How to handle fear, uncertainty and other emotions. 5 Tips

As an entrepreneur you get used to the fact that everybody in your company eventually looks at you for solutions to problems. You are their beacon with the magic stick. You are supposed to know it all and guide them through the darkness towards the light. But you also have no idea sometimes. Most of the time you only have your experiences, values, intellect and commons sense to work with. But the world can be a scary place. How to deal with fear, uncertainty and other emotions when you build a fast growing company that is changing an industry?

  1. Aim High
    Setting high goals and high standards is risky. Unrealistic goals and standards can become real demotivators and create fear. However aiming high is the only way for higher than average growth. This is true for personal development and company growth. Allow yourself and your people to fail and learn from it. Better to aim high and fail than to aim low and succeed.
  2. Reward Risk
    Create a culture where taking risks is rewarded. Remember that there is no success without failure. And it is not the goal itself that is most important but the roads you take to get as close as possible. Enjoy the small steps of achievement and learn from the failures. Try something new, think about the customers, think about your colleagues. Take risks.
  3. Build Trust
    If you are very ambitious and want to change the market you are in, building trust is essential. Your colleagues need to have the feeling that everything will be okay and your (potential) customers need to feel that you are doing the right thing for their business. I think this is the most difficult thing to do, especially when you have a revolutionary business model and your competitors warn your customers that your business model that saves them so much money is doomed to fail. The question here is: Do you rather stay with a company that does not innovate anymore or do you rather go to a company that invests all its profits (and sometimes more) into things that benefit you in the long run?
  4. Be Paranoid (at least a little)
    I constantly try to challenge my own assumptions by talking to my colleagues, our customers, suppliers, peers and by reading a lot. I always try to create an environment of ‘sufficient discomfort’. Not too much but definitely not too little. Our industry has a lot of challenges and dangers, so we need to be sharp, on edge and aware of them.
  5. Put people first
    One of the most important lessons I have learned is that the company is not about me. It is all about the people you work with. They make the difference between being average or excellent. The more I learned to put the people first, the better the company became. We try to be very open towards each-other about our fears, struggles, challenges and we try to match the company goals with their personal goals in life.

Being an entrepreneur is a great but scary experience!

Domains at cost price. Does it make sense?

In my last blogpost I described our unique position in the domain name industry. The question that arises next is if it makes sense to sell domains at cost price.

The short answer is YES.

Our goal is to save our customers time, money, give them an excellent customer experience and help them grow. Most of our customers are hosting companies and they operate in a very competitive environment where every penny counts. They cannot survive if they cannot save money in buying and selling products they need to sell but are not their core business. Domains fit this description. Our customers need domains to offer bundled promotions or do other aggressive marketing offerings. And there is no hosting without a domain name.

Our flat fee prices are setup in such a way that for every euro of flat fee we get paid, our customers save at least 2 euro/dollar. In practice we see many cases where it is in fact 3 or 4 euro. That is a lot of money. And then we are only talking about direct savings. The savings in indirect costs are less visible but probably more significant.

So for potential customers it is a no-brainer to buy a flat fee subscription and save money immediately. We even help in consolidating portfolios. In most cases for free.

So are we crazy? The short answer is NO

Domain margins in wholesale are slowly but certainly going to zero. Because registrars do not add value to domain names it is a simple economic law. Every industry where no value is added to a product sees margins going down to zero until another business model is invented and changes the game. Amazon did it with books and later again with electronic books. Costco did it in the supermarket business. Netflix does it in the TV and DVD world. Spotify and Pandora do it in the music world just like Apple did it before with I-Tunes. The domain registrar business is simply the next business that will change and we are the first to do it.

How do we make money?

We make money in several ways:
– we make money on subscription fees. The yearly flatfee is our margin and we make money with it. Basically you pay us for the use of our software platform.
– we make money in the long-tail. We offer all domain extensions in the world. But except in the Supreme package where we sell all domains at cost price, in all other packages only the 40 or so most common gTLDs and ccTLDs are sold at cost price. All other domains that have competitive margins.
– we make money in up-selling and cross-selling other products like SSL. Our Supreme customers help us with their volume to reduce cost prices and we can sell at higher margins to our smaller customers but still give them a better deal than anywhere else.
– we keep adding new products and services to our portfolio, where we use our combined buying power to get better deals than individual customers can get themselves
– we develop our own software that we can sell to our customers. Our roadmap contains several software products that we developed in-house and we can sell to our customers. Most of those products are focussed on optimising business processes and reducing overhead. We are very good at doing that and are getting ready to let our customers benefit from these products we developed for our own use.

We see demand in our model is increasing rapidly. We keep innovating to help your business grow.


Being Unique in the Domain Name business

What to do when your product is the same as with anybody else in the market?
What to do when you do not really add value to the products you sell?
What to do when margins are going down?
What to do when everybody is after your customers and you after theirs and the market is growing very slowly?
What to do when you have the ambition to be a large player in this kind of market?
What to do if many of your suppliers are monopolies and feel no competitive pressure at all?

Kind of challenging isn’t it?

Welcome to the domain registrar business….

Being a domain name registrar is not an easy business. The market is definitely a so-called Red Ocean with a lot of commoditisation.


What did we do to survive and grow and move from the Red to the Blue Ocean?

– We hired more software developers. Currently our software development team is one of the largest in the industry and growing. Innovation is essential and without maximising our investments in the future in order to serve our customers in the best possible way we cannot survive.

– We changed to a unique business model. We charge a yearly fixed fee for the usage of our platform and do not charge any margin on the most common domain names anymore. You get our registry costprice, which in many cases is much lower than you could get yourself. This is very unique and a revolutionary model where customers pay for the value we add and do not pay where we do not add value.

– Everything we do is focussed on saving our customers time and money and to help them grow their business by providing them tools for up-selling and cross-selling to their own customers.

– We invest a lot in our support. Currently we provide support in English, Dutch, Spanish, Catalan and Russian. Our support team gets on average more then a 9 out of 10 from our customers.

– We align our people’s personal goals in life with the company goals and make sure they have autonomy, mastery and purpose in everything they do. Give people the right motivation and they can change the world.

As you can see Openprovider is all about People and Software to help you grow combined with a Unique Businessmodel .

We only need to let the world know we exist ….



Transform the Narrative

I am a member of Entrepreneurs Organization and as a member I can visit the Universities that EO is organising twice a year. The first university of 2015 was in New York and the theme was ‘Transform the Narrative’.

Being a week in New York with almost 1000 successful entrepreneurs from all over the world has given me enough inspiration to continue with transforming the narrative of of my company, the people I work with (my fellow travellers) and the industry we are in.

First the theme of the university explained in more detail (taken from the event website):

We live in a world of narratives. Much like fish, unaware they are enveloped by water, we are surrounded by narratives. These are the stories that tell us how the world works and describe our place in it.

As entrepreneurs, we operate within the narratives of our time. But we are also the drivers of change. We create new story lines with every innovation and endeavour we pursue. The EO New York Global University will explore the fundamental narratives that dominate our entrepreneurial lives today. We will challenge our community of entrepreneurs to explore the issues most critical to their business, family and personal lives.

Today, we are approaching tipping points in the most consequential narratives of our lifetime:

  • Technological advancements like the “internet of things” are driving the marginal costs of goods and services to near zero, while the collaborative commons and the rise of the sharing economy are challenging capitalism as the organizing framework of economic activity. What opportunities are being created during this shift? Who will capitalize on what comes next?
  • Global population growth, income inequality, climate change and sectarian conflicts have been straining the current system of global governance, driving apocalyptic narratives. How can we transform these narratives to address the coming changes as opportunities rather than crises?”

Everybody has his or her own interpretation of these big changes the world is going through and how to adapt yourself and your company towards these changes. As entrepreneurs we are able to create our own stories of how we see the world and where it is going to. From a company that sells domains and SSL we are transforming into a company that gives opportunities to our customers and our fellow travellers to grow their businesses and pursue their personal goals in life. Innovation of our software platform and business model will be continuously going on and on and on. We have great respect for the different cultures and different ideas that our fellow travellers have. In life we have to realise that prejudice is everywhere but that we have to look at the whole story to know what is really going on in peoples life and why they do what they do and behave like they behave. There is a great Tedx video of the Nigerian writer Chimamanda Adichie – The danger of a single story that you should watch to understand what I mean and why it is important to think like this. The world is changing rapidly and so should you to stay relevant.

Sometimes you have to cannibalise your own business in order to stay relevant and we are not scared to do this. Making money is important to be able to make sure that the fellow travellers in my company can live a high quality life and succeed in achieving their personal goals and ambitions in life. Profit is for us a result of Why, What and How we do things but not a goal in itself. We follow and implement the ideas of the book The Big5 for Life by John Strelecky. The general idea is that the people in a company work there to achieve their personal goals in life. Those personal goals should be in synch with the company goals in order to have motivated fellow travellers. What is more motivating than working in a company that gives you the opportunity to work on your personal goals everyday because the company goals are in line with your own? And what is more demotivating than working in a company that just pays you to do something you do not like or does not contribute to your own goals in life? If you are in such a situation get out, change your own narrative and pursue your dreams elsewhere!

Change is scary, it is fun but above all it is necessary. Be creative, think different and transform the narrative!

10 things I did to grow as an entrepreneur and individual

I have been an entrepreneur for over 20 years and have had a lot of successes and made a lot of mistakes. In the end there is no success without failure. In this article I will list the most important things I did that helped me grow as an entrepreneur.

1. Priorities and Focus. I have made so many mistakes with priorities and focus in my career that it is almost amazing my companies have been so successful. My ambitions, ideas and vision many times lead to doing too many things at the same time. In the end the quote of Steve Jobs says it all: Setting priorities is not about deciding what to do, but about deciding what cool things not to do. Since a few years I became much better at setting priorities. It made live easier for my colleagues and it also made Openprovider grow 600% in the last few years.

2. Entrepreneurs’ Organisation. Becoming a member of Entrepreneurs’ Organisation (EO) has made a huge impact on my life. Sharing experiences with other entrepreneurs that cover your whole live (business, personal and family/friends) was really a life changer for me. Combined with the really cool learning and social events EO helped me grow as a person and that has also improved my company and private life.

3. Be a coach and being coached. A few years ago I really was allergic to everything related to coaching. How can coaches charge so much money without being able to guarantee any results? I could never understand this. I had to learn that in coaching the result is not the most important thing but the road you take to get to the changes in your life is the most important part of coaching. Especially Vincent Hooplot and Inzicht have been amazing in my personal development. And from hating coaching I now even enjoy being a coach for my colleagues.

4. Core Values. Developing a set of core values that represent you as a person and that are fundaments for the path the company has to take has been a key factor in the success of Openprovider. We live and breath our core values and they help everybody to make the right decisions. Our core values are:
Be a Wolf not a Sheep – it is all about seeing opportunities in the market and go for them, not being a follower but a leader and being proactive instead of reactive.
Quality results in Quantity – we invest a lot of time in providing high quality in everything we do. Although we made a lot of mistakes the focus on quality in our products, services, software platform and suppliers seems to be paying of.
Knowledge equals Power – we try to educate ourselves and our customers about trends in the market, knowledge about the products and services and general knowledge. We have weekly huddles with our offices to learn about interesting topics that can help you grow as a company and as people. We also invest a lot in educating our people.
Enjoy what you do and do what you Enjoy. Since you spend 40-50 years of your life working it is a waste of your time if you work at a company without having fun. We try to create an environment where people can have fun.

5. It all starts with WHY. Many companies know what they do and how they do it. But WHY they do it is not always very clear. Our WHY is that we believe companies have to constantly reinvent themselves to stay relevant and competitive. That is why we invest so much in our software platform and our people. Our people are the key to our success. Figuring out and communicating our WHY has been essential for employees, suppliers and customers to understand and believe in my companies vision. Understanding Simon Sinek’s Golden Circles has been key for our growth.

6. Read Read Read. I have the feeling I never read enough and could also do better. However the books that brought me the most value sofar have been:
– Chet Holmes –  The Ultimate Sales Machine: Turbocharge Your Business with Relentless Focus on 12 Key Strategies . This is a very practical book for boosting your sales results.
– Verne Harnish –  Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm . Mandatory reading for every business that wants to grow fast.
– Jack Stack –  The Great Game of Business, Expanded and Updated: The Only Sensible Way to Run a Company . Make sure your employees know their value for the company and teach them the financial side of running your company. Once they know they get more involved.
– Geoff Smart – Who . Great book on hiring the right people and how you should invest time in building a network of A-players and what to do when you interview them.
– John P. Strelecky –  The Big Five for Life – 2012 Edition . Really cool book written as a novel that describes that everybody should have 5 big goals in live and should enjoy the journey to reach those goals more than the goals themselves.
– Daniel Pink – Drive, the surprising truth about what motivates us. Must read book about intrinsic motivation and how rewards and punishment cultures don’t work.

7. Meeting the right people at the right time. I don’t believe in luck or coincidence, but sometimes you meet people at the right moment in life and they make a great difference. In my case my first meeting with Serguei Beloussov and Soeren von Varchmin in 2003 was a real game changer. They showed me how to grow my hosting business from almost nothing to a multi million euro company. And they actively helped me do that in those early years. Many other people have influenced my business career but this meeting changed everything.

8. Think big and follow your dreams. Nothing is impossible and it is better to aim high and fail than to aim low and succeed (quote by Michelangelo). Therefor we have set a Big Hairy Audacious Goal (BHAG) for ourselves that is huge but the funny thing is that when your people start believing it anything is possible. In our case we want to manage 25 million domain names in 2023. And we are speeding up our growth year over year so we will get close. The goal itself is not the most important thing, but creating the mindset needed for this growth and figuring out the journey to the goal is fun and exciting.

9. Don’t micromanage. Most entrepreneurs including myself are very good in solving problems and giving quick solutions for anything you can think of. It is in our DNA. However giving people autonomy over their jobs and stimulate them to solve their own problems and allowing them to make mistakes to learn from them has been an important lesson that I learned. Most people are very good in self-management once you give them the room and support to do this.

10. Work AT your company and not IN your company. Probably the most important lesson to learn when your company is growing is letting go. My job as an entrepreneur is to make sure the company will last forever so that all stakeholders involved with the company can benefit from it for decades to come. It has not been an easy transition but the better I get at it the more success the company has. It is impossible to do this when you are involved in day to day operations. Letting go is not easy, but it is very rewarding I can tell you….

Opportunities for marketeers with new gTLDs and why ICANN uses Openprovider

What have we seen since the launch of the new gTLD program?

The new generic Top Level Domain (gTLD) program is around for almost two years and several hundreds of new gTLDs have been launched. So far the number of registrations have not been spectacular and far less than the industry expected them to be. Does this mean the whole idea was a failure? I don’t think so. The industry does not really have many companies with great marketing and sales power. In order to drive demand it is totally necessary to do some marketing and sales efforts. Many registries expected miracles to happen by simply offering new gTLDs. Unfortunately miracles do not happen a lot. Some registries like .xyz at least made a great effort in marketing their domains. They were able to register almost one million domains and they are a good alternative for a .com domain. Also the Chinese gTLDs do pretty well. Four of those Chinese IDNs are in the top 30 of most successful new gTLDS. I expect that many IDN based domains will do relatively well in the future. For Arabs, Chinese, Japanese, Russian and many other people that do not use Latin letters the new gTLD program is very interesting. For the first time in the history of the internet they are able to use the internet completely in their own language. Some other registries have been very successful with the total amount of domain registrations they have done. Donuts for example has registered almost 25% of all the new domains that are currently available. Although they also expected much more they still have done very well.

The regional new gTLDs like .nyc and .berlin have done an excellent job. And for some registries unexpected successes happened. Afilias never expected .kim to do so well in Turkey. In the Turkish language ‘kim’ means ‘who’.

Marketeers will use a lot of new gTLDs in 2016

I think in 2016 marketeers will really start using the new gTLDs to do marketing campaigns. For SEO and SEA a relevant and specific domain name is very important and in the new gTLD space many of those domains are still available. And Google, Bing, Baidu and Yandex are indexing those new domains very well. We can expect to see very interesting campaigns for certain regions using the new gTLDs as the domain name. If you want to market something in Wales you probably better use a .wales domain name than a or .com and when your target audience is in New York the .nyc domain will be seen more and more in advertising campaigns.
Also in sports there are a lot of opportunities to use a .tennis or .football domain name for promotional activities aimed at specific sports. In the financial sector a short and specific .loan or .credit domain are much more powerful to use in a campaign than a very long .com domain.

If you are interested in ideas you can get an overview per category of domains at Openprovider.

Why did ICANN choose Openprovider?

Many domain registrars have decided not to implement all new gTLDs because the demand is too low and the effort to implement all of them is very high. ICANN wanted to test all new registries and the performance of the new gTLD program. However they found out that going directly to a all registries for registering their own ICANN domains was not very practical and they decided to find a registrar. The shortlist of registrars offering all new gTLDs was also very small. Openprovider is one those registrars and had just passed the first audit that ICANN did on compliance with the contractual obligations. Furthermore ICANN finds our business model where we charge a relatively small yearly subscription fee for our platform and register all new gTLDs at registry cost price plus ICANN fee very interesting. With the help we offered in registering the domains for them it was a win-win situation. ICANN was helped in a very efficient and cost effective way and we got the acknowledgement that our investments in the new gTLD program and our business model are future proof.

The Power of Quick Wins

quick win

I am always thinking how to improve my business and let my people grow. As any entrepreneur knows that is not easy, not easy at all…

One of the things we implemented is called Quick Wins. I got the idea after reading two books. The first book I read was ‘The greatest business decisions of all times” by Verne Harnish. In chapter 15 he describes the Saturday Meetings that Walmart started in 1962. Basically all office people came to work on their free day and they reported what competitors did better than Walmart. After every meeting they implemented at least two things that a competitor did better in the Walmart stores. It helped Walmart to become the biggest retail chain in the world.

Chet Holmes wrote the “The Ultimate Sales Machine” which is a great book to read for anybody who wants to sell more. We use it a lot in Openprovider. In chapter one he describes how implementing a “pigheaded discipline” is necessary for every company to be able to succeed and move forward. We use his ideas on timemanagement as well but that story is for another time.

From these two chapters we created the idea of Quick Wins. As you may know Openprovider currently has three offices in Netherlands, Spain and Russia. We decided that every office has to deliver one quick win per week.

A quick win we defined as: A Quick Win is an activity that is not taking longer than 1 hour to execute, that either has business value, improves customer experience, productivity or working environment of the team. Quick Win is something that you would NOT normally do, something that normally does NOT have a high priority, but requires an effort to complete.

We started a Google doc to keep track of all Quick Wins people can come up with. We also decided that every office could spend 250 euro per month on Quick wins. In our case 750 euro a month with currently 33 people should be enough. For your company different budgets could apply depending on your goals and size.

The most important requirement was to report the Quick Wins every monday. Since the Quick Wins could be very trivial and don’t have a high priority and are created and done by employees themselves it is very important to celebrate and share the results.

With all new initiatives and especially this one the hard part was to get people enthusiastic and disciplined to create the ideas and to actually implement the ideas. Both are not easy to maintain. Our Management Team had a hard job to manage the Quick Win process in the beginning. Even for them it was not easy to maintain the pace and motivate their people to really do it.

After a few months of hard work we see the results of our pigheaded discipline. Everybody really starts to enjoy the quick wins. The Russian team created the logo you see on top of this article and really are our Quick Win champions. Instead of doing one Quick Win per week they report 2-5 Quick Wins per week and now all teams really enjoy doing and reporting Quick Wins. It took us 6 months to get there but now people love and cherish the Quick Wins.

Without any real effort we now improve over 150 things per year what hopefully will bring us a similar success as Walmart in the past. A simple initiative combined with disciplined execution that totally fits in our core values “Enjoy what you do and do what you enjoy” and “Quality leads to quantity” is all it took…

Some examples:

Buy table football table for Dutch office
Fix toilet door in Russian office
Send pizza to customer after fuck-up on our end.
Buy screwdriver set for office to fix small things
Numerous quick wins around small textual changes and translations in the customer control panel
Throw away boxes that were stored for long time
Pick up stuff that lies around the office and store it or throw it away
Buying plants for Dutch office when returning from a customer meeting
“Happy to inform you I’ve knocked in the nail into my desk to make possible to hang my backpack on it. I’ve made this world better therefore.”

Currently our Quick win list has 205 items that will be done in the coming year and every week new items are added without management involvement. How cool is that?

“In the red room in our office on the windowsill our guys kept the most important tools such as the drill, the hammer, the hand simulator and other important things … that are not used every day. And we have a free closet in another room… 30 minutes and sill free!  In the future , we can put there flowers  :-)”


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“The ladies wanted a bit more ‘green’ in the office, so we cut a forest (at Ikea).”



“I used to have all pens and pencils around the table, as well as the business cards.  As I am very big fan of the Yatekomo noodles for a quick lunch in the office sometimes (although Javier is against this rubbish food :), I took the empty cup and cleaned after eat it all, to be used for tiding all this pens and pencils. So we didn’t have to buy anything new Saving money in Openprovider is not flat fees 🙂 About the business cards cup was took from an empty cup of sugar packets.”IMG_0474 index


16 simple strategies to sell more new gTLDs

Since 2014 more than 700 new gTLDs (generic Top Level Domains) have gone live. In theory that opens up tons of marketing possibilities. However in practice I see that it is not so easy to sell loads of new gTLDs. Customers do not see the forest through the trees (Dutch proverb translated).

But there are some fairly simple strategies that you can implement that with a little effort should pay off.

Strategy 1.

Sell at high prices. Because higher pricing allows you to invest more in marketing and makes you more profits. Don’t be afraid that you charge too much for now. Most of your customers do not know the prices of new gTLDs yet and therefor have no insight in cost prices, prices of competitors etc etc. Most registries of the new gTLDs charge already fairly high prices compared to gTLDs like .com or many ccTLDs. It means both percentage wise as absolute wise you can charge high prices. 40% or more is what I think is absolutely fair

Strategy 2.

Give huge discounts. If you use Strategy 1 you can afford to give a big discount of like 30% for the first year of registration. Renewals can be charged at your normal price. You still make money in the first year.

Strategy 3.

Make sure one or more new gTLDs show up in the first five results of your whois. Customers buy domains that are free. In the new gTLD space most good domain-names are stil free. Your customer will buy those if you give them the choice. Also make sure your whois has the option to show all the domains you sell. Find a registrar that supports all gTLDs and ccTLDS.

Strategy 4.

Send newsletters to your customers. This sounds like a trivial strategy but I have found out that many companies say they have no demand for new gTLDs. When I ask them if they have let their customers know by sending them a special newsletter on new gTLDs many of them say “no”. Newsletters are very cheap and it is easy to create a professional newsletter with for example Mailchimp.

Strategy 5.

Personalise your newsletters. This strategy is a little more complicated but very effective. Of course your already put the first and last name of your customer in your newsletter. That is standard and simple (I hope..), but you can make your newsletters much more effective if you include a proposal for new gTLDs for the domains the customer already owns. If you are more experienced or can rent a developer to do it for you also add a “Buy Now” button in the newsletter. This is extremely powerful.
So let’s say your customer has your offer could be to register:
etc etc etc

You don’t have to email your whole customer base right away. If you can handle only a limited amount of questions or orders then just send as much emails as you can handle and simply repeat weekly. Combine this strategy with Strategy 2.

Strategy 6.

Make a special landing page that includes the new gTLDs and your offers for them. Advertise this page on your homepage with a banner or try out online advertising.

Strategy 7.

Use the special promotions that most registries offer to sell their new gTLDs. Your registrar should be able to help you with this. There are almost continuously new promotions available and the requirements for them are very mild. Using a specific banner and creating a landing page is normally sufficient. Most of them provide marketing materials for this.

Strategy 8.

Upsell! Use the opportunity to sell hosting, spamfiltering, whois privacy and ssl certificates etc etc with every new domain name. Research shows that churn reduces dramatically when you sell 3 or more services to a customer.

Strategy 9.

Focus. There are many new domains that have a certain target audience. Try to sell your customers from New York a .nyc, those from London a .london. But also .bio can be used to sell to organic farmers or as a biography for people. There are thousands non-governmental organisations that would qualify for a .ngo or .ong and with a .tennis domain you can focus on all tennisplayers. The options are almost unlimited.

Strategy 10.

Bundle. Create packages for certain themes like food and drinks business. For example create a special package that
etc etc

Strategy 11.

Trademarks. Probably a few of your customers have trademarks. You can make sure they are signed up in the Trademark Clearinghouse (TMCH) and let them use the sunrise phases of a new domain launch to protect their domains. You can charge a much higher price for your services in this phase and add real value for your customers.

Strategy 12.

Premium domains. A lot of registries have a premium domain-name program where they sell generic domains at a premium price. You can make a lot of money selling those premium domains. For example will go for over a million Euro. Imagine your margin if you sell this domain.

Strategy 13.

Early Access Program (EAP). The registries Donuts and Rightside who both will launch a few hundred new gTLDs have an EAP program. It simply means that 7 days before the launch of a new gTLD you can already buy it at a premium price. Every day up until the launch date the price will be lower and the chances you can buy it as well. If you provide this service to your customers you would be able to get more revenue and you offer them a great service.

Strategy 14.

Domain Protected Marks List (DPML). This is a service that is available for trademarkholders that have been validated by the TMCH but do not want to register all the domains yet. A few registries like Donuts, Rightside and Minds and Machines offer this service where you simply block the registration of your trademark in al their domains without the need to register the domains. This is cheaper than just registering the domains but since it is still a few thousand dollars it is a great upsell opportunity for you.

Strategy 15.

Ask money for pre-registrations. It is useful to collect pre-registrations before a domain-name goes live with domains your customers would like to register. If this is free a lot of customers will simply let the offer expire when the domain goes live. But if you ask like 1 dollar for a pre-registration you maybe have less pre-registration but you already make 100% margin and the conversion rate will be huge since you customer already paid you. Of course you have to make sure that you manage the lists very well to avoid negative feedback. So have a policy for refunds when the domain-name was take faster by somebody else and how the handle double registrations.

Strategy 16.

Focus on renewals. The easy money is made when your customer renews the domain-name forever. Make sure your renewal process is very efficient and you have done a lot of upsells. The longer the customer stays the better it is for you and the probability is higher that he will buy more from you.

All these strategies are simple to implement and they guarantee you a lot of extra business. You have no excuse to not make more money now!