Technical, Scientific, Software

This portfolio page is but a small sample of all the work we have done in technical, scientific, software, consulting and systems naming. Since we come from a technical background and initial focus, no naming project is too technical for the Brighter team.

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Naming a business

Similarly for Allstate Insurance and their Encompass name.

Naming a business

Not just techie names anymore. See Full Naming Portfolio for a complete overview of all our work.

Everybody loves the outcome and how quickly you managed the project. A. A.

  • Naming a business
  • Naming a business


Amazon delivery scandal Telegraph investigation forces online giant to overhaul treatment of drivers

Liam Fox: I m not a Little Englander, I m a free marketeer

Petrofac beefs up defences amid threat of takeover

Buying a business

Buying a business

Comment: Rolet s departure from the London Stock Exchange is going to end badly

Buying a business

Follow Telegraph Business

Be bold but don’t be naive about the money drying up

The sweet smell of success: how a small business grew into a high-end brand

Business Desk

Emirates set to throw Airbus s A380 a lifeline with major order

EU closes in on Google as it prepares second antitrust fine

Van Elle faces boardroom battle as founder seeks return

Unilever s work council threatens strike action over margarine sale

Olympus whistleblower lands TV deal as Japan faces wave of fresh scandals

Amazon delivery scandal: Telegraph investigation forces online giant to overhaul treatment of drivers

Fox control of sky is bad news for UK, warns Neil

Old media braced for showdown with tech giants in the battle for scale

Emirates set to throw Airbus s A380 a lifeline with major order

Olympus whistleblower lands TV deal as Japan faces wave of fresh scandals

Unilever s work council threatens strike action over margarine sale

Van Elle faces boardroom battle as founder seeks return

Landlords tendering for £300m of fire safety contracts – the biggest of their kind in eight years

Retail sales fall for first time in four years as inflation hits Britons in the pocket

Buying a business

The power struggle behind the Saudi night of the long knives

Liam Fox: I m not a Little Englander, I m a free marketeer

Amazon delivery scandal: Telegraph investigation forces online giant to overhaul treatment of drivers

Trump s $1 trillion challenge: how to rebuild the crumbling land of the free

For unlimited access to expert opinion and unrivalled insight from The Telegraph, join Premium today. Free for 30 days.


Liam Fox: I m not a Little Englander, I m a free marketeer

Retail sales fall for first time in four years as inflation hits Britons in the pocket

Trump s $1 trillion challenge: how to rebuild the crumbling land of the free

EU predicts eurozone boom but UK gloom in pessimistic forecasts


Market report: Burberry fall softened by activist investor upping stake

Industrial production smashes expectations but construction sector slips deep into recession

Market report: Takeover talk lifts Tesla supplier Telit Communcations

In charts: the FTSE keeps rising – can it last?

Questor: this is the trust to buy if you are worried that markets have become complacent

Market report: OneSavings Bank benefits from dinner party landlord clampdown

Marks Spencer shares yo-yo as CFO quits and food expansion slows

Small Business Connect

Culture, staff and brand are key for scaling firms

There’s no such thing as being too small to export

Web chat: Small businesses and online learning

Should your business open a second location?


Comment: To Netflix the spoils as the old guard is eclipsed

Buying a business

Comment: Bear as I am, the case is there for this bull market to charge on

Buying a business

Comment: The economy is growing faster than we think

Buying a business

Banks and Finance

David Davis says City is very much in my mind as Brexit talks resume

Top LSE investor ramps up revolt to oust chairman and keep CEO

Janus Henderson raises savings target after trimming workforce

Media and Telecoms

Vodafone backs ultrafast broadband for five million in threat to BT

21st Century Fox gets revenue boost from higher advertising sales

AT T told to sell CNN by US regulators

Retail and Consumer

Unilever s work council threatens strike action over margarine sale

Amazon delivery scandal: Telegraph investigation forces online giant to overhaul treatment of drivers

Buying a business

Watch John Lewis s Christmas advert with Moz the monster under the bed


Have the lights gone out on the Big Six?

National Grid pours investment into US as UK political threat looms

UK hands world s largest oil company Saudi Aramco $2bn loan to secure IPO


EasyJet hires new chief from rival Tui weeks ahead of McCall s exit

Flybe slims down fleet in effort to address overcapacity

Heathrow chairman hopes expansion scheme s regional hubs could mark a step-change for construction industry


New Zealand looks to woo thousands of British brickies in lead-up to Brexit

Construction sector returns to growth, but optimism is in short supply

Morgan Sindall bucks construction slowdown to increase forecasts


Landlords tendering for £300m of fire safety contracts – the biggest of their kind in eight years

DCC enters US fuel market with £152m acquisition

G4S downgrades revenue forecast amid slow trading in the Middle East and India


Questor: Compass sticks to the recipe for succession and serves up steady growth

Questor: National Grid is in politically choppy waters, but its index-linked income is precious

Questor: this is the trust to buy if you are worried that markets have become complacent

Questor: there’s plenty of scope for this aviation firm’s undervalued shares to soar


Latest bank transfer fraud victims: We ve lost £113,665 and are now homeless with eight pets

How the Government s inflation trick makes pensioners, commuters and students poorer

Biotech stocks are up 560pc in a decade – and this is how to play the sector for more

BT, Virgin and the biggest broadband firms to provide automatic compensation for poor service


Buying a business

The best place to start a business – four alternatives to London

Buying a business

Is your business really as secure as you think?

Buying a business

How can on-site generation help energy users profit from efficiency?

Buying a business

Follow Telegraph Business

Telegraph Media Group Limited 2017

Buying a business

We’ve noticed you’re adblocking.

We rely on advertising to help fund our award-winning journalism.

We urge you to turn off your ad blocker for The Telegraph website so that you can continue to access our quality content in the future.

find a business

Find a businessFind a business

Rules tightened for off-plan property buyers

  • Find a business

  • Find a business

  • Find a business

  • Find a business

    • Find a businessFind a business

    Latest in Business

    Oil’s Mideast-driven rally dented

  • Find a businessFind a business

  • Find a businessFind a business

    Find a business

    Money News and Guides

    Hedge Funds push price of bitcoin to new highs

    Property News

    Rents falling fast in these areas in Dubai

    Top Sectors

    Find a business

    Winning the corporate banking battle

    • Find a businessFind a business

  • Find a businessFind a business

  • How to Start a Rice Dealership Business

    Start a business ideasRice is an important primary staple food in many Asian countries especially in the Philippines. Indicating the high demand for this commodity, planning to put up a rice dealership business in your area is a wise choice. There is already an assurance that this business will succeed because buyers are already there. Of course, in any kind of business, conducting a feasibility study is always a crucial step to take. This will assess the economic viability of your proposed business.

    Here are some important questions to consider before plunging into this kind of business.

    1. Do you have enough capital or budget for your rice dealership business? With at least P60,000 to P100,000 as a starting capital.

    2. Do you want to operate as sole proprietorship or corporation? Business registration guide here.

    3. Do you have a big and safe storage room for the sacks of rice that will be delivered to you?

    4. Do you have a good location for your rice dealership business? Research the area of your target market, the flow of traffic and their buying habits.

    5. Do you have lists of rice suppliers in your area? Make sure you have a lists of several suppliers and make a good relationship with them.

    6. Do you have necessary equipments like calibrated weighing scales, rice sacks etc., and a service delivery (optional).

    7. What varieties of rice do you intend to sell? Make sure to have several varieties of rice, so that your customers will have several options.

    8. How will you market your business? This is also an important aspect especially you are new in this kind of business. Make a good marketing strategy and make your business known to your customers. Make a good deal with restaurant owners, hotels, resorts and small carenderias in your place to be their rice supplier.

    Here are Some NFA Rice Dealership FAQ

    Q: Who are required to secure license from NFA?

    A: All persons, natural or juridical, that are engaging or intending to engage in the rice and/or corn business whether commercial or NFA rice/corn.

    A: Before the start in any of the business activity enumerated above, the proprietor or operator should first secure a license from NFA. For those already license, businessmen should renew their annual license on any day within their scheduled month allotted by the NFA

    A: Application may be filed at the NFA office that has jurisdiction over the location of the principal business of the applicant.

    Q: In case we have more than one (1) store/establishment for Rice/Corn business, should all be licensed?

    A: Yes, owner/operator should file a license for all outlets at the NFA office where his principal place of business is located. Additional outlets are treated as branches.

    A: For new applicants, follow these procedures:

    secure application form from the licensing officer upon payment of application fee;

    accomplish and file application with complete requirements to the licensing officer who in turn checks the documents and determines corresponding license fee;

    pay license fee to the cashier and get copy of official receipt;

    prepare the facilities/equipment requirements for inspection by NFA Investigators;

    after inspection of establishments, present notice of inspection to licensing officer, official receipt and proof of compliance with deficiencies, if any;

    licensing officer issues license if application is found to be in order;

    applicants display license in their establishments.

    Procedures for renewal applicants:

    secure application from licensing officer upon payment of application fee;

    accomplish and file application with complete requirements together with previous year s license to the licensing officer;

    licensing officer checks completeness of requirements and determines license fee to be paid;

    pay license fee to the cashier and present the official receipt to licensing officer;

    licensing officer issues renewal sticker and stick it to appropriate portion of the license if application is found to be in order;

    applicants display licensing conspicuous place in their establishments.

    Q: For New Applicants, how long do we have to wait for the Approval of our License Application?

    A: The establishments and facility requirements of new applicants are inspected by NFA Investigators within 20 working days after the filling of their applications. Those inspected are given inspection notices stating the date when they can return to the NFA to show compliance with any deficiency, if any. Otherwise, their notices state the date they can get their license. In all these cases, it should not exceed 20 working days after inspection.

    A: Application fee is P50.00 for a single line activity and P100.00 for two activities or more. License fees depend upon capacity of the post harvest equipment used.

    A: Documentary and facility requirements depend upon the business activity.

    Q: Does the NFA requires only Licensing on Rice/Corn Business Activities?

    A: The NFA also require the registration of the following facilities aside from the license on the activities mentioned earlier list.

    motor vehicles used or intended to be used in transport/hauling of palay/ rice/corn whether for exclusive use or for hire except public utility vehicles franchised by proper government agencies not principally used for transporting rice/palay/corn;

    warehouses,threshers and sellers for own produce;

    mechanical dryers for owner s/operators exclusive use;

    packaging machines for owner s/operators exclusive use;

    institutions/establishments securing their rice/corn requirements from the NFA;

    poultry and hog raisers securing byproducts from the NFA;

    manufacturers/importers/dealers and distributors of rice/corn post-harvest facilities;

    non-operating mills and other post-harvest facilities. In this case, registration is done only once.

    Registration is done at the office of the NFA that has jurisdiction over the location of the principal business of the applicant.

    Registration fees see separate from that of the license fees.

    Q: In the event that I discontinue my business, what should I do with my License/Registration Certificate?

    A: Surrender your license/registration certificate to the NFA office that issued it together with a written notice of discontinuance.

    Otherwise, in case you reapply, you would be charged with the fees for the entire period that you have not applied for renewal.

    Q: What do you mean by Bonded Activities?

    A: Bonded activities mean third party stocks are deposited in your facilities, for storage, milling, threshing, corn shelling or mechanical drying. Operators/owners of facilities accepting third party stocks are required to post a bond as well as fire insurance to safeguard the stocks of the third party.

    Sale of State sugar firms on after suit flops

    Leaders claimed that national government lacked authority to dispose of the millers

    A business plan

    Mombasa-Nairobi pipeline set for launch before Christmas

    Uhuru, IEBC respond to Omtatah poll petition

    Economy Oil pipeline job should go to multiple contractors: Magufuli

    Markets Safaricom sheds Sh20bn in week of Nasa boycott

    Economy INDEPTH: Poverty hits efforts to curb child marriages in Turkana

    News Kanu era tycoon secures cash for Turkana energy unit

    Corporate Twitter halts blue check mark verifications

    Economy Maize delay at port signals Sh90 flour shortage in shops

    News Rotich now eyes syndicated loan ahead of Eurobond

    Markets Polls hit pension schemes hard in the third quarter

    News Unclaimed cash hits Sh10.4bn in Oct as 87 more firms comply

    Economy Contracts to link 650,000 homes to electricity signed

    Money Markets

    A business plan

    Kanu era tycoon secures cash for Turkana energy unit

    National Housing eyes Treasury green light to secure more financing

    Kiambu registers land agents to curb fraud

    Marine cargo premiums up 11 per cent to Sh651 million

    Rotich says rate caps only ‘a short-term’ measure

    Mumias returns to ethanol sales 5 months later

    Corporate News

    A business plan

    Java eyes new cafès outside Nairobi after USIU launch

    StarTimes woos customers with bouquet upgrade

    Astral Aviation acquires aircraft in lease deal to boost exports

    Ericsson settles Sh800m tax dispute with KRA

    Number of DTB Tanzania branches increases to 28

    Oracle targets SMEs with new cloud services


    A business plan

    KISERO: Kenya deep in the middle of debt trap

    LETTERS: KCSE grading system should be transparent

    EDITORIAL: Piling debt obligations major cause of worry

    MBULA: Law will play pivotal role in oil and gas exploration,

    EDITORIAL: Bad publicity hurting KQ

    ELDON: The challenges of national mediation

    Economy and Politics

    A business plan

    Saudis calm Norfolk hotel after tycoon owner arrest

    Now Matiba wants State to foot Sh234m lawyer’s fee

    Defence PS faces jail for blocking pay to contractor

    MP sues NBK for wrongful dismissal

    Why poverty plagues Africa despite riches

    Bill seeks to cut population size for city status


    A business plan

    Hard landing for ex-KQ finance boss

    Showcasing Kenyan theatre to the world

    Heartstrings hits home with new comedy ‘Kenya for Sale’

    How Hospital Hill debunked mixed-race education myths

    Lessons on playing like a pro-golfer in the rain

    Special assignments lift my prospects for top job

    Special Reports

    A business plan

    The New York Times

    Starting a new business

    Graphic | A Long Start-Up Slump

    September 20, 2017

    Unemployment has fallen, and the stock market has soared. So why has the economic expansion since the recession been so tame, with sluggish productivity and, at least until recently, anemic wage growth?

    Economists say the answer, to some degree, can be found in a start-up slump — a decline in the creation of new businesses — and a growing understanding of what’s behind it.

    A total of 414,000 businesses were formed in 2015, the latest year surveyed, the Census Bureau reported Wednesday. It was a slight increase from the previous year, but well below the 558,000 companies given birth in 2006, the year before the recession set in.

    “We’re still in a start-up funk,” said Robert Litan, an economist and antitrust lawyer who has studied the issue. “Obviously the recession had a lot to do with it, but then you’re left with the conundrum: Why hasn’t there been any recovery?”

    Many economists say the answer could lie in the rising power of the biggest corporations, which they argue is stifling entrepreneurship by making it easier for incumbent businesses to swat away challengers — or else to swallow them before they become a serious threat.

    “You’ve got rising market power,” said Marshall Steinbaum, an economist at the Roosevelt Institute, a liberal think tank. “In general, that makes it hard for new businesses to compete with incumbents. Market power is the story that explains everything.”

    That argument comes at a potent political moment. Populists on both the left and right have responded to growing public unease about the corporate giants that increasingly dominate their online and offline lives. Polling data from Gallup and other organizations shows a long-running decline in confidence in banks and other big businesses — a concern not likely to abate after high-profile data breaches at Equifax and other companies.

    The start-up slump has far-reaching implications. Small businesses in general are often cited as an exemplar of economic dynamism. But it is start-ups — and particularly the small subset of companies that grow quickly — that are key drivers of job creation and innovation, and have historically been a ladder into the middle class for less-educated workers and immigrants.

    Perhaps most significant, start-ups play a critical role in making the economy as a whole more productive, as they invent new products and approaches, forcing existing businesses to compete or fall by the wayside.

    “Across the decades, young companies are really the heavy hitters and the consistent hitters in terms of job creation,” said Arnobio Morelix, an economist at the Kauffman Foundation, a nonprofit in Kansas City, Mo., that studies and promotes entrepreneurship.

    The start-up decline might defy expectations in the age of Uber and “Shark Tank.” But however counterintuitive, the trend is backed by multiple data sources and numerous economic studies.

    In 1980, according to the Census Bureau data, roughly one in eight companies had been founded in the past year; by 2015, that ratio had fallen to fewer than one in 12. The downward trend cuts across regions and industries and, at least since 2000, includes even the beating heart of American entrepreneurship, high tech.

    Although the overall slump dates back more than 30 years, economists are most concerned about a more recent trend. In the 1980s and 1990s, the entrepreneurial slowdown was concentrated in sectors such as retail, where corner stores and regional brands were being subsumed by national chains. That trend, though often painful for local communities, wasn’t necessarily a drag on productivity more generally.

    Since about 2000, however, the slowdown has spread to parts of the economy more often associated with high-growth entrepreneurship, including the technology sector. That decline has coincided with a period of weak productivity growth in the United States as a whole, a trend that has in turn been implicated in the patterns of fitful wage gains and sluggish economic growth since the recession. Recent research has suggested that the decline in entrepreneurship, and in other measures of business dynamism, is one cause of the prolonged stagnation in productivity.

    “We’ve got lots of pieces now that say dynamism has gone down a lot since 2000,” said John Haltiwanger, a University of Maryland economist who has done much of the pioneering work in the field. “Start-ups have gone down a lot since 2000, especially in the high-tech sectors, and there are increasingly strong links to productivity.”

    What is behind the decline in entrepreneurship is less clear. Economists and other experts have pointed to a range of possible explanations: The aging of the baby-boom generation has left fewer Americans in their prime business-starting years. The decline of community banks and the collapse of the market for home-equity loans may have made it harder for would-be entrepreneurs to get access to capital. Increased regulation, at both the state and federal levels, may be particularly burdensome for new businesses that lack well-staffed compliance departments. Those and other factors could well play a role, but none can fully explain the decline.

    More recently, economists — especially but not exclusively on the left — have begun pointing the finger at big business, and in particular at the handful of companies that increasingly dominate many industries.

    Starting a new business

    Graphic | Big Business, Getting Bigger The share of employees working at large, medium and small companies in the United States.

    The evidence is largely circumstantial: The slump in entrepreneurship has coincided with a period of increasing concentration in nearly every major industry. Research from Mr. Haltiwanger and several co-authors has found that the most productive companies are growing more slowly than in the past, a hint that competitive pressures aren’t forcing companies to react as quickly to new innovations.

    A recent working paper from economists at Princeton and University College London found that American companies are increasingly able to demand prices well above their costs — which according to standard economic theory would lead new companies to enter the market. Yet that isn’t happening.

    “If we’re in an era of excessive profits, in competitive markets we would see record firm entry, but we see the opposite,” said Ian Hathaway, an economist who has studied the issue. That, Mr. Hathaway said, suggests that the market is not truly competitive — that existing companies have found ways to block competitors.

    Experts also point to anecdotal examples that suggest that the rise of big businesses could be squelching competition. YouTube, Instagram and hundreds of lower-profile start-ups chose to sell out to industry heavyweights like Google and Facebook rather than try to take them on directly. The tech giants have likewise been accused of using the power of their platforms to favor their own offerings over those of competitors.

    Most recently, Amazon openly called for a bidding war among cities for its second headquarters — hardly the kind of demand a new start-up could make. Mr. Morelix said the Amazon example was particularly striking.

    “We’re saying that it’s O.K. that they shape how a city charges taxes?” Mr. Morelix said. “And what kind of regulations they have? That should be terrifying to anyone that wants a free market.”

    In Washington, where for years politicians have praised small businesses while catering to big ones, issues of competition and entrepreneurship are increasingly drawing bipartisan attention. Several Republican presidential candidates referred to the start-up slump during last year’s primary campaign. Progressive Democrats such as Senators Elizabeth Warren of Massachusetts and Amy Klobuchar of Minnesota have pushed for stricter enforcement of antitrust rules. In a speech in March, Ms. Klobuchar explicitly tied the struggles of entrepreneurs to rising corporate concentration.

    In July, entrepreneurs achieved a mark of political relevance: their own advocacy group. The newly formed Center for American Entrepreneurship will conduct research on the importance of new businesses to the economy and push for policies aimed at improving the start-up rate. Its founding president, John Dearie, comes from big business — he was most recently the acting head of the Financial Services Forum, which represents big financial institutions.

    “Everybody loves entrepreneurship, but they’re not aware it’s in trouble,” Mr. Dearie said. “If new businesses are the engine of net new job creation, and if new businesses are the engine of innovation, and new business creation is at 30-year lows, that’s a national emergency.”

    Follow Ben Casselman on Twitter: @bencasselman

    how to start a business

    How to start a business

    Imagine a life where all your time is spent on the things you want to do.

    Imagine handing a letter to your boss that reads, “Dear Boss, I’m writing to let you know that your services are no longer required. Thanks for everything, but I’ll be doing things my own way now.”

    Imagine that today is your final day of working for anyone other than yourself. What if—very soon, not in some distant, undefined future—you prepare for work by firing up a laptop in your home office, walking into a storefront you’ve opened, phoning a client who trusts you for helpful advice, or otherwise doing what you want instead of what someone tells you to do?

    All over the world, and in many different ways, thousands of people are doing exactly that. They are rewriting the rules of work, becoming their own bosses, and creating a new future.

    How to start a business

    In The $100 Startup, Chris Guillebeau shows you how to lead a life of adventure, meaning and purpose — and earn a good living.

    Still in his early thirties, Chris is on the verge of completing a tour of every country on earth — he s already visited more than 175 nations — and yet he s never held a real job or earned a regular paycheck. Rather, he has a special genius for turning ideas into income, and he uses what he earns both to support his life of adventure and to give back.

    There are many others like Chris — those who ve found ways to opt out of traditional employment and create the time and income to pursue what they find meaningful. Sometimes, achieving that perfect blend of passion and income doesn t depend on shelving what you currently do. You can start small with your venture, committing little time or money, and wait to take the real plunge when you re sure it s successful.

    In preparing to write this book, Chris identified 1,500 individuals who have built businesses earning $50,000 or more from a modest investment (in many cases, $100 or less), and from that group he s chosen to focus on the 50 most intriguing case studies. In nearly all cases, people with no special skills discovered aspects of their personal passions that could be monetized, and were able to restructure their lives in ways that gave them greater freedom and fulfillment.

    Here, finally, distilled into one easy-to-use guide, are the most valuable lessons from those who ve learned how to turn what they do into a gateway to self-fulfillment. It s all about finding the intersection between your expertise — even if you don t consider it such — and what other people will pay for.

    You don t need an MBA, a business plan or even employees. All you need is a product or service that springs from what you love to do anyway, people willing to pay, and a way to get paid

    Not content to talk in generalities, Chris tells you exactly how many dollars his group of unexpected entrepreneurs required to get their projects up and running; what these individuals did in the first weeks and months to generate significant cash; some of the key mistakes they made along the way, and the crucial insights that made the business stick. Among Chris s key principles: if you re good at one thing, you re probably good at something else; never teach a man to fish — sell him the fish instead; and in the battle between planning and action, action wins.

    In ancient times, people who were dissatisfied with their lives dreamed of finding magic lamps, buried treasure, or streets paved with gold. Today, we know that it s up to us to change our lives. And the best part is, if we change our own life, we can help others change theirs. This remarkable book will start you on your way.

    Resource Updates

    Sign up here to be emailed new updates and resources from the book.


    Downloadable PDFs

    You ll need the latest version of Acrobat Reader to open and view these PDF files.

    • How to start a business
    • How to start a business
    • How to start a business
    • How to start a business
    • How to start a business
    • How to start a business

    Our partner site,, offers additional paid resources.

    If you re looking to set up your first (or your tenth!) website, InMotion is easy and cheap. They ve agreed to offer a 50% off discount for all $100 Startup readers.

    Starting in New York City and going to the ends of the earth, we ll be hitting all 7 continents with the message of The $100 Startup.

    Chris is currently on tour hiatus while preparing for the World Domination Summit and completing a new book. More tour dates will be coming later this year!

    If you represent a group, organization, or bookstore, you can also suggest a future tour stop.

    You can see dates of previous stops on the list at the right or the map at the bottom.

    how to start a business

    Pays Directly To Your Merchant Account

    Sell Physical Products and Digital Products

    Collect Monthly Subscriptions

    Get Paid Instantly

    No Pre Approval

    Provide Promotional Tools To Your Affiliates

    How to start a business

    Sell Your Products Online Today. Get Website Traffic Forever.

    How to start a business

    How to start a business

    Sell your products and services through our online marketplace, and let PayDotCom take care of the rest. All while getting paid instantly to your PayPal account. Get an army of affiliates selling your product and getting you massive website traffic.

    No Waiting 30 Days to Get Paid: With our patent pending service, you can now get paid instantly to your favorite payment processor like PayPal account.

    Promote products in our marketplace and earn commissions as a PayDotCom affiliate. Our members area will allow you to track stats such as clicks, sales, and conversions.

    Earn Sales Commissions from 5% to 80% by linking customers to your favorite choice of products and services in the PayDotCom marketplace. Sign up free and start earning commissions today!

    Look What People Are Saying About

    I’ve Now Made Over $2 Million Through PayDotCom.

    How to start a business

    I gotta tell you when I was planning my million dollar launch I new I needed a payment solution that was Reliable, Risk-free and Robust. There was no real doubt in my mind that PayDotCom would over deliver for me yet again.

    I’ve now made over $2 Million through PayDotCom and and totally blown away by the easiness that it all happens. Affiliates get paid, everything gets tracked, my customers get their stuff and everything works as it should. And the best part is I can be up and running in minutes and also reach out to a huge army of proven profit-pulling affiliates.

    To find a service like this I would have searched the ends of the earth and paid a small fortune so it’s been my own personal secret that is now leaking out and I just hope you guys keep your prices so ridiculously low (I seriously thought it was a typo error when I saw the tiny fee amount I had to pay on a $1million launch.

    When you are dealing with customers’ money, making sure affiliates get credit and being able to rely on a robust service that can handle anything than you use PayDotCom. We did a $849,000 in 3 days and everything went like clockwork. You might be able to tell – I love you guys and you’ve got yet another customer for life here!

    GE shifts strategy, financial targets for digital business after missteps

    NEW YORK (Reuters) – General Electric Co wants its industrial software business to cut costs and lift profits next year under new chief executive John Flannery, and is considering expanded partnerships and the possible sale of some equity in the unit, according to people familiar with the business.

    Former chief executive Jeffrey Immelt spent six years and more than $4 billion transforming 125-year-old GE into a digital industrial company. But GE has had technical problems and delays with its software platform, known as Predix, which connects equipment like turbines and elevators to computers that can predict failures and reduce operating costs.

    This spring, GE called an unusual, two month time-out to tackle the Predix problems, which have not been previously reported. With fixes in place, GE will now emphasize sales to existing customers in its energy, aviation and oil-and-gas businesses, and scale back efforts to sell to new customers in other sectors, three senior GE executives told Reuters.

    Our resources will go to our fastest-selling markets, GE Digital Chief Executive Officer Bill Ruh said in an interview.

    To help investors better understand Predix, GE also has redefined digital revenue to exclude $3 billion in hardware related to its gas-fueled power plants, providing a clearer picture of the pure software business and avoiding double-counting, Chief Financial Officer Jeff Bornstein said.

    The company now expects $12 billion in digital revenue in 2020, compared with $15 billion under the old definition. GE s total revenue hit nearly $124 billion last year.

    The changes mark an important course correction for GE Digital, which so far has not delivered the revenue investors wanted and is partly responsible for a 25 percent decline in GE s share price this year to a near two-year low.

    GE estimates the industrial internet market will be worth $225 billion a year by 2020, and Flannery, who became CEO on Aug. 1, appears committed to Immelt s vision of being a major player, according to two people familiar with his thinking.

    But the 55-year-old leader, known for finance skills and making tough decisions, is likely to press GE Digital to reduce costs and lift profits next year. He also may restructure how GE Digital operates, bring in more partners and possibly sell a minority stake in the unit, they told Reuters.

    There was a lot of money spent on Predix, said a former senior financial executive at GE who worked with Flannery. They are going to tighten the grip and ensure there s a return.

    GE declined to comment on Flannery s plans.

    Immelt was among the first executives to spot the industrial internet wave nearly a decade ago, and positioning the company to catch it became one of his signature strategic moves in his 16 year term as chief executive.

    This is an all-encompassing change, Immelt said last year, as GE increased its digital investment.

    Analysts and investors see potential for Predix to deliver substantial sales and profits. It already has attracted some large customers, including power utility Exelon Corp and elevator maker Schindler Holding AG, and orders rose 24 percent to $2.3 billion in the first half of 2017.

    But some analysts and investors say the business has taken longer than expected to mature, and its current growth rate is too slow to hit GE s $12 billion target by 2020. Spending also soared under Immelt, which weighed on profits.

    He gave Bill Ruh an endless checkbook, Nick Heymann, an analyst at William Blair Co., said of Immelt.

    Case in point: GE has budgeted $700 million more in digital spending this year – to a total of $2.1 billion – to further develop Predix and its applications, and to boost sales efforts. GE executives noted this is likely to mark the peak for digital investment.

    GE Digital Chief Financial Officer Khozema Shipchandler said the 2020 revenue target is within reach since recurring Predix subscriptions pile on significant revenue as time goes on.


    Immelt pushed GE to go digital sooner than other companies. But some early missteps cost time and money as GE s strategy evolved. Engineers initially advised building data centers that would house the Predix Cloud. But after Inc and Microsoft Corp spent tens of billions of dollars on data centers for their cloud services, AWS and Azure, GE changed course.

    That is not an investment we can compete with, Ruh said.

    GE abandoned its go-it-alone cloud strategy a year ago. It now relies on AWS and expects to be using Azure by late October, four months behind schedule, the executives said.

    As GE pivoted away from building data centers, its engineers focused on applications, which executives now saw as more useful for winning business and more profitable than the platform alone.

    That is probably the biggest lesson we ve learned, Ruh said.

    GE also faced legacy challenges in adapting to Predix software. GE has many algorithms for monitoring its machines, but they mostly were written in different coding languages and reside on other systems in GE businesses. This makes transferring them to Predix more time consuming, people familiar with the system told Reuters.

    The acquisition of Meridium and ServiceMax over the past 10 months gave GE well-known applications and added about $150 million to annual digital revenue, GE said. But the new products also brought more code that had to be converted to run on Predix, people familiar with the systems said.

    The result: software installation sometimes took much longer than GE anticipated, the code had bugs and applications sometimes lacked features that customers wanted, these people said.

    GE executives acknowledged Predix had experienced technical problems and was behind schedule in hitting some goals. During the time out in May and June, GE Digital s programmers made Predix more stable, they said.

    The changes in strategy have come with a change in leadership. Predix chief Harel Kodesh and GE Digital Chief Commercial Officer Kate Johnson both left this year. Patrick Franklin, who succeeded Kodesh, called the time out to fix Predix.

    Ruh said the leadership evolved with the business and that GE has the right people to keep Predix growing.


    The competition is not standing still. Large rivals such as Siemens AG and a crop of nimble startups are pressing to gain market share in GE s main areas of energy, aviation, locomotives, health care and oil and gas.

    Chicago-based startup Uptake signed a deal in March with subsidiaries of Berkshire Hathaway Energy to provide analytics on thousands of wind turbines, including those made by GE. C3 IoT, based in Redwood City, California, won a deal last year with French utility Engie SA, a GE customer. Engie later signed a digital partnership agreement with GE.

    Stewart Stevenson, a maker of fracking pumps and other equipment, met with GE about Predix in 2015 but quickly decided against it.

    They didn t seem to be able to customize to meet the needs of our customers, said Chris Harvell, the firm s chief technology officer. And if they did do any development, we d probably end up paying quite a bit of money.

    The company chose Flutura, a 100-person, Houston firm started in 2012, for a pilot. Flutura lacked GE s scale, but could easily produce custom code, he said.

    Ruh said that while GE faces competitors in every deal, many startups are not true competitors because Predix includes unique applications and is available globally.

    No other competitor has these capabilities on their platforms, he said.

    Inside GE, executives remain bullish. Predix will pay off handsomely if GE stays focused on building it and winning customers, said Joshua Bloom, co-founder and chief technology officer of, an artificial intelligence firm GE bought last year.

    But, he said, “doing that right and at scale is a massive challenge.

    Selling a business

    starting a business ideas

    At Small Business Grants, we are pleased to reveal the shortlist of six companies to be considered by our panel

    UK businesses for sale: A review of what’s on the market

    In this piece in association with, we look at a selection of exciting UK businesses for

    Can you have a Silicon Valley office on an SME budget?

    When we think about great office spaces, we often think of Google, Facebook, AirBnB, Apple, and various other tech giants.

    British Small Business Awards 2017: The winners

    It was a pleasure to welcome our guests to the second annual British Small Business Awards at the Grand Connaught

    Women will effectively work for free for the rest of 2017

    Consider this: if someone asked you to continue doing your job for free until the end of the year, would

    Entrepreneurial Brits: 80 per cent want start their own business

    There were 644,750 company incorporations in the UK in the twelve months to 31 March 2017 and with the popularity

    Small businesses in the UK worth an average of £90,000

    The average UK small business is worth £90,000 in 2017 – down £4,000 on 2016 – according to research by

    Ca-nine to five: One in five British workplaces allow pets in the office

    According to new research, one-fifth of British workplaces now allow employees to bring pets into the office, yet a similar

    Lessons learnt from the Ryanair flights crisis

    In this SmallBusiness monthly series of ‘Lessons Learnt’, Jennifer Janson, author of The Reputation Playbook and chairman of

    Gender savings gap: Half of female workers unprepared for retirement

    More than half of female employees admit to feeling financially unprepared for their retirement, as evidence emerges of a gender

    Choosing the right supplier

    How can small businesses scope out the best suppliers? The first step in supplier selection is understanding your customer needs

    Generation Z poses new challenges for online fashion retailers

    The latest generation to hit the shops in earnest has very different expectations from their parents, online research commissioned by

    Businesses and employees demand protection for gig workers

    Businesses and employees are calling on the UK government to provide more protection for those who work in the gig

    Your first website: Stock vanilla or bells & whistles

    How complex does your first business website need to be? Do you need to pay

    The Vitesse Network

    Further Information

    Starting a business ideas WordPress Development Agency London & Guildford

    Vitesse Media Plc, 14 Bonhill Street, London EC2A 4BX T. 0207 250 7010