees, insurance and a huge number of social contributions. Thus, a lot of (life-)time is needed to plan all these activities properly.

      Many retailers can surely understand this situation, because they often are under budgetary and/or time pressure. However, such investments might pay off and lead to a certain financial independence under the right circumstances.

      Franchise

      In the franchise sector the producer or franchisor decides to market his goods (or services) with a properly tested business model. This can be described as system business or system gastronomy. The brand and the business concept are well known, but the ‘freelancer’ is bound by the instructions and the concept of the franchisor and therefore has no freedom of choice concerning the marketing of his goods.

      The entrepreneur or franchisee has the opportunity to make decisions concerning human resources, regional advertisements, or renting property. Besides that, he is bound by the requirements of the franchise system. Any changes or new concepts need to be approved by the franchisor. The reliability of an existing and well operating concept, however, limits the freedom to take entrepreneurial decisions. The strength of this distribution channel is that goods of equal quality are presented in an equal way on the world market.

      Franchisees pay a one-time entry fee, which can be an up to 7-digit Euro amount. This includes the business concept, all additional services of the franchisor including brand utilisation (Clausius & Schütz, 2014), product- and system-know-how as well as marketing. Furthermore, there usually is a revenue share of the franchisor.

      Direct sales

      Direct sales means that the producer decides to market his goods with sales partners (distributors). At the distribution channel of traditional direct sales, independent distributors (also called advisors) buy the producer’s goods to resell them to the customers who need to pay the gross price.

      Usually, this business is about durable consumer goods requiring explanations (Clausius, 2014, S. 19) that can be used over several years such as industrial machines, cars or cameras. The producer delivers the goods to his trusted sales partners. They usually experience a local, regional or country specific territorial protection.

      The composition of a customer price – direct sales

      The creation of a sales or distribution structure is allowed or even desired. This means that a sales partner can work independently or even have his own employees who support him with the advisory and sales processes. The sales partner usually buys goods with 30-50% discount directly from the producer and resells them to the customers with an appropriate surcharge. He needs to be a real expert for all the producer’s goods to be able to advise the customers

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