Declan Dunn Growing audience and revenue based on results.

Let me add to Scott Allen's sound direction...

The odd answer is Yes to both, let me clarify:

1. You sent an AR sequence to 3 types of audiences - you should have 3 for those who take action initially (open/click), those who take action more than once (visit your web site, open/click more than once), and those who never open/click.

One AR sequence doesn't fit all; you need to craft 1 new one to keep your list clean.

2. Focus on those who never open/clicked over 30, 60, and 90 days. See what numbers come up, and send an onboarding or leave sequence.

My tests for email dev show a 3 month window, but those are my lists/market. If you have volume, cleaning your list is critical.

3. After 90 days, the lead value goes down, descending from 2 weeks to 30 days, when most lose value. With a focused approach, you can convert a portion of those over time.

I've added 5-10% to my lists, while cleaning 20-30% so I don't over clean.

Yes you need to email them and yes delete them, and not just to keep costs down. This will be one of the many steps to improve your deliverability with low bounces, low unsubs, and improved open/click rates.

Hope this helps,

The likely answer is yes, but you'll have to test and work harder to prove the revenue. AdSense is just place it and go, and you get paid, yet AdSense earnings in many markets are not that lucrative, but they are easy.

Affiliate programs are not as easy as AdSense in some ways, because what you are looking for is a buying behavior that your audience has - the type of products they will get - and a way to introduce them, via targeting, to people who are willing to buy.

Some sites just do not have a buying behavior, and because you are in gaming, people come there and stay because they are interested. As others have shared, walk carefully because you could start promoting and causing a negative effect if you have the wrong products and the wrong targeting.

Affiliate programs can work, yet they do take work, more than AdSense, which is why once you find the right products your users love, it can make more than AdSense, but will take some time to figure out what is converting for your specific audience.

Also, if you have Google Analytics set up with newer tracking, you should find Interests and in market segments, which can show you what your users are looking at before they go to your site, and can lead to some product selections based on behaviors, not guesses.

In your question a few key terms stand out:

1. Partners - be careful with this one. You will only have a few close partners, and not knowing the nature of the business, usually you need strong technology, management, and marketing partners. The more you divide the company between numerous partners, the less each one gets. In the early stages this sounds great, just remember the awareness that business, and life, is never equal. In this first year, some people will become more important than others in terms of the business.

I've seen companies with 3 partners getting 25% each, and the remaining 25% used for angel investors, employees, rewarding key freelancers and outside help, etc. Given that at each phase of investment - if you are raising capital - there will be dilution, and this gets each partners share much smaller. Bottom line, in the long run this equality failed to motivate the company to growth, with 1 partner sharing less than the other 2.

Contributions are rarely equal, and should be measured and reviewed.

2. While everyone says they will handle what you throw at them, the way you throw it and manage this will make a huge difference. Even with a contract, they are not getting paid, and you refer to getting on top of their priorities.

The only way to do this is keep them busy and get this generating revenue, and/or investment. Stumbles will affect your team, as well your management style - for good or bad. These team dynamics need to be truly dynamic, not static, so be sure to not only clearly outline who gets what early, with expectations in terms of time, and if possible set some performance standards to gaining this ownership of the company.

For example, if someone is developing a mobile app and knows they can get one going in 6 months, then based on that they get XX%. If they don't, and I mean it's a disaster and it's not working, you have a review to make sure that the deal works for both of you.

That said, you want to keep as much of the company between a few founders at most in my opinion. This gives you decision making strength, and also reflects the ones who aren't there for a contract, they are there for the 2-5 year run to build this into a real business.

Often 25% is set aside for angel investors, early help and employees; use this amount to first measure who is giving what to the company, and anything outside of that should be reserved only for long term partners in the business. This should be earned with some simple benchmarks so everyone has a sense of progression, because startups can move through months of vagueness, and keeping people on top of things, and also communicating well, is huge for your success.

This can be done in a fun way. Remember giving anyone more than 10% gives them serious input in the direction of the business, it doesn't sound like much but it is. You need to get along with them, and be able to work with them, that's the key part.

Obviously not knowing the product or business, exact estimates are tricky, ping me if I can help with specifics, glad to share some insights.