12 Great Reasons To Have A Niche Website

A Niche WebsiteI’ve heard that there are well over 3 billion and closer to 4b internet surfers as of 2017. That’s such a huge number of potential viewers to your website with the sales revenue to go along with the visitors. This can proceed from day to day, 24/7 month after month, indefinitely. Listed in this article are 12 Great Reasons To Have A Niche Website.There is the potential to draw or attract 100,000′s of visitors to your site via various methods like article writing for sites and online publications, social media like Facebook, Twitter, LinkedIn, Pinterest, Instagram, etc., email marketing and many other methods including paid traffic.All of these individuals from all over the world are looking for information of some sort, answers to their questions or solutions to problems and also they are looking to purchase something at the end of their search.When your website is up and running a percentage of that internet traffic will be drawn to your site via Google search engines as well as Bing, Yahoo and the rest. Your site will show up in the search engine results pages or serp’s, and searchers will click on your listing and be directed to your piece of the online real estate. They will read the site content and see what it is that you are offering that answers their search query. So you’ll be helping these people and earning revenue in the process.When you build up a niche site that will attract daily visitors your internet space becomes your point of contact with your chosen and targeted audience. Your website becomes the online platform and market where you share and care for your audience and all of those browsing the internet.Why have a niche siteIs the whole point of having your website to simply sell a product(s) to a faceless crowd of individuals that come to our marketplace and buy with as little interacting as possible? Or is the purpose of your internet business to serve and help others in some way, to solve their problems, help them acquire information and/or purchase a product or two sold from your site?

I hope that you choose the latter of the two for a mindset because the first method will not reap the rewards as well as the latter and the visitors will possibly not be comfortable enough to make a purchase but jump to another site with more personality and service in mind.You should choose a niche that excites you, one that you want to be active within as you build up your website and create a special place, on your internet real estate property, that will continue to grow in value as time goes by.By answering questions, offering them quality content, on relevant topics and being there to help them in any way, the chances of them coming back and maybe even making a purchase increase. You become their authority on the subject and they become a long time customer or client of yours if all goes well. You can also recommend or promote your own or someone else’s eBooks, motivational books, videos and other things related to the website niche that your visitors would like and find useful.The important thing to remember is that real people are reading, searching and need help. They should be kept in mind before each article is written and their comments answered within a day or two.Here are 12 great reasons to have a niche website:

Low Start-Up Cost: The financial investment for creating your own website and getting started in an online business pales in comparison to starting a brick and mortar business. For example: To start a small house painting business one would need a dependable truck, van, storage, spray machines, pressure washer, cash on hand for any number of unexpected costs that might arise, including the repair of the vehicles and machines. All of this totals thousands just to get started. Need I go on… An online business can be started and built up to a thriving revenue earning site for a few hundred dollars per year.

Having your own product is not required: There are millions of products, items, and services that you can become an affiliate to and sell online, ex. Amazon, eBay, Home Depot, CJ Affiliates, Bass Pro and hundreds of others. There are so many products that someone can promote and make a sales commission that the hardest part is to choose just what it is that you want to promote first.

No Overhead Cost: There are no offices to rent and electricity bills to pay each month or employees to hire with the taxes and workman’s compensation insurance and more, all needing to be prepaid and regularly paid. In the case of an online business, all that you really need is a laptop computer, an outlet to plug into and an internet connection.

No Storage Space Required: Most offline service businesses need to have or rent a storage space for their machines, office equipment and materials. With an online business, everything is stored on the computer, backed up and easy to access.

Focus on drawing targeted customers: With a good keyword tool you can get in-depth statistics on exactly what “keywords” are used to search for an item, how many times per month and how much competition there is within that keyword. Much more information can be gained from a good keyword tool (Jaaxy Enterprise Keyword Tool) so that you can target a specific like-minded group for your outreach efforts.

No handling customer refunds or complaints: This is a good one as the affiliate just promotes the product and leaves the customer refunding and complaints to that merchant’s department. The affiliate doesn’t want to promote a product with a high return rate or one with a lot of complaints as there are millions of other products to promote.

Write about topics that interest you: By choosing your website niche you’re also choosing the subject that you will be writing a lot of quality usable content on. Information that internet surfers can find and use to find answers, solve their problems, show them how to do something, or purchase a product.

You can earn passive income: Revenue that you earn even though you aren’t actively working. Another name for passive income is residual income. With such a huge online audience there are many affiliates earning six and seven figure incomes. Most affiliates also have more than one website and some have many.

Even while you’re sleeping your site is always open: This is awesome as your site is open for business in every zip code or region, 24/7, whether you’re sleeping or on vacation. No need to hire someone to watch the store and take care of customer issues.

Work from home or anywhere: Another great reason for an online business is that you can be anywhere that there’s an internet connection and with your laptop, you can completely run your business. It doesn’t matter if you are in China or the US, with an internet connection you can run your business 24/7 from anywhere in the world.

Will generate sales income for years to come: Once the niche website is built up and starts earning revenue each month you’ll keep on building and growing the business and it will bear fruit for you indefinitely and the sky’s the limit as to your options and potentials.

One site is all you need to earn a full-time monthly income: This is so true, however, when you start making money online you will see other ways to earn and naturally branch out from there. Enjoy the journey but one site properly built up and optimized can pay all of your bills and much more.


You can have multiple websites: How many websites can you handle, some affiliates have ten or more. You can have a cool Amazon site, one for eBay, ClickBank, etc, all earning a very nice monthly income. That’s how many affiliates get into the six and seven figure earnings.
Make sure that you only recommend things that are of quality and items that you would purchase for yourself. Only sell quality products because your reputation will grow continuously as time goes by, and that reputation should be for promoting quality products. Your role as an affiliate is to give an honest opinion and advice based on up to date information. You should feel like you are helping them make a wise choice or decision. I’ve listed only a few but there are more than 12 great reasons to have a niche website.

Best in Class Finance Functions For Police Forces


Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.


Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:


By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.


Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.


It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.