Here is my experience from amway. (spoiler, not good) I was an IBO and part of a business team for 2 years. went to 6 big conferences and really did my best to sell and share the opportunity. I ended up getting like 5 or 6 people in under me and then some under them. some people quit but I was sold on the dream. after the second year and time to renew I went over how much I spent every month compared to checks received from the company. I was getting anywhere from $40.00 a month to $200.00 but usually under $100.00. after the two years I was thousands in the negative. I thought would I want to get somebody just like me in the business? someone to go to the conferences, buy from themselves. at first I said yes but then I realized I would of sponsored a lot of hard working people and made them go broke. my uplined usually pressured me to drive a long way for meetings, buying stuff. all the events were super late and I was really sleep deprived. all of these are cult techniques. look it up.. do it.. I found that most people who are emeralds and diamonds make way more off the cd’s and events than even the amway part. usually if they share income it is there one best month but most the time I find they make crap. I wont go into details but I really didn’t want to continue. I went back to finish my degree (which my upline convinced me to quit school!!!) I got my degree. now just 2 years later I have actually doubled my income, met the most beautiful girl, Ukrainian girl with a perfect accent. she too was in amway and quit. I am working in a job in my degree field (server administration) and she actually started her own business. Amway had good business principles but you are much better off to go start a real business not a multi level marketing business in which you do more buying than selling and if you actually do selling you will need to sell a whole crap ton to get any money, in fact you will make more money working part time at mcdonalds than actually just selling amway products and I am guessing that is even if you get 15+ customers. do your research on where the top dogs are making money, then if you are in business yourself please recap your spending vs income and then question did my upline push me away from friends, family, or choices I would of done differently. If you spent the time to read this thank you as I kinda went long, I am so happy now and was only acting happy in amway as they say “fake it until you make it.”
This year’s report examined how age, gender and education levels impact attitudes towards entrepreneurship. It also examined various aspects that either hinder or help entrepreneurs – internal factors (such as commitment, willingness to take risks, knowledge of how to earn money) and external factors (such as their country’s operating environment, technology availability and entrepreneurially forward education system).
Sustainability is a core principle, as well, and has been for decades. Amway controls much of the process, from where ingredients are sourced (some come from nearly 6,000 acres of Amway-owned certified organic farmlands), to where they are manufactured. In addition, 50 percent of the energy powering Amway’s world headquarters in Ada, Michigan, is wind-generated. These are best practices in the industry and they have been a part of Amway’s DNA from day one.
Well that's all fine and dandy but I am not lazy, I like talking to people. But I am not going to persuade people to get into a so called business when in al actuality this is like a Sam's Club membership except everyone you get to join, you get a piece of their profits and any profits of their offsprings and so forth and so on. I can do that, but not full time. It's not something I enjoy. You have to have passion for that and I don't have that type of passion for selling Sam's Club memberships to folks. I am a nurse and that's my passion No this is not a scam. Just say no it's not for you and move on. No need to bash the company.
Usually in such sophisticated and well orchestrated system, all the investors & family members of the organizers (forerunners) place themselves into the tree such that they form the initial 7 or 8 levels at the top. With just 200 members, their tree is already 8 levels complete. Next, they start referring friends who form the 9th level. The 9th level requires 2^9 = 512 members. Now the exponential function starts showing its real colors. For the 10th level, you need 1024 new members. By the time it reaches your neighborhood, it might be in the 15th level and that level alone has 32,768 members. To add another level into it, it needs 65,536 new people. Just to give you an idea, in order to add the 25th level, you need 33 crore (330 million) new members into the system and you already have 33 crores (330 million) inside the system (number of nodes in a tree of height N is 1 less than ‘2 power N+1’).
Amway's time in business has not been without controversy. The multi-level company is not new to dealing with lawsuits. One lawsuit in the last ten years resulted in Amway paying $56 million to settle a case alleging it operates a pyramid scheme. Amway agreed to the deal to close a 2007 class-action suit. Here are some of the accusations Amway has received in its more than 50 years of business:
Amway gives some idea of real chances for success in its “Amway Business Review” pamphlet, which the FTC requires it provide to all prospects. The “Business Review” is an ingenious mixture of mandated honesty and obfuscatory spin: The average monthly gross income for “active” distributors, for instance, is revealed to be a meager $65 a month; but the “Review” leaves out the median income and the net profit, both of which would probably be negative. Likewise, it states that “2 percent of all ‘active’ distributors who sponsor others and approximately 1 percent of all ‘active’ distributors met Direct Distributor qualification requirements during the survey period.” From this, it derives the optimistic conclusion that “once again, the survey demonstrates a substantial increase in achievement for those who share the business with others.” Increase implies that there are some non-sharing distributors who succeed; an alternate reading of the statistics would be that all distributors try to share, none succeed without sharing, but only half are able to share. It’s also a measure of Amway’s PR savvy that every article I’ve seen (even the critical ones) that mentions the number of Directs uses the 2 percent, rather than the more accurate 1 percent, figure.
Their first product was called Frisk, a concentrated organic cleaner developed by a scientist in Ohio. DeVos and Van Andel bought the rights to manufacture and distribute Frisk, and later changed the name to LOC (Liquid Organic Cleaner). They subsequently formed the Amway Sales Corporation to procure and inventory products and to handle sales and marketing plans, and the Amway Services Corporation to handle insurance and other benefits for distributors. In 1960, they purchased a 50% share in Atco Manufacturing Company in Detroit, the original manufacturers of LOC, and changed its name to Amway Manufacturing Corporation. In 1964, the Amway Sales Corporation, Amway Services Corporation, and Amway Manufacturing Corporation merged to form the Amway Corporation.
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The reason some people received $84 was because they didn’t work hard enough to earn more. This business isnt for everyone. Just try the products and of you dont like them then return them you have 6 months to return them. Just dont start stating facts that aren’t true just because you lost a friend. They probably left because they trying to be with people who were trying to succeed. Take it from me im 16 years old and this business has not failed me yet.
I shopped with Amway about 20 years ago when a neighbor in my apartment building became a sales rep for them. I really liked the cleaning products which were pure and did a great job of cleaning everything! I had a terrific rep who sold the various products that interested me. I was always very impressed by Amway. To my knowledge, Amway has always had an impeccable reputation and the highest quality products. I didn't find any reason to dislike the company back then and certainly have no reason to dislike it now!
We exit onto the back patio. It overlooks the pool on the lower level and the golf course, bordered by houses of the Bayou Club community. It’s begun to rain lightly, but the sun is still out. We pass through an outdoor dining area and reenter through the fitness center: a room the size of a small apartment with mirrored walls, two rows of exercise machines, and a flat-screen TV mounted in the corner. A man and a woman exercise separately.
Bottom line: If you have an entrepreneurial spirit, Amway may not be the place for you due to the company politics. Sort of ironic, since the Amway business thrives on the entrepreneurial spirit of the distributor force. But, if you are looking to just go to work every day, maintain the status quo, get paid fairly, and live a balanced life, than Amway is great!
Indeed, the F.T.C.’s move against Vemma has caused both sides in the Herbalife battle to claim vindication. Although the F.T.C. has been investigating Herbalife for some 17 months, Timothy S. Ramey, a stock analyst and Herbalife bull, raised his price target for the company, saying Vemma’s business model was clearly different from Herbalife’s. Meanwhile, Ackman prepared a 29-slide deck with side-by-side comparisons of all the ways, in his view at least, Herbalife’s business model was exactly like Vemma’s.
The forecast looked pretty grim, and I wasn’t the only one who thought so. My supervisor, Sherri, also seemed to have succumbed to E2020’s mood of millennial angst. As events coordinator for E2020, responsible for making each client’s time in Chicago—from the catered lunch to the after-hours excursion—exceed their expectations,” Sherri’s job was already very twenty-first century in its focus on pampering those with means. She was perfect for the role, a seamless blend of prim professional and girlish emotion-worker. Tall, blond, and angular, she had deep-set Nordic eyes that gave her an air of maturity—unless she was excited, when they would widen improbably, revealing the spirit of a child lost in wonder. One minute she was commanding a team of caterers, the next she was dissolving into giggles, waving her arms and squealing with excitement. On top of her sixty-plus hours a week at E2020, she was improving herself with MBA classes at night; she, too, was seeking some way off the wobbly treadmill of income-from-wages-salaries-and-tips. When Amway called, touting a future that combined business ownership with 100 Percent Empowered Consumerism, she was ready.
Before we get into a detailed discussion on whether Amway is a Ponzi scheme or not, it is important to understand how Amway and other multi-level marketing(MLM) companies go about their business. An MLM company like Amway appoints independent distributors to sell its products. Amway sells products like diet supplements, toothpastes, shampoos, multi-purpose liquid cleaners, soaps, grooming products etc. These distributors are not employees of the company. They make money by selling Amway products.
She showed me how all the dilution bottles worked (Amway liquid cleaners come in “superconcentrated” form, which makes them superinconvenient to use), and took me on a tour of eight or so catalogues, pointing out all the products I would want to make an effort to learn about. Finally, she did the best she could with the Amway paperwork, but, math teacher though she was, she got lost in its byzantine intricacies. “I’m still learning,” she explained with an embarrassed smile. “But it’s O.K., because once I get it all down, it’s all I’ll ever need to know, whether our business is a hundred dollars a month or a million!” Unfortunately, it was what I needed to know just to buy a roll of toilet paper.
I loved the days when we’d go to the Bayou Club as a family. We began going immediately after joining Amway, when I was in second grade. The development was new, still under construction. There was space between the houses and the far stretch of the golf course undulating luxuriously around them. Model homes rose from the landscape like castles, bigger than any houses I’d ever seen – and vacant. Never occupied. Empty dreams, waiting to be filled.
While noting that the settlement is not an admission of wrongdoing or liability, Amway acknowledged that it had made changes to its business operations as a result of the lawsuit. The settlement is subject to approval by the court, which was expected in early 2011. The economic value of the settlement, including the changes Amway made to its business model, totals $100 million.
Now, however, the DeVoses were on their own, pushing Prop 1 with minimal support from the state’s Republican establishment. Among the broader public, the opposition was fierce and widespread. “That was one of the best campaigns I was ever on,” says Julie Matuzak, who was, at the time, the American Federation of Teachers’ top political hand in the state.
No one likes doing that. The major problem is that you trying to talk with people who have no interest in what you are offering. You need to learn how to implement an attraction marketing system to ATTRACT the right buyers and business opportunity seekers. These are people that are already currently looking for what you have to offer. So they are more targeted and more likely to join your team or buy products from you.
Betsy’s campaigning earned the attention of the Ford team, which tapped her to attend that year's Republican National Convention in Kansas City as a participant in the “Presidentials” program for young Republicans. The budding politicos attended training on campaign strategy and political techniques, and were divided into groups based on geography so that they could get acquainted with potential allies from their home states. There were also more practical desires for a squadron of young volunteers at a contested convention: “Anywhere there needed to be noise, there were always kids,” Betsy Prince told a reporter for the Holland Sentinel in 1976 (“Betsy Helps Cheer Ford Through in Kansas City,” read the headline, beside a photo of a T-shirt-clad Betsy sporting a feathered, Farrah Fawcett-lite hairdo).
There's a concept in the social sciences that runs along this line. Basically the idea that we hold 3 types of capital, social, cultural, and economic. We can exchange those capitals for other other types of capital and pyramid schemes prey on the people who are willing to exchange their social capital (reputation with friends) for supposed economic capital (money).
After graduating from high school in 1975, Betsy enrolled at Calvin College, her mother’s alma mater. Calvin’s mission, as stated in the 1975–1976 course catalog, was “to prepare students to live productive lives of faith to the glory of God in contemporary society—not merely lives that have a place for religion … but lives which in every part, in every manifestation, in their very essence, are Christian.”
Education, in terms of having a university degree, has a minimal impact on shaping entrepreneurial spirit. Respondents with and without university degrees exhibited a similar AESI. Previously, those without a university degree exhibited a greater desirability for entrepreneurship compared to their counterparts with a university degree, however this gap has disappeared.
Outside the Capitol, state police donned riot gear while officers on horseback pushed protesters away from the building. Loudspeakers blared Tom Petty’s “I Won’t Back Down,” and as the wind picked up, four 20-foot-tall inflatable rat balloons skittered from side to side. Each rat represented one of the key players protesters blamed for right-to-work’s hasty adoption: the governor, the House speaker, the Senate majority leader, and—the only unelected member of the rat pack—Dick DeVos.
“We believe this is going to be the heart of this downtown sports and entertainment and arts district,” Martins said. “Anchored at one end by the Dr. Phillips Center and on the other end by Camping World Stadium with this development and the Amway Center being at the heart of it all. I do believe that type of development can attract a major event to any one of these facilities.”
Occasionally, though, it can be useful to mention poverty in a certain context. Inspired by the personal and business philosophies of DeVos and Van Andel, Cross spent the ten years after writing Commitment to Excellence researching the two men, culminating in his 1995 self-help book Choices with Clout: How to Make Things Happen – by Making the Right Decisions Every Day of Your Life. Much of the book is compiled from interviews with the Amway founders and top-level distributors. In a passage about excellence, Van Andel outlines the proper way for an Amway distributor to rationalize the issue of poverty:
Julie Matuzak, the DeVoses’ foe from the 2000 voucher fight, disagrees strongly with DeVos’ appointment but concedes the couple has good intentions. “I do believe they have a deep-seated belief in quality education for all children,” says Matuzak. “They see it as a continuum of public education that includes everything—private schools, parochial schools, charters, public schools. But they believe in the market force as the rule of the universe.”
Others receiving votes: Texas A&M 167, Cincinnati 116, South Florida 87, Michigan State 48, Wisconsin 41, Northwestern 40, NC State 40, Miami 38, Georgia Southern 32, Oklahoma State 31, UAB 24, Auburn 21, Stanford 21, Oregon 20, San Diego State 16, Buffalo 14, Army 13, South Carolina 11, Florida Intl 6, Iowa State 6, Virginia Tech 5, Pittsburgh 3, Duke 3, Boise State 2
Let us not underestimate the power of ideas. Cross provides examples of distributors who let nothing stand in their way. Just listen to the story of the Upchurch family, who persisted in Amway, making any sacrifices necessary, even after Hurricane Fran destroyed their home. Or the Janzes, who were desperately poor new parents with another child on the way when they learned that Amway was bigger than making money; it was a way to overhaul your lifestyle and live your dreams. Or Dexter Yager, who didn’t let a stroke stop him from achieving success with Amway and continued to operate his business at the same level even as he was learning to walk and speak again.
The Sales & Marketing Plan is based on what Scott called “the revolutionary business strategy of duplication.” To illustrate the idea he pointed to an imperfect example: McDonald’s, which succeeded so phenomenally, Scott explained, thanks to duplication—not because it served particularly good food (people who “hadn’t spent a lot of time around millionaires” always amused Scott with their idea that successful businesses required quality products). Ray Kroc had figured out a better way to flip a burger, but instead of hiring employees to do it, he taught it to franchisees, people fired up with the zeal of business ownership. While they willingly slaved to make what they owned more valuable, Kroc made his money by “taking a penny for teaching others how to make a dollar.” His was truly a magical income, expanding whether he worked for it or not, growing whether he lived or died. Long after Kroc had “taken a dirt bath,” Scott joked, duplication still supported his widow to the tune of $200 million a year!
In 1983, Rich DeVos, one of Amway's founders, made recordings which, among other things, communicated his displeasure with several issues regarding some of the high ranking distributors/IBOs. These recordings are entitled "Directly Speaking" and were addressed to Direct Distributors (now called Platinums), who are considered leaders with various responsibilities for their downline group. In January 1983 Rich DeVos announced that Amway would pay Business Volume (BV) on Amway produced tapes. He expressed concern about the level of income from the sale of Business Support Materials (BSM; tapes, CDs, books, and business conferences/functions) compared to the income the high level distributors were making from Amway products. He stated his legal team was concerned if the tool income exceeded 10% of their Amway income, and stated that BV payouts on tapes can never exceed 20% of the distributor's total Business Volume.
Amway conducted a four-month evaluation of different IoT platforms, ultimately choosing AWS IoT. AWS’s scalability, global presence, maturity in the IoT space, security, and outstanding professional services were the deciding factors for Amway. “We do business in more than 100 countries and territories, and we had no idea how much data-center capacity we would need from an IoT perspective,” says Mike Gartner, senior IoT platform architect at Amway.
From time to time the absurdities and contradictions of The Business would surface in Josh’s conversation. In one of his many unguarded moments, he voiced a preference for Amway Scrub Rite because it ran out more quickly than the “superconcentrated” Amway cleaners, enabling him to buy it more often. Catching himself, he quickly added, “Of course, it still lasts a long time.” This puzzled me. Why was Josh so eager to shovel money at Amway? The rational thing would be to minimize his own purchases while strong-arming his downlines into buying as much as possible. But, of course, if everyone did that, the whole business would evaporate. This is Amway’s central dilemma.
Today, 16 years after the DeVoses’ failed constitutional amendment, this constant push has totally remade Michigan education. The cap on the number of charter schools eliminated and attempts to provide public oversight have been defeated, making Michigan’s charters among the most-plentiful and least-regulated in the nation. About 80 percent of Michigan’s 300 publicly funded charters are operated by for-profit companies, more than any other state. This means that taxpayer dollars that would otherwise go to traditional public schools are instead used to buy supplies such as textbooks and desks that become private property. It is, essentially, a giant experiment in what happens when you shift resources away from public schools.
He ended with a Wizard of Oz motif, reminding us to stay positive and focused: “You have to stick to that yellow brick road. Just like Dorothy. She followed it all the way to the Emerald City—and picked up three legs along the way! You know what? The Wizard of Oz is really an Amway movie!” The crowd erupted in laughter and cheers. In the midst of their long applause, they seemed to have forgotten what the Wizard turned out to be.
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Amway is probably the most widely used of the "sell our products out of the comfort of your own home and be your own boss!" services, the ones that appeal to the unemployed with promises they'll get rich quick (and also encourages them to relentlessly recruit new members). And on the surface it looks fairly plausible, especially when you look at how much money Amway rakes in every year: in 2014 Amway sold $10.8 billion worth of products, so why shouldn't you try to break off a piece of that action?
In 2002, the first election of GLEP’s existence, its PAC had more money than the Michigan Education Association, United Auto Workers, or any Democratic-affiliated PAC in the state. And if they lacked the influence and statewide presence of those groups, it was only a matter of time. “They take a very long-term view,” says Matuzak. “If you pick up a few new Republican legislators every two years, and throw a fair amount of money at legislators who are already there, you can create coalitions of folks who can tackle what seem to be impossibly large issues.”