ShareCash is a revolutionary pay-per-download network that allows you to monetize content and files and receive around $1, sometimes up to $20, per download you receive.
How Does it Work?
When you upload a file to ShareCash, you're given a download link so visitors can access your file. When a visitor clicks the link, they are first asked to complete a quick, short survey from ShareCash's advertising partners. When the visitor completes a survey, you're paid usually around $1.00, and their download begins.
Why ShareCash?
ShareCash is by far the most lucrative and trustworthy PPD network. In fact, they were the first PPD network to ever exist, as they created the concept in 2009. Since then, they've revamped their entire system, sporting an absolutely stunning user interface along with some awesome features that help you earn. Most importantly of all, though, they pay significantly higher than ANY other PPD network on the market, mainly due to their years of experience and relationships with top advertisers, as well as their unique survey optimization algorithms. In the end, ShareCash is going to make you more money than any other PPD network; if you're not using them, you're losing cash!
------------------FAQ------------------
Please
feel to comment or inbox me with any questions you have!
Q: Is this
free?
A: Yes! It is 100% free! NEVER will you be asked to pay a penny
for being a member or doing an offer. You don't even need a credit card
to sign up. There are no hidden fees and no "catches".
Q: How long
does it take to do an offer?
A: About 2 - 3 mins. Most of the time
you get rewarded 1 point for each offer. So if you do that math, that is
$20 - $30 / hour, just by sitting at home!
Q: Why do I get paid
for filling out offers?
A: This is how PrizeRebel puts it: "We have
advertisers who are looking for your opinion on new products or simply
just to be a member of their website. In return for your time and
participation you will earn points which you can redeem for online game
cards, Amazon prizes and MUCH MORE." If you are still confused or don't
understand, send me a message or comment and I will reply as soon as I
can!
Q: How do I get cash?
A: You complete offers! Go to the
"Get Points" and select "Complete Offers". Find an offer and read the
requirements for completing that offer (EX: Click one of the banners and
signup with valid information). Click on "Complete" next to the offer
and you will be redirected to the page where you can complete the offer.
Once getting to the end of an offer, you can just exit out of the page,
and you will be rewarded! Your points are displayed on the header of
the screen (Note: Some offers take time to verify, whether it be 1
minute or 1 hour. Most of the time it will approve instantly.)
More Challenges: Writing
100,000 lines of code by your 4th year of college is an impressive feat
by any standards. Even if all that code is spread across a number of
different languages during your college career. However, you’re not
going to hit that level just doing your homework in the CS department.
You need to code on projects or just for fun outside of school, and you
need to find the time to do it.
There’s more to just reaching 100,000
lines, though. It’s about discipline. It’s about learning fundamentals.
It’s about finding the very difficult scenarios, and how to solve them.
Ultimately, writing 100,000 lines of code before you even graduate, is
about experience. You will be properly molded as a programmer and
developer.
Yahoo interim CEO Ross Levinsohn apparently
undid previous CEO Scott Thompson's patent attack on Facebook.
(Credit:
Greg Sandoval/CNET)
Yahoo's interim (and most likely the next permanent) CEO Ross Levinsohn
just took the step that many were hoping he would: he successfully
killed the patent lawsuit against Facebook that Yahoo's previous CEO
Scott Thompson had instigated.
The two companies just announced that they have replaced their
legal battle with an expanded advertising and content partnership.
Before the Thompson lawsuit, the companies already had a working
partnership. This deal takes that further.
Given the companies'
about-face and their mutual decision to cease hostilities, it's also
clear that the lawsuit wasn't worth the expense. Even if Yahoo under
Thompson had had its way, the upside still would have been limited with
Yahoo making some money, but nothing else, according to patent analyst
Florian Mueller of the FOSS
Patents blog. "This wasn't about market share," he said. "It wasn't
like Apple and Google's patent battle, where the combatants hoped to
impose their business model on the other company."
In its
litigation against Facebook, Mueller said that Yahoo was not going to
regain market share nor even sustain it. "It was just going to make
itself more unpopular," he said.
July 2, 2012 9:45 AM PDT
Google is driving serious economic activity in the U.S. -- at least,
that is, according to Google.
The search giant today unveiled
its 2011 Economic Impact report, and said that its search and
advertising tools, including AdWords and AdSense, drove $80 billion in
economic activity across the U.S. last year. The company said it reached
that figure with help from "1.8 million businesses, Web site
publishers, and non-profits across the U.S."
In order to arrive at that figure, Google used some
fancy math. The company estimates that businesses that use AdWords
make $2 in revenue for every $1 they spend on the advertising platform.
In addition, the company assumed that a business will receive five
clicks in search results for every one click on their ads.
"If search clicks brought in as much revenue for businesses as ad
clicks, these two assumptions would imply that businesses receive $11 in
profit for every $1 they spend on AdWords," the company said. "This is
because, if advertisers receive 2 times as much value from AdWords as
they spend on AdWords, and they receive 5 times as much value from
Google Search as they do from AdWords, then the total profit they
receive is 11 times what they spend."
Microsoft's Steve Ballmer introduces the
Surface tablet in Los Angeles, Calif.
(Credit:
Josh Lowensohn/CNET)
Editors' note: This is a guest column. See Marty Wolf's bio below.
With the recent announcement of Microsoft's new Surface
tablet, the decades-old network of partners that Microsoft and
Intel built just got a formidable new asset-rich competitor: Microsoft.
Like all successful partner networks, Wintel thrived because all of the
players -- the two principals, OEMs, the channel and other stakeholders
-- benefited individually from the association while contributing to the
growth of the network itself. The Wintel platform is still the dominant
desktop and laptop computing architecture.
But with smartphones,
tablets
and the cloud replacing desktops and laptops with remarkable speed,
it's a brand new post-PC world. And in the most stunning development
imaginable, Microsoft's Surface announcement confirms that Steve Ballmer
and company are willing to do whatever it takes to achieve success --
including blowing up the partner network Microsoft helped create -- and
that has been the linchpin of the company's dominance for the past 30
years. And it has the financial staying power to do it.
How much staying power? Almost $60 billion.
Even though margins from its desktop business peaked in 2010, Microsoft
still has 90 percent of that market and, as of the most recent quarter
reported, assets of $118 billion -- third behind Apple and HP --
including $59.5 billion in cash and cash equivalents.
Naturally, there's been a lot written about Microsoft and Surface
lately. One is Charles Cooper's CNET article entitled: As
Microsoft retools, Ballmer has chance to rewrite his CEO legacy.
At the core of Cooper's analysis is how Microsoft is going to compete
with Apple: sleek new Surface tablets,
Windows Phone 8, which will ship in next-generation Windows Phones, and
possibly new capabilities such as a complete mobile payment system. As
Cooper noted, "Take that, Apple."
Certainly, competing with Apple is one driver of this gutsy
make-it-or-break-it move for Microsoft. But in my view, the core of the
story is really, "Take that, OEMs and channel partners."
To be fair, there are some who think that Surface is merely an attempt
by Microsoft to get its OEMs to step up with better hardware product
designs and that it will exit the hardware business as soon as they do.
This is a seriously misguided view that partners would do well to
ignore.
Microsoft's new world view
What's happening here is Microsoft is looking at this new world through a
totally new lens -- and it doesn't like a lot of what it sees. The
world is changing fast, yet its existing partners are too slow and add
too little value. They've been reduced to speed bumps on what Microsoft
perceives as its road to success.
Also in the post-PC era, staying close to the customer is everything.
It's the only way to ensure a superior customer experience, which -- as
Apple has demonstrated -- is a huge competitive advantage.
Apple achieves this by designing the hardware and the software for
seamless integration and exercising strict control over the entire Apple
ecosystem -- sales, distribution, services and support and even carrier
partners. In contrast, until now Microsoft has pursued a strategy of
licensing its software to hardware vendors, maintaining modest control
at best over product and the consumer experience.
And here's one more factor driving this new Microsoft strategy. Owning
the ecosystem is the best way to protect the monopoly-style rents
Microsoft enjoys on the desktop. If delivering a great user experience
is the customer benefit of owning the ecosystem, the vendor benefit is
customer lock-in. If you want access to Apple's elegant design,
interoperability, great apps and content, and intensely loyal customers,
then Apple is the only game in town. In return, Apple takes a piece of
everything that flows through its hardware.
So starting now, Microsoft will openly compete for customers with its
longtime OEM hardware partners, including Lenovo, Acer, Dell and HP.
That's terrible news for OEMs immediately. And that is just the start.
Microsoft also will move to displace its distributors and resellers,
starting with distributors. What distributors provide today --
multi-vendor time and place, inventory and credit -- are low-value and
low-margin services that Microsoft can easily duplicate, so it will. It
will take a few more years for Microsoft to supplement resellers' retail
storefronts, customer relationships and higher value services
offerings, but that will happen too.
I don't know if Microsoft can pull this off. I haven't seen a company
succeed at a transition of this magnitude since IBM moved from commodity
hardware to enterprise services or GE closed the book on light bulbs in
favor of aerospace and other high-tech breakthroughs. It's that big.
But make no mistake about it: as Microsoft focuses its considerable
resources on a long-term strategy for winning in the post-PC era, the
impact on Microsoft's partners will be seismic and swift.
Marty Wolf is the founder and president of
martinwolf, a middle market IT M&A specialist. Martin Wolf M&A
Advisors has consulted with Microsoft, and has worked with its partners
in the past, but is not currently in an active engagement.
