As its Sales & Marketing Plan demonstrated, there were two ways to make money in Amway. You could buy products cheap (at wholesale costs reportedly 30 percent below retail) and sell them dear; or, more lucratively, you could share The Business with others, and build your own empire of “downlines.” Since Amway awards bonuses to its distributors based on their wholesale volume, and since each distributor’s wholesale figures includes the sales made by his or her “downlines,” each convert to the Amway cause would enlarge his or her own incomes. To see how this worked, we were told to imagine recruiting six distributors, each of whom would bring in four more, who in turn would each net an additional two. Our downlines, according to this “6-4-2” formula, would then have seventy-eight members. If each of our underlings did $100 a month in sales, we’d be making an extra $2,000 a month in bonuses.[5]
[11]At the top, the multi-multi’s seem to attain a Zen of conspicuous consumption. Brad Duncan, brother of the great Double Diamond Greg Duncan, described seeing a dusty Rolls Royce among the many cars in the garage of his upline mentor, Ron Puryear; when he asked what he paid for it, Ron answered, “I don’t know. Whatever the sticker price was.” Brad took him to task for this, until Ron lectured: “That dealership is somebody’s livelihood—somebody with a family. I’m not so hard up that I need to haggle the food out of a child’s mouth.” Brad was chastened, realizing that only small minds pay attention to sticker prices.
The largest training platform in Amway at the time of publishing this article is WWDB (WorldWide Dreambuilders, officially World Wide Group), which is a mirror image of BWW (Britt WorldWide). In fact, Ron Puryear visited Bill Britt to find out how he structured his training platform before founding the WWDB group. Although there are multiple training platforms inside Amway, WWDB happens to be the largest so I will only focus on their process here, although this can technically be looked at as an Amway BWW review as well. The cost incurred by partnering with any Amway training platform will be relatively the same.
Methodology: Source Euromonitor International Limited. Claim verification based on Euromonitor research and methodology for Amway Corporation conducted from May through June 2018. Euromonitor determined the highest possible total historical sales of the leading global and/or regional Amway competitors and eliminated those whose total sales are less than double that of Amway's own stated historical total bonuses paid out to distributors historically. Of the remaining companies, Euromonitor eliminated companies whose average share of bonuses and cash incentives paid out totals were less than 70% of Amway's stated historical total of bonuses. No companies remained after this stage. To the extent permissible, Euromonitor does not accept or assume responsibility to any third party in respect of this claim.
The elevated I-4 freeway bordering the east side of the site posed a distinct challenge, threatening to disconnect the arena both physically and psychologically from the downtown core. In response, the corner of the arena is anchored by a diaphanous feature tower bathed in color changing LED lighting that reveals the color and pageantry of sporting and entertainment activities within while marking the facility within the flat topography of downtown Orlando. This tower is both architectural and occupied – housing the Orlando Magic Team Store, hospitality space, Gentleman Jack Terrace and rooftop Sky Bar. The latter two are exterior spaces that take full advantage of the warm Orlando climate, commanding views to the plaza below and the greater community beyond. Further city connection is achieved via a 40’ × 60’ LED video feature that addresses downtown from an elevated façade position above the highway.

I did pick-ups for several depressing weeks. Apart from Sherri, I never saw any sign of another customer. It was like one of those dusty, deathly-still mom-and-pops frequented only by regulars who come mainly to chat—and I was oppressed with a similar sense that the proprietors needed my money more than I needed their merchandise. It was actually a relief when, one week, Josh and Jean left town without warning me.
Josh felt that duplication worked in the other direction as well. If he emulated the multi-multi-millionaires (“multi-multi’s” for short) above him—and did exactly what they said they had done—he would succeed as they had. In his mind, his interests were already merged with theirs. He would boast of their accomplishments, tell me how their bonuses just kept “getting better and better all the time!” For him, of course, bigger bonuses for uplines simply meant a more powerful drain on his income. But that kind of self-defeating “stinking thinking” missed the point, as far as Josh was concerned. By “visualizing” great wealth, by worshiping great wealth, and by imitating the consuming habits of the great and wealthy, he would somehow obtain great wealth.
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