Joecool wanted to provide people a window into what it was like to work in Amway at the 4000 PV level, as well as into my own personal experience. In spite of the fact that Amway and WWDB advocates will say it never happens or that it doesn't happen anymore, I have solid cause to believe that very little has changed in WWDB since I was an independent business owner (IBO). The only significant difference was that we used to (phone)call in and pick up our products back then. A few WWDB officials are still talking about buying houses in cash and teaching the same old material, according to reports.
I worked a total of how many hours every week? I would estimate that I spent up to 30 hours each week on business-related matters. Granted, goods pick-up took up the entire afternoon and evening on Thursdays, which was unusual for the company. In order to get the things, I would have to place my order with the platinum on Wednesday evening and then pick it up on Thursday afternoon. After that, I had to get back home and deliver the merchandise to my downline. As a result of my upline platinum's poor order fulfilment skills, it was a huge hassle. I'd estimate that pick-up and the associated paperwork took me about 8 hours per week. One advantage that exists today is that Amway is responsible for issuing the bonuses. In the olden days, it was your responsibility as an upline to do so. (This is an area in which I believe Amway has made significant success.) I have heard, though, that WWDB may still offer call in and pick up for standing orders and other items. If this is accurate, it means that they have reversed the progress that Amway had achieved. Apart from that, my platinum required me to bear a portion of the cost of returning tools, such as the expense of absorbing losses if someone on a standing order quit. (At the time, Brad Duncan released a true north tape that essentially stated that IBOs are responsible for the expense of standing orders for downlines that departed. In other words, even if your downline leaves, you will continue to pay for their standing order subscription.
If the platinum was showing the plan, I had to show the plan or attend plans for my frontline if I was a 4000 pin. If the platinum was not showing the plan, I had to show the plan. I'd say we displayed the plan for a downline or a downline in depth four nights a week, on average. Of course, after the plan is completed, we may "hang out" with our downline and conduct some late-night teaching. Some individuals refer to this as an alliance or something like. This may take 3-4 hours per night, four times per week, depending on the length of the drive. When there were no shows, the time may be cut in half.
We provided guidance to both downline and upline. I spent some one-on-one time with my upline as well as with those of my downline who requested one-on-one time to receive ideas on how to better their Amway businesses. We examined their group parameters, as well as the flow of tools, of course. Fortunately, a WWDB counselling document was available for this purpose. Looking back, I'm not sure what this actually accomplished, except than identifying which leaders are selling the most tools through the use of large pins.
After that, we had public meetings and functions. One local party per month, as well as one or two open gatherings where a diamond or an emerald would be displayed to explain the plan, were held. Of course, my sponsor (platinum) did not feel comfortable attending our party unless he supplemented it with his own late-night meetings. Additionally, we had three long distance functions on the mainland. These events were referred to as Leadership, Family Reunion, and Free Enterprise Day at the time they were held. As a single person from Hawaii, these functions cost me at least $1,000 or more for each trip, owing to the high cost of airline during peak travel times, hotel accommodations, rental cars, and the cost of the function ticket. I dread to imagine how much money these couples spent.
Because of my position as a rising leader, I was given the opportunity to attend special sessions where our diamond would explain or demonstrate house layouts. I also had the privilege of driving the diamond to the location of the house layout. Oh my God, how can anyone survive without such a distinction?
To make up for my misfortunes, I built a business at 4000 PV with Eagle criteria. I was referred to as a "movers and shakers." A lot of people knew who I was, and my sponsor was desperate to become the first person in his downline to achieve platinum status. He came down with me one afternoon and told me that if I would only get rid of my girlfriend (who was also my fiancee at the time), I could easily push my way up to platinum and ruby. He told me that if the upline diamond advised him to divorce his wife, he would do it immediately. He claimed that a single (ruby or higher) could easily attract a large number of desirable females to himself. It was following that meeting that I made the decision to resign.
I had attained a total of 4000 PV. Because of the tools and functionalities, I was making very little money or even losing money at times. I didn't see any opportunities to make money, even at the top of the pyramid, and suddenly my upline wanted to take control of my life. When I told my group the truth, they all quit, with the exception of one or two who had been indoctrinated into remaining in the organisation. That was my experience, and I have no regrets about my decision to leave the company. I sincerely hope that this tale might be of assistance to a prospective or present IBO.
Important disclaimer: the following piece is a work of fiction, and any similarities it may have to real-life occurrences or people are totally coincidental.
Recently, Joecool Irks, a controversial Amway distributor and social media celebrity, discussed his experience of attaining 4000 PV in Amway. According to Irks, this accomplishment required years of toil and commitment on the part of the individual in question.
Joecool detailed the significance of earning 4000 PV for him as a big turning point in his Amway career in a video that he shared throughout his many social media sites. Reaching 4000 Point Value, often known as PV, is a notable accomplishment in the Amway business. PV, which stands for "Point Value," is a measure of the volume of products that a distributor sells.
Joecool referred to the event as a "rollercoaster ride," implying that it was full of highs and lows but was ultimately worthwhile. He discussed the difficulties he encountered, such as being turned down, receiving unfavorable comments, and working long hours, as well as the rewards he received from developing relationships, assisting others, and observing the fruits of his labor.
In the video, Joecool can be heard saying, "I've learned a lot through the course of this process." "I've realized the value of perseverance, of maintaining my focus on my objectives, and of making certain that my customers come first at all times. It is not always simple, but it is without a doubt well worth the effort.
The achievement of 4000 PV by Joecool was hailed by many members of the Amway community, and several of those members offered him their congratulations on his hard work and devotion. Others, on the other hand, continued to criticize his strategies and procedures, with some claiming that he approached sales in a manner that was too pushy or aggressive.
Regardless of how one feels about Joecool, the fact that he has achieved 4000 PV is a demonstration of the amount of effort and commitment that is required to be successful in Amway. In addition to this, it stresses the possible benefits that might result from creating a successful Amway business, such as monetary security, personal development, and a sense of belonging in a community.
As Joecool moves forward on his Amway journey, it is currently unknown what other milestones he will attain or what challenges he will encounter along the road. One thing, however, can be said with absolute certainty: his unwavering commitment and tenacity will continue to serve as a source of inspiration and motivation for others within the Amway community.
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