Hieu Blog

- Install Mysql:http://www.mydigitallife.info/2006/04/13/installing-web-server-in-freebsd-60-with-apache-22-mysql-50-and-php-5-part-3/

- Install apache: http://www.mydigitallife.info/2006/04/13/installing-web-server-in-freebsd-60-with-apache-22-mysql-50-and-php-5-part-4/

- Install php; http://www.mydigitallife.info/2006/04/14/installing-web-server-in-freebsd-60-with-apache-22-mysql-50-and-php-5-part-5/

- Memcache: http://code.google.com/p/memcached/wiki/FAQ#How_can_I_install_memcached?

It took me almost sleepless nights begging Google for the answer on the installation of PHP and Apache.

The error in /var/log/httpd-error.log was as simple as this:

[warn] Session Cache is not configured [hint: SSLSessionCache]

when Php is not installed, Apache worked fine. I had tried to uninstall and reinstall many times but no avail. At last, the savor is :

vi /usr/local/etc/php/extensions.ini
#extension=recode.so (check it marked)
/usr/local/sbin/apachectl start

Why the hell did I compose recode with php-extensions.

Thanks to : http://chris-jan.blogspot.com/2008/08/freebsd-apachesession-cache-is-not.html

Implement these building blocks to create a successful campaign.

As marketing continues to change, the secrets of guerrilla marketing continue to change. There are 18 guerrilla marketing secrets, and they guarantee you will exceed your most optimistic projections.

Memorize these words, then live by them. I’m giving you a memory crutch so that you’ll never forget these major guerrilla marketing secrets. All these words end in “-ent.” Run your business by the guerrilla concepts they represent and reap the rewards.

Commitment
You should know that a mediocre marketing program with commitment will always prove more profitable than a brilliant marketing program without commitment. Commitment makes it happen.

Investment
Marketing is not an expense, but an investment–the best investment available in business if you do it right. With the 18 secrets of guerrilla marketing to guide you, you’ll be doing it right.

Consistent
It takes awhile for prospects to trust you. If you change your marketing, media and identity, you’re hard to trust. Restraint and repetition are two great allies of the guerrilla.

Confident
In a nationwide test to determine why people buy, price came in fifth, selection fourth, service third, quality second, and, in first place, people said they patronize businesses in which they have confidence.

Patient
Unless the person running your marketing is patient, it will be difficult to practice commitment, view marketing as an investment, be consistent, and make prospects confident. Patience is a guerrilla virtue.

Assortment
Guerrillas know that individual marketing weapons rarely work on their own, but marketing combinations do work. A wide assortment of marketing tools is required to woo and win customers.

Convenient
People know that time is not money–it’s far more valuable than money. Respect this by being easy to do business with and running your company for the convenience of your customers, not yourself.

Subsequent
The real profits come after you’ve made the sale, in the form of repeat and referral business. Non-guerrillas think marketing ends when they’ve made the sale. Guerrillas know that’s when marketing begins.

Amazement
There are elements of your business that you take for granted, but prospects would be amazed if they knew the details. Be sure your marketing reflects that amazement.

Measurement
You can potentially double your profits by measuring the results of your marketing. Some weapons hit bull’s-eyes. Others miss the target. Unless you measure, you won’t know which is which.

Involvement
This describes the relationship between you and your customers–and it is a relationship. You prove your involvement by following up; they prove theirs by patronizing and recommending you.

Dependent
The guerrilla’s job is not to compete but to cooperate with other businesses. Market them in return for them marketing you. Set up tie-ins with others. Become dependent to market more and invest less.

Armament
Armament is defined as “the equipment necessary to wage and win battles.” The armament of guerrillas is technology: computers, current software, cell phones, pagers, fax machines. If you’re technophobic, see a techno-shrink.

Consent
In an era of non-stop interruption marketing, the key to success is first to gain consent for your marketing materials and market only to those who have given you that consent.

Augment
To succeed online, augment your website with offline and online promotion along with constant maintenance of your site.

Content
Don’t believe that old adage, “Sell the sizzle, not the steak.” Sophisticated consumers these days know the sizzle from the steak and prefer the steak every time. Your substance, not your style, will carry the day for you.

Implement
It’s not enough for you to know these 18 secrets. The key is to take action on them, all of them.

Congruent
Be certain that all your marketing is saying the same thing and pulling in the same direction. Don’t undermine what you do with marketing that marches to the beat of a different strategist.

These concepts are the reason many startup guerrillas now run highly successful companies. They are the cornerstone of guerrilla marketing. They might look like just words, but each one is nuclear-powered and capable of propelling you into the land of your dreams.

Jay Conrad Levinson is the author of the Guerrilla Marketing series of books, the most popular marketing series in history with 15 million sold, now in 49 languages. At his GuerrillaMarketingAssociation.com and his gmarketing.com websites, you’ll find profit-producing ideas plus a list of 200 guerrilla marketing weapons.

Forget the ABCs you learned in grade school. This entrepreneurial alphabet has the terms you need to know to help your new business succeed.

ngel investor: It’s easy to believe in angels when you find one who’ll open his checkbook to finance your business. Angel investors typically fork over their own dough to help smaller companies get started. They often invest in companies that are too small or risky for venture capitalists to take seriously. Some angels take an equity stake, while others simply want their money back plus interest once the business takes off.

usiness plan: Want to woo investors, or simply keep your business on course? You must have a good business plan. It doesn’t have to be lengthy, but it does have to define your idea, map out business operations and predict potential. Oh, and it needs to clearly show much moola you’ll need to get your business going and keep it growing.

affeine: Whether it’s a supersize cup of joe or a stash of energy drinks, a little bit of caffeine can help you get through those long 50-, 60- or 70-hour work weeks.

ebt: While bootstrapping is admirable, don’t rule out debt financing, says finance expert Bob Low, author of Accounting and Finance for Small Business Made Easy. “Sometimes [borrowing is] the best way to get the money you need to grow.” That may mean borrowing against assets or simply floating expenses on a line of credit. Just watch that your debt load doesn’t get too heavy for your cash flow and profit margins to carry.

quipment: Efficiency is essential, so don’t skimp on equipment, especially if it will save you and your staff time or money. Read trade journals to keep up on innovations that may help one person do the work of two–without having to put a cot in the back office.

inancial statements: Read them. Learn them. Live them. If you’re not reviewing your financial statements on a regular basis, says Low, you’re likely missing important information about your company’s performance.

rowth: Growing too fast can be hazardous to your business health, says small-business consultant Carol Frank, author of Do As I Say, Not As I Did! Gaining Wisdom in Business Through the Mistakes of Highly Successful People. Growth for growth’s sake isn’t very smart. You need to make sure you have the financing that growth requires and that your foundation is in place so you can accommodate that growth. That’s the time to make your business bigger.

uman capital: This is a fancy way of saying “employees,” but it’s a good idea to start thinking of the people you employ as real assets. Seek out the best and invest in them.

deas: From creative marketing to innovative new products, you need great ideas in order to be successful. Be ready to capture them when they emerge, whether by keeping a small recorder in your car or having a water-soluble marker available to write them on your bathroom wall. After all, don’t most people get their best ideas in the shower?

oint venture: If two heads are better than one, two companies must be unstoppable, right? Sometimes. Alex Hiam, a small-business consultant and author of Marketing Kit for Dummies, estimates that 1 in 5 joint ventures works out. “The kinds of partnerships that work best are those where the companies are at a different level in the distribution channel,” Hiam says. For instance, a manufacturer and a distributor would share the profits of a product they jointly get into the marketplace.

nowledge: Knowledge is power, especially when it comes to your business. You need to do your homework by researching your market category and the opportunity it holds, as well as finding out as much as you can about starting a business in general. Industry associations, trade publications, government websites like census.gov and sba.gov, and even your local library can all provide important information to get you started on the right foot.

enders: Going in on bended knee won’t work. What lenders really want to see is your ability to repay the money you borrow. So work on polishing up that credit rating–both business and personal–and come in with solid sales and cash-flow projections backed by industry research.

arketing: Sometimes, promoting products and services seems like an easy place to cut back, but that’s the worst idea, says Frank. “Out of sight is out of mind. The last thing you want is to be out of your customer’s mind when you’re trying to find new business.” Instead, look for low-cost methods, such as e-mail marketing, contacting your best customers with special offers and seeking out publicity opportunities.

ame: What’s in a name? Perhaps a cease-and-desist letter. Before you slap your business or product name on expensive stationery, packaging and marketing materials, check out whether it’s been trademarked by going to the U.S. Patent and Trademark Office website, uspto.gov, as well as conducting an internet search and consulting your attorney.

perations: Be a smooth operator by setting up solid business practices. Be clear about your business hours, policies and procedures, and communicate them well so that both customers and employees know what to expect.

rofit margins: Your profit margin speaks volumes about the health of your company. This ratio of income divided by revenue is a useful tool to compare your company’s profitability with others in your industry.

uick restaurant delivery: When you feel the need to feed–a late-night pizza pick-me-up or sandwiches for a lunchtime staff meeting–it’s a good idea to have the best delivery joints on speed dial.

egulations: Many entrepreneurs are rule-breakers by nature, but ignoring the regulations, licenses and other applicable laws of your business landscape can land you in hot water and cost you big bucks.

ales channels: Gone are the days when products or services were marketed through only one channel. Now, says Hiam, companies can not only look to traditional sales channels but also find sales channels online, through direct selling or alliances with distributors. Says Hiam, “Being innovative and a leader in distribution is the easiest way to become a multimillionaire.”

axes: You know you have to pay them. Find out which ones apply to your business and remit promptly. Don’t mess with the tax man.

nplug: You deserve a break today and one next week and one the week after that. To be most effective in your business, you need to get away from it regularly, says Hiam, or you’ll burn out and stifle creativity. Whether it’s a sunrise yoga class or a midday trip to the museum, find your choice activity and engage on a regular basis.

enture capital: Got the “next big thing”? Venture capitalists today are looking for companies that have the potential to grow big, fast. If you’re poised to burst out on the scene and score big, make a solid case in your business plan and start knocking on venture capitalist doors.

ebsite: You know you need a website–and you know you need one that’s interesting and interactive. Frank says it’s essential to offer something for which visitors will give their e-mail addresses in exchange. That helps you grow your marketing base. White papers, information or even free consultations can get you the contact info you need for a promotional follow-up.

marks the spot: Location, location, location plays a critical role in the success of a retail business, but choosing the right spot can make a difference for any business, says Hiam. Look for places that are hubs for your industry because they’ll likely be rich in the resources, people and infrastructure you need to be successful.

es: From reflecting a positive attitude to being persistent in your pursuit of sales, the word yes is essential in the entrepreneurial vocabulary.

eal: People who are only in business for the money usually crash and burn, Hiam says. To achieve success, you must have true zeal for your business, your products and services, and your customers. “Zeal is a better word than love,” Hiam says, “because it shows the energy you have for the business, too.”

An upcoming webinar hosted by InsideView and Aberdeen Group, entitled “Value Selling with Sales Intelligence: The Key to Sales Survival in a Downturn Economy,” will address the four key sales intelligence requirements necessary to spark sales productivity. The free webinar, scheduled for April 7, will provide end-users with an overview of Aberdeen’s report findings, as well as highlight the best practices and requirements for success that emerged in the research. The webinar content will touch on the following crucial areas:

• Quality: Data quality is at the heart of sales intelligence initiatives. In the end, the usefulness of prospect and account information is contingent upon the reliability of the source. Poor data quality can lead to a lot of wasted time and effort on the part of sales representatives. Seventy-four percent of survey respondents indicated that improving the quality of leads in the sales pipeline is a top-two strategic action for alleviating business challenges. By focusing resources on initiatives designed to improve lead quality, not quantity, organizations are putting their sales representatives in a position to succeed from the outset.
• Readiness: The success or failure of any sales initiative oftentimes depends on the readiness of the organization at the most fundamental level. Companies must ensure that the proper processes, procedures and organizational support are in place to minimize the number of bottlenecks that can stunt productivity. For instance, 81 percent of Best-in-Class companies, compared to 65 percent of all others, have formalized and documented sales processes in place. Formal and documented sales processes that mirror the organization’s sales methodology are essential to sales operations. Organizations that do not have formalized sales processes in place risk errors or inconsistencies on the part of sales representatives and ultimately reduce the amount of time reps spend actually selling.
• Relevance: Organizations as a whole, particularly within sales, are already burdened by information overload. The sheer number of emails alone can overwhelm representatives who are only concerned with the account and prospect information that matters to them. The ability to gather the information that pertains to key industries or company sizes, for instance, allows representatives to focus only on those things that enable their own success. As a result of this strategy, Best-in-Class companies are 1.6 times more likely than Laggards to effectively map their products and services to the prospect’s business challenges.
• Delivery: As long as email remains the top collaborative technology for sharing and dispersing information, sales representatives will be burdened with searching for relevant information. An added challenge for organizations is the fact that dispersing key information via email is a bad process that does not ensure repeatable success. After all, the information shared between employees via email is not visible to others within the organization. The key to the success of any sales intelligence initiative is ensuring that representatives get the information they need in a way that is unobtrusive and within their daily workflow.