So many Amway independent business owners tell about their anecdotal stories of success, or how their method teaches a guaranteed technique to achieve in Amway, that it makes me laugh every time it happens. Despite this, I have not come across a single IBO who was prepared to define their business structure or discuss how they went from having 0 PV to having a viable business structure. David Steadson, alias IBOfightback, Amway's most vocal defender, is a good example of someone who can speak a nice game but cannot back it up with evidence of any success in the Amway business model. What's more, where has David Steadson gone these days? It appears that he has finally decided to withdraw from the Amway debate.
The WWDB commanders taught me that someone who could talk a good game but not do was a teacher, not a doer when I was in the IBO. Many independent company owners (IBOs) may have a sound philosophy about how to create a firm, but the evidence plainly demonstrates that they are only talking and not doing action. To give a concrete example, consider how an IBO is expected to identify 20 consumers who each purchase 20 PV from the IBO. Nobody that I am aware of or has ever heard of has ever had 20 customers who consistently purchase the equivalent of 20 PV each month on a consistent basis. Sure, there may be the occasional IBO who generates significant sales, but given Amway's less-than-competitive pricing, the vast majority of IBOs are likely to rely on sympathetic relatives and friends as their primary clients, assuming they do have any customers at all. It is tough to offer generic types of products at a premium price when the product is in demand.
According to my observations, the majority of independent business owners (IBOs) have a small business and are unable to sponsor enough downline to move any significant volume. They self-consume 100 PV on a consistent basis and complete the majority of the CORE stages, with the exception of being able to continuously display the plan and sponsor downline. What is the reason for this? It's because Amway's reputation has been tarnished, and getting people to understand the strategy is a monumental effort in and of itself, let alone when you consider that sponsoring is even more difficult. If you are reading this article and you can relate to what you see here, it is possible that you need to re-evaluate your business situation and ask some difficult questions of your sponsorship. If your Amway business is not progressing in the manner depicted in the plan, when do you think it will? Alternatively, what will you do if your upline's teaching is not assisting you in your progress? Although your upline may advise you to "never leave," there are times when it is prudent to walk away from a business and pursue something different. That is not the same as giving up on your dreams; it is merely seeking a more suitable environment in which to pursue them.
Another question arises as a result of this. In other words, outside than flashing a Xerox of someone's diamond bonus or anything similar, has your sponsor or anyone upline genuinely demonstrated that they are making money in Amway? What kind of reaction did you get if you did inquire? When I inquired about profit from my sponsor, I was told that it was "none of my concern." The provision of this information should, in my opinion, be the responsibility of the person who is requesting you to use their system, which is not provided for free. If your upline preaches submission to one's superiors, you should demand to see outcomes even more strongly. Is it really necessary to follow the counsel of your upline if they fail to provide proof of a profit?
In the event that your upline or sponsor refuses to provide you with proof of profit, this should raise red lights everywhere you look. Maybe, just maybe, Amway's detractors are onto something with their accusations.
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