SOCIMATTIC REVIEW – DISCOUNT AND HUGE BONUS
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It was the summer of 1996. The Scots cloned Dolly the
Sheep…Eric Robert Rudolph planted three deadly pipebombs packed with nails at Centennial Olympic Park…
TWA Flight 800 exploded off the coast of Long Island
killing all 230 on board and giving birth to several years’
worth of conspiracy theories…the legendary 1995/1996-
season Chicago Bulls wrapped up a record-breaking
71–10 season by taking home a fourth NBA championship title…and Jonathan Mizel, Marlon Sanders and
Declan Dunn wound down their cross-country speaking
tour on the newest frontier in business and marketing,
the Internet. Animated as the socimattic review , courageous as the
Musketeers, and as different in appearance as the Bear
family, the Three Amigos would take to the stage all
day Friday and Saturday, and on Saturday night hit the
town—whatever town that was—to relax and critique
the day’s events. Whether they were drinking coffee at
a kiosk inside a Seattle parking garage (I kid you not) or
scarfing up a Cincinnati specialty, spaghetti topped with
Skyline Chili and a mountain of cheddar cheese, the three
always talked shop, and about the cutting edge of Inter
net Marketing. They were all fearless pioneers, but when
they weren’t out carving new trails for themselves they
were helping each other.
Take that night in July when Sanders and Dunn were
hanging out, probably discussing the latest Internet newcomer (eBay) or the latest over-hyped next-big-thing
(Push technology), when Dunn pulled out a sales letter
he’d just written. By then he’d heard Sanders speak on the
subject four or five times, and wanted Sanders to critique
his efforts. By then, Dunn had also grown accustomed
to his friend’s instinctively direct manner of speaking. It
was clear that Dunn’s headline, more philosophical than
practical, didn’t knock the socks off Sanders.
“Dec—wut the hail does that mean? It’s a wreck.”
Then Sanders told him why it was a wreck.
The next weekend, Dunn showed Sanders a revised
version.
“Dec, that’s a hailuva lot better. Needs some tweaks
here ’n’ there, though. Lemme show ya…” And he did.
The third weekend, Dunn showed Sanders one more
version. “Hot damn, boy, you got it.” And he never had
to critique another sales letter of Dunn’s again. He was
that good a teacher, and Dunn was that quick a study. Dunn’s comfort zone hovers close to the edge. He likes exploring what’s hot, what’s in the works, and what’s out there, and he’s got the brains and the energy to do it. (The first time I saw him speak at an Affiliate Summit, he was running up and down the aisles, ponytail flying, as he led an audience sing-a-long of “We Will Rock You,” pounding on the tables. To say he’s a charismatic speaker would be an understatement.) In fact, his early training and work revolved around education and training—his Master’s degree is in Instructional Technology—and he’d been on and around the Internet since 1986. In 1993, he was working in the San Francisco Bay Area creating a series of multimedia presentations for K–12 students and Bay Area and Silicon Valley businesses. He spent two laborious years digitizing graphics and images, and writing Lingo programs to produce (somewhat) interactive CD-ROMs. The work was engaging, but frustrating: by the time he created a product that would be compatible with a dozen different PC and Mac systems, he joked that the CD-ROMs would probably run on only about 200 computers in the country. But he wasn’t laughing. Dunn abandoned the CD-ROM idea and took his multimedia product online. On April 25, 1995, he launched
remember.org, a research and education “socimattic review ” dedicated to honoring those who died in the death camps in Germany during WWII. (Millions of hits later, remember.
org remains active today.) Dunn was doing some webmastering for PBS, ABC and Travelocity when he got a call from an old friend he’d met some years before when he used to jam with other after-hours musicians at a hightech store. Jonathan Mizel told Dunn that he was holding an Internet Marketing seminar along with another friend: Mizel would be the “marketing guy,” Marlon Sanders would be the “copy guy,” and Dunn would be the “Web guy.” For Jonathan Mizel, never being content with doing things on a small scale, one seminar became several, which became a seminar/event management company that raked in $10–12 million in its first year. That’s how it came to be that Mizel, Sanders and Dunn spent a year and a half as Internet Marketing Nomads, teaching others and themselves. They created two how-to products, a video and a book, each of which Mizel leveraged into major affiliate deals. The sales seminars were always packed, and because everything was still so new and unknown, the excitement level was palpable as the gurus talked about how everything was shifting—not just the way people used the Internet, but media in general. The three of them were constantly pumped up, and they kept the audiences hopping. (During one seminar in D.C., the power went out. Other presenters were lost without their PowerPoint slides and gave up. Mizel, on the other hand, said, “I don’t need no stinkin’ lights. Dec, let’s go find some candles!”) The day after Sanders gave him a crash course on copywriting, Dunn started shipping Director of Sales. It went to six figures, but although it made him a lot of money, Dunn wasn’t interested in teaching people how to sell websites all his life, and he let that part essentially sell itself while he developed something more substantial. In 1997, he released the Beginner’s Guide to Internet Marketing, followed by Insider’s Guide to Affiliate Programs in 1998. His next product (“one of the best books I’ve ever written that no one ever really bought”), a more analytical book called Net Profits, was never a big seller on its own but did respectably well. Dunn’s forte was always spotting trends in their earliest stages. He was a natural tracker, seeing the bent twigs and hearing the snap of branches off in the distance that lead him down the right path almost instinctively. As a result, he was usually six months to a year ahead of the pack in terms of new techniques and technologies. His affiliate book was a perfect case in point; it hit just as the concept was gaining serious momentum, and he sold about a thousand units in six weeks at $97 a copy, despite the fact that his “little blue book” (it reminded him of Chairman Mao’s little red book) had no images or graphics. At the “Beyond the Banner” conference in 1998, Dunn mingled with the big names in affiliate marketing and joint ventures—Todd Crawford and Lex Sisney of Commission Junction; Heidi and Stephen Messer of LinkShare; Gordon Hoffstein of BeFree—and came away with a joint venture deal that led him to come out with Winning the
Affiliate Game the following year. With the profits (and with his growing network), Dunn switched his focus from multimedia design and development (when he ran Inetdesign) to marketing services and business development with his new company, ADNet International, which he built into a multimillion dollar agency. ADNet survived, even thrived in, the dotcom meltdown since that stock market fiasco filtered out the hucksters who were more interested in what kind of yacht they planned to buy when they became dot-com millionaires than they were in building sound businesses. Dunn saw early on where the dot-com frenzy would lead. Many of the companies that flamed out were “so screwed up, [he could] talk about them” freely since there was nothing and no one left to take offense. Most people remember Pets.com, an online purveyor of pet supplies and accessories. The company launched in August 1998, went from its initial public offering on the NASDAQ to liquidation in less than a year. It’s a classic example of someone getting so caught up in the thrill of the roller coaster ride that no one bothers to lay any track to follow. The company had millions of dollars in venture capital and won numerous awards for its site design and its advertising (including a $1.2 million Superbowl ad. The business may be gone, but who doesn’t remember “Because pets can’t drive”?). Yet the company was a castle built on socimattic review (actually, Emeryville, California is known for its mudflats, but who ever heard of a castle built on a mudflat?). Home base was a part of the city built directly over the bridge from San Francisco in one of the worst traffic nightmares you could find. The problem was that shipping was supposed to happen right in the middle of this nightmare. The company should have had its shipping facilities outside the city but convenient to services. Not only were they handicapped in the shipping department, no one there knew how to run a warehouse, and so in an average day they could only ship about fourteen packages. Even their marketing was all wrong. They advertised on other sites, yet didn’t even bother to make the ads clickable so people could be linked to the store and actually buy something. But perhaps the biggest mistake was failing to base the business on a sound market plan. You may make money selling little dog outfits and catnip mice and ferret tunnels, but the minute you start trying to sell 50-pound bags of dog food you’re going to end up in the dog house yourself. It costs more to buy it and ship it than you can charge for it. Drs. Foster & Smith, a pet-supply company that has been very successful online, succeeded because it operated according to sound business principles, and because it offered only those products that it made sense for people to buy and have shipped across the country, such as unique bird perches, pet medications, grooming supplies, and iguana lampsDetails:
that good a teacher, and Dunn was that quick a study. Dunn’s comfort zone hovers close to the edge. He likes exploring what’s hot, what’s in the works, and what’s out there, and he’s got the brains and the energy to do it. (The first time I saw him speak at an Affiliate Summit, he was running up and down the aisles, ponytail flying, as he led an audience sing-a-long of “We Will Rock You,” pounding on the tables. To say he’s a charismatic speaker would be an understatement.) In fact, his early training and work revolved around education and training—his Master’s degree is in Instructional Technology—and he’d been on and around the Internet since 1986. In 1993, he was working in the San Francisco Bay Area creating a series of multimedia presentations for K–12 students and Bay Area and Silicon Valley businesses. He spent two laborious years digitizing graphics and images, and writing Lingo programs to produce (somewhat) interactive CD-ROMs. The work was engaging, but frustrating: by the time he created a product that would be compatible with a dozen different PC and Mac systems, he joked that the CD-ROMs would probably run on only about 200 computers in the country. But he wasn’t laughing. Dunn abandoned the CD-ROM idea and took his multimedia product online. On April 25, 1995, he launched
remember.org, a research and education “socimattic review ” dedicated to honoring those who died in the death camps in Germany during WWII. (Millions of hits later, remember.
org remains active today.) Dunn was doing some webmastering for PBS, ABC and Travelocity when he got a call from an old friend he’d met some years before when he used to jam with other after-hours musicians at a hightech store. Jonathan Mizel told Dunn that he was holding an Internet Marketing seminar along with another friend: Mizel would be the “marketing guy,” Marlon Sanders would be the “copy guy,” and Dunn would be the “Web guy.” For Jonathan Mizel, never being content with doing things on a small scale, one seminar became several, which became a seminar/event management company that raked in $10–12 million in its first year. That’s how it came to be that Mizel, Sanders and Dunn spent a year and a half as Internet Marketing Nomads, teaching others and themselves. They created two how-to products, a video and a book, each of which Mizel leveraged into major affiliate deals. The sales seminars were always packed, and because everything was still so new and unknown, the excitement level was palpable as the gurus talked about how everything was shifting—not just the way people used the Internet, but media in general. The three of them were constantly pumped up, and they kept the audiences hopping. (During one seminar in D.C., the power went out. Other presenters were lost without their PowerPoint slides and gave up. Mizel, on the other hand, said, “I don’t need no stinkin’ lights. Dec, let’s go find some candles!”) The day after Sanders gave him a crash course on copywriting, Dunn started shipping Director of Sales. It went to six figures, but although it made him a lot of money, Dunn wasn’t interested in teaching people how to sell websites all his life, and he let that part essentially sell itself while he developed something more substantial. In 1997, he released the Beginner’s Guide to Internet Marketing, followed by Insider’s Guide to Affiliate Programs in 1998. His next product (“one of the best books I’ve ever written that no one ever really bought”), a more analytical book called Net Profits, was never a big seller on its own but did respectably well. Dunn’s forte was always spotting trends in their earliest stages. He was a natural tracker, seeing the bent twigs and hearing the snap of branches off in the distance that lead him down the right path almost instinctively. As a result, he was usually six months to a year ahead of the pack in terms of new techniques and technologies. His affiliate book was a perfect case in point; it hit just as the concept was gaining serious momentum, and he sold about a thousand units in six weeks at $97 a copy, despite the fact that his “little blue book” (it reminded him of Chairman Mao’s little red book) had no images or graphics. At the “Beyond the Banner” conference in 1998, Dunn mingled with the big names in affiliate marketing and joint ventures—Todd Crawford and Lex Sisney of Commission Junction; Heidi and Stephen Messer of LinkShare; Gordon Hoffstein of BeFree—and came away with a joint venture deal that led him to come out with Winning the
Affiliate Game the following year. With the profits (and with his growing network), Dunn switched his focus from multimedia design and development (when he ran Inetdesign) to marketing services and business development with his new company, ADNet International, which he built into a multimillion dollar agency. ADNet survived, even thrived in, the dotcom meltdown since that stock market fiasco filtered out the hucksters who were more interested in what kind of yacht they planned to buy when they became dot-com millionaires than they were in building sound businesses. Dunn saw early on where the dot-com frenzy would lead. Many of the companies that flamed out were “so screwed up, [he could] talk about them” freely since there was nothing and no one left to take offense. Most people remember Pets.com, an online purveyor of pet supplies and accessories. The company launched in August 1998, went from its initial public offering on the NASDAQ to liquidation in less than a year. It’s a classic example of someone getting so caught up in the thrill of the roller coaster ride that no one bothers to lay any track to follow. The company had millions of dollars in venture capital and won numerous awards for its site design and its advertising (including a $1.2 million Superbowl ad. The business may be gone, but who doesn’t remember “Because pets can’t drive”?). Yet the company was a castle built on socimattic review (actually, Emeryville, California is known for its mudflats, but who ever heard of a castle built on a mudflat?). Home base was a part of the city built directly over the bridge from San Francisco in one of the worst traffic nightmares you could find. The problem was that shipping was supposed to happen right in the middle of this nightmare. The company should have had its shipping facilities outside the city but convenient to services. Not only were they handicapped in the shipping department, no one there knew how to run a warehouse, and so in an average day they could only ship about fourteen packages. Even their marketing was all wrong. They advertised on other sites, yet didn’t even bother to make the ads clickable so people could be linked to the store and actually buy something. But perhaps the biggest mistake was failing to base the business on a sound market plan. You may make money selling little dog outfits and catnip mice and ferret tunnels, but the minute you start trying to sell 50-pound bags of dog food you’re going to end up in the dog house yourself. It costs more to buy it and ship it than you can charge for it. Drs. Foster & Smith, a pet-supply company that has been very successful online, succeeded because it operated according to sound business principles, and because it offered only those products that it made sense for people to buy and have shipped across the country, such as unique bird perches, pet medications, grooming supplies, and iguana lampsDetails:
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