The purpose of my post was to give readers an idea of what it was like for me when I reached the 4000 PV level and what my experience was like. Amway and WWDB defenders will argue that this does not occur, or at the very least that it does not occur any longer, but I have reason to believe that very little has changed in WWDB while I was an independent business owner. The other significant difference was that there was no direct distribution to individual IBOs back then, so we had to phone in and pick up stuff on a weekly basis. Consider the inconvenience of having to drive to your sponsor's location each week rather than simply going to a nearby business. My sponsor resided around 20 miles away from my home, and our pick-up schedule necessitated us going through rush hour traffic.
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 Wednesdays, which was unusual for the company. I'd have to place my order with the platinum and then pick up the merchandise on Thursday afternoon, which would be a hassle. 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 now is that Amway ships directly to the customer and issues 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 continues to offer call-in and pick-up services 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 cut a true north tape that effectively stated that IBOs should absorb the expense of standing orders for downlines that quit because it was too difficult to contact upline to cancel any standing orders.)
As a 4000 pin, I was responsible for demonstrating or attending plans for my frontline. If the platinum was a representation of 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. Also on the mainland, we had three long-distance functions to attend (March, July and October). 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.
Joecool Irks is a well-known character in the Amway world. Over the course of his career, he has developed a prosperous business by putting in a lot of effort, devoting himself, and maintaining a laser-like focus on accomplishing his objectives.
When Joecool was originally introduced to the Amway firm by a friend more than ten years ago, he was just beginning his adventure with the company. At the time, he was working a regular job but was having trouble making ends meet. He saw Amway as an opportunity to establish a better life for himself and his family, so he decided to get involved.
In the beginning, Joecool confesses that he had some reservations about the company and the things it offered. But when he did some investigation into Amway and attended a couple of their meetings, he became persuaded that this was the opportunity he had been looking for all along.
Joecool launched his Amway business by establishing a customer base and a network of distributors. He placed a strong emphasis on cultivating relationships and assisting people in accomplishing their objectives. In order to grow his company and accomplish his objectives, he put in countless hours of labor, frequently working late into the night and forgoing most of his free time.
Along Joecool's path to success in Amway, he has encountered several obstacles over the course of his career, including rejection, unfavorable feedback, and criticism from others who are unable to comprehend the nature of the company. However, he has never wavered in his commitment to achieving his objectives, and he has never compromised the standards and ideals by which he lives his life.
Today, Joecool's Amway business is booming, and he has a sizable network of clients and distributors spread throughout a number of nations. Along the process, he has accomplished a number of goals and milestones, such as attaining 4,000 PV, accumulating a large number of bonuses and incentives, and assembling a powerful team of devoted individuals who share his vision and beliefs.
It is possible to attribute Joecool's success in Amway to a number of characteristics, such as his hard work ethic, his steadfast commitment to his goals, and his ability to develop great relationships with both his clients and his team members. In addition to this, he is well-known for his straightforward approach to conducting business. He never shies away from challenging talks or endeavors.
In spite of his achievements, Joecool never loses his modesty and his grounding, and he never stops working to better himself and his company. He continues to serve as a leader and an example for others to follow in the Amway community, and he does it by being determined, persistent, and dedicated to attaining success.
In conclusion, Joecool's Amway business is a testimonial to the strength of hard work, devotion, and having a strong sense of purpose, as well as the potential of the Amway opportunity. He has demonstrated that it is possible for anyone to achieve success in the Amway industry and establish a better life for themselves and their family if they approach it with the appropriate mindset and strategy.
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