Amway North America

Amway North America

 Amway is the world's largest and oldest multilevel marketing business (MLM) (MLM). Founded as "JaRi Corporation" in 1949 and renamed "Amway Corporation" in 1959, the company restructured in 1999 and became a part of the Alticor holding company. The same year, Alticor formed a sibling firm to Amway, Quixtar with a focus on exploiting the internet. By 2001 the majority of Amway distributors had switched to Quixtar and Amway North America was incorporated into Quixtar. From September 1 2008 Quixtar was rebranded Amway Global, then in 2010 the corporation reverted to the Amway moniker.

History

In the early 1930s, Carl Rehnborg began marketing America's first large line of vitamins through his "California Vitamin Corporation," which in 1939 changed its name to Nutrilite Products Company, Inc.

In 1945, Nutrilite collaborated with Lee Mytinger and William Casselberry to become the official American distributor of Nutrilite vitamins. Mytinger and Casselberry created the first significant MLM using today's industry's similar basic idea. Each independent distributor would be entitled to commission their own sales of Nutrilite products and override the sales made by those recruited below by the distributor as new distributors and those recruited by them and so on.

Mytinger was a salesman, Casselberry a psychotherapist. The original vitamin Nutrilite was a mix of vitamins and minerals based on alfalfa, parsley, and watercress. They advertised it to make it unique from other products. They sold material in strength and double strength (Double X) at $20 a month in the forty-fifties.

Rich DeVos and Jay Van Andel became "Nutrilite" vitamin distributors in Mytinger and Casselberry's network. On September 6, 1949, DeVos and Van Andel joined their Michigan Nutrilite distributorship as Ja-Ri Corporation.

By the late fifties, Van Andel and DeVos and other distributors experienced difficulty with their supplier, Nutrilite Products Company, Inc., and Mytinger & Casselberry, Inc. Mytinger & Casselberry were among the Food and Drug Administration's investigation and prosecution for making fraudulent health claims regarding Nutrilite products. A small group of distributors was appointed, chairman Van Andel, to try to work out an arrangement with Nutrilite.

Van Andel and DeVos determined that their suppliers were in serious danger of collapse and that they should jump into the business themselves, manufacturing their own products and distributing them through the Ja-Ri sales organisation with more than 2,000 distributors. They put created a distributor association named the American Way Association, which was eventually modified to the Amway Distributors Association (this eventually became North America's "Independent Business Owners Association International" or IBOAI). This organization's principal goal was to allow Van Andel and DeVos to communicate with their Ja-Ri organization's Nutrilite distributors and hold the business together until they could create their own manufacturing facility.

Van Andel and DeVos, with their loyalty to Nutrilite food supplements, had to be very careful to change their distribution organisation. Since distributors were autonomous, they may quit. Therefore, Van Andel and DeVos needed these distributors to agree in their plans to establish a product distribution and production business; and they discussed the kinds of products they intended to make with the distributors' group. Many of the organization's distributors joined the American Way Association and began distributing products sold by Ja-Ri Corporation/Amway Corporation. There were originally 35 Nutrilite distributors who joined as the first Amway distributors. Amway Distributors Association's first president was Walter Bass.

They chose to look for products that were readily consumable, relatively low-priced, distinctive from those found in retail outlets, leading to repeated sales. They chose soap and detergents because they considered it was the easiest market to train selling distributors. Van Andel and DeVos started distributing a liquid detergent called 'Frisk' through Ja-Ri, which they renamed LOC (liquid organic compound) and is currently one of Amway's main products. Eckle Company, a tiny supplier in Detroit, Michigan, produced this product and was one of the only biodegradable liquid detergents available at the time. Van Andel and DeVos acquired the company through Ja-Ri Corporation, moved assets to Ada, Michigan, and changed its name to Amway Manufacturing Company. A few months later they introduced SA8, a biodegradable detergent.

In November 1959, they created "Amway Sales Corporation" and "Amway Services Corporation." The name "Ja-Ri Corporation" was changed to "Amway Corporation" in November 1963; and Amway Sales Corporation, Amway Service Corporation, and Amway Manufacturing Corporation were amalgamated into Amway Corporation on January 1, 1964. Amway then purchased Nutrilite, a flagship brand in Amway/Quixtar today.

Today, "Amway Corporation" has another new name, Alticor, Inc., but it's still the same Michigan Corporation that began in 1949 as DeVos and Van Andel's Nutrilite distributorship. Alticor, Inc. owns several firms, including -

• Amway Global/Quixtar North America, a Virginia company formerly known as "Amway USA, Inc." that operates the U.S. and Canada's old Amway sales system.
• Amway Corporation, a new Delaware subsidiary, after Amway changed its name to Alticor.
• Access Business Group, Alticor/Amway/Ja-manufacturing Ri's and development arm.
• Fulton Innovation, Research and Development

Data on sales

Endorsements

Amway, UNICEF

Since 2001, Amway affiliates in Europe are a major partner of UNICEF's immunisation programmes (read more on Amway and UNICEF here ). This video shows Ambassador Roger Moore thanking Amway and Amway IBOs for their assistance.

IBOs have the option of creating free personal websites that can be customised to focus on health, beauty, and/or gift and incentive products. The referring IBO then earns the retail/wholesale profit (typically 30%) as well as a percentage ("bonus") of the cost of the sold items (ranging from 3% to 31% based on total PV generated), with Quixtar-exclusive products generating a greater bonus per dollar in PV/BV. Quixtar's IBOs can acquire a wide selection of products for personal use or to sell to customers via Quixtar.com and IBO personal e-commerce sites.

IBOs pay a one-time registration fee and grow their businesses by selling retail to customers, introducing customers to Quixtar.com, and assisting other IBOs in growing similar enterprises. Their revenues are determined by the sales of their firm as well as the number of sales and purchases of IBOs that they have registered. [10] [14]

Quixtar IBOs' earnings

IBOs from Quixtar receive money in a variety of ways, including IGP (immediate gross profit), Performance Bonus, Leadership Bonus, and other Growth incentives. IGP is the profit made when an IBO's clients purchase Quixtar products and services at full retail price. If the PV level of the IBO is greater than 100 PV in a month, a performance bonus ranging from 3% to 25% of the group volume (total BV of the sale made by the group) is awarded. The leadership bonus is based on 4% of the BV of each qualifying leg, which is 25% or 7500 PV. Quixtar announces growth incentives in the form of bonuses and paid trips at various levels every year. IBOs who have achieved Platinum or higher achievement levels are eligible for these benefits.

According to The Quixtar IBO Compensation Plan[14] and a Quixtar website, the average salary for a "active" Quixtar IBO in 2005 was $115 per month ($1,380 yearly).

[15] The average annual Quixtar income for a 2005 Platinum-qualified IBO (0.1683 percent of IBOs) was $47,472 and $146,995 for a Diamond (.0120 percent of IBOs). A Diamond's greatest single annual bonus (besides monthly salary) was $1,083,421. [15] [16]

That said, Inter@ctive Week says, "The commissions aren't all that great, yet they can sum up to more than 50% of the selling products cost. If Amway's private holding generated an estimated $6 billion in sales in 1998, then each of its 1 million distributors would have averaged only $6,000. It's good extra revenue, but only for the most talented, hardworking, or aggressive. Or, for those with a huge family tree

That's because this sort of marketing relies on what Ken McDonald, Amway North America's regional vice president, calls "high touch." That's what amounts to the necessity for agents or distributors to go out and touch people they know for sale. Nearly all Amway sales start with face-to-face contact between acquainted people "(Week Inter@ctive).

The IBO registration form qualifies a "active" IBO:[17] "Active" indicates an IBO that sought to make a retail transaction, or presented the Independent Business Ownership Plan, or got bonus money, or attended a company or IBO meeting in 2000. Approximately 66 percent of all record IBOs found "Active."

IBO International Association

The IBO Association International (IBOAI) was created in 1959 as the American Way Association to "serve the common concerns of Independent Business Owners across North America." Members are serviced by an 18-member board, assisted by seven full-time employees. [18] Board members of the Association are "chosen by voting members." [19] [20]

Accreditation

In 2006, Quixtar created the "Quixtar Accreditation" programme in conjunction with IBOAI (IBO Association International) to address concerns regarding companies providing business support materials to Quixtar IBOs. North American Diamonds (high-level IBOs) and affiliated training firms may apply to Quixtar for corporate accreditation. Accreditation clearly says, amongst alia, that promoting certain religious or political ideas is unacceptable. Furthermore, certified programmes must agree on a range of other requirements, including full disclosure in any compensation given for Business Support Materials. The "complete" openness applies only to IBO's participating in BSM income, for most groups this means Platinums and above, representing a very tiny number of IBO's. Accreditation lasts two years and is enforced through IBO material reviews and surveys. The IBO Communications Platform lists all guidelines. [21] In April 2006, "eFinity" became the first Quixtar-affiliated support group to be accredited.

Ranking and sales

Forbes listed Alticor as America's 27th largest private-owned firm with an estimated $7.29bn sales.

[22] In 2006, Internet Retailer recognised Quixtar.com as number one site in the general "health and beauty" category[23] and 18th largest e-commerce site (for revenue).

Quixtar-powered IBOs generated $1,118 billion in revenue for Quixtar for the fiscal year ending December 31, 2006, the fourth consecutive year the firm topped the billion-dollar mark. IBOs additionally recorded revenues of $84.6 million for Quixtar's 2006 Partner Stores. [24]

Promotion

Athletes who promoted Quixtar or its products include Jamaican Olympic sprinter Asafa Powell, American pole vaulter Jennifer Stuczynski, American Olympic sprinter Sanya Richards, U.S. Olympian Shaun White, Cinematographer Wes Anderson, Chinese Olympic hurdler Liu Xiang;[25] Brazilian soccer player Ronaldinho, heavyweight boxer Evander Holyfield, and Heisman Trophy winner Ron Dayne. Tim Foley, an undefeated 1972 Miami Dolphins member, is a Quixtar Founders Crown Ambassador. [26]

Author John C. Maxwell, who authors leadership books like The 21 Irrefutable Leadership Laws, co-authored Becoming a Person of Influence with Jim Dornan, Quixtar Founders Crown Ambassador and founder of Quixtar Network TwentyOne. Orrin Woodward and Chris Brady, Quixtar's former IBOAI board members, co-authored #1 bestseller Launching a Leadership Revolution. Both Woodward and Brady were terminated by Quixtar and took part in a class action lawsuit against Quixtar alleging that Quixtar was an illegal recruitment scam. [27] [Source unreliable?]

Phil McGraw ("Dr. Phil") reportedly praised Quixtar as "one of the greatest success stories in American business history" at the 2003 Quixtar LIVE! conference.

[Note required] In a 2006 settlement involving a class action lawsuit brought against McGraw and his dietary Shape-Up products, complainants received $6.0 million in Quixtar-brand Nutrilite vitamins and $4.5 million in cash. [28] [29]

Sporting interests

Orlando Arena's rights

In December 2006, Amway obtained naming rights for Orlando Arena, home to Orlando Magic of the NBA, formerly known as the TD Waterhouse Centre. The venue became known as Amway Arena. As part of the arrangement, Amway also had the exclusive right to initially negotiate the naming rights of the successor of the arena, and early August 2009 obtained a 10-year deal to name the new Amway Center facility. [30] [31]

Earthquakes San Jose

Before the 2009 Major League Soccer season, Amway Global struck a three-year partnership with San Jose Earthquakes to become the official sponsor of the team's uniform.

Most of the relationship focuses on community programmes in the Bay Area. As a result, Amway Global is now also the official sponsor of the Kicks for Kids programme of the team that focuses on fitness and healthy lives as well as bringing impoverished kids to Earthquakes games.

The collaboration also saw the establishment of the Amway Global Street Team, appearing at all home games of Earthquakes and at several soccer and non-soccer events throughout the Bay Area. Amway Global Street Team members provide Earthquakes-branded items and demonstrate soccer abilities at each event.

As of 2012, Amway officially concluded their 3-year Earthquakes partnership as their official sponsor.

Los Angeles Sun

In March 2009, Amway Global struck a multi-year partnership to become Los Angeles Sol's official presenting partner of Women's Professional Soccer.

[33] That partnership would last a year, since the Sol collapsed following the 2009 season.

Controversies \sLitigation

For several years, Quixtar was involved in dispute with former Crown distributor Kenny Stewart and Double Diamond Brig Hart's tool firms.

[34] A federal judge rejected the complaint in February 2008. [35]

A class action complaint was launched in 2007 against Quixtar and several of California's top-level distributors, alleging fraud, racketeering, and the business of products and tools being pyramid schemes.

[36] A similar complaint was dismissed in California in August 2007 by TEAM connected IBOs whose contracts were terminated. [37] On 3 November 2010, Amway announced that it had agreed to pay $56 million to resolve the class action, $34 million in cash and $22 million in merchandise and, although denying any wrongdoing or culpability, admitted that the case had changed its business. Settlement is subject to court approval, expected in early 2011. [38] Settlement's entire economic value, including modifications to company strategy, is $100 million. [39]

In his online book "Merchants of Deception," former Quixtar IBO Eric Scheibeler alleged that he and his family got death threats during a business meeting and an anonymous phone call. A Swedish publication published words claimed to Scheibeler in 2006, implying that Amway/Quixtar workers were responsible for these threats. Amway and Quixtar sued for defamation on February 27, 2007. [40] Scheibeler submitted a letter to an attorney representing Amway and Quixtar in July 2007 explaining, among other things, that Doug DeVos or Amway/Quixtar workers never issued any death threats to him. [41]

Investigations FTC

The Federal Trade Commission provides guidance to potential MLM members to help identify those likely to be pyramid scams.

[42][43]

The 1979 ruling In re. Amway Corp., the Federal Trade Commission determined that Quixtar precursor Amway was not an illegal pyramid scheme because no recruitment payments were received. Additionally, Amway (and later Quixtar) standards required distributors to sell at least 10 retail customers per month, or have $100 in product sales, or a total of 50 PV from client purchases to qualify for downline bonuses. Quixtar IBOs are obligated to record this client volume on Quixtar.com or receive no downline compensation. Also, an IBO must sell or use at least 70% of the things individually purchased each month. [10] FTC established that these guidelines help prevent inventory loading and other potential marketing model abuses.

In 1986 Amway Corp. agreed to pay a $100,000 civil penalty under a consent filed in federal court to satisfy Commission accusations, violating a 1979 Commission decision prohibiting Amway from misrepresenting the amount of profit, earnings or sales that its distributors are expected to accomplish. According to a complaint filed with the consent decree, Amway infringed the 1979 order by advertising earnings claims without including clear and conspicuous disclosures of the average earnings or sales of all distributors in any recent year or the percentage of distributors who actually achieved the claimed results. [44]

Since the aforementioned 1979 FTC judgement establishing the Amway business model as legitimate, the FTC has compelled all prospective Quixtar business owners to furnish information on typical income.

Income from tools and business materials

Rich DeVos, one of Amway's founders, recorded in 1983 which, among other things, indicated his discontent with many issues concerning some of the high-ranking distributors/IBOs. These recordings are entitled "Direct Speaking"[45][46] and were directed to Direct Distributors (now called Platinums), who are regarded leaders with various downline group duties. In January 1983, Rich DeVos stated that Amway would pay recordings produced by Business Volume (BV). He voiced concern about the level of money from the sale of Business Support Materials (BSM; tapes, CDs, books, and business conferences/functions) compared to the income from Amway's high-level distributors. He added that his legal team was concerned if the tool's income exceeded 10 percent of their Amway income and that BV payment on tapes could never surpass 20 percent of the distributor's total Business Volume.

A 1985 Forbes magazine article quoted Dexter Yager, an IBO, as saying roughly 2/3 of his revenue comes from BSMs.

Dateline NBC broadcast a report in 2004, suggesting that high-level Quixtar IBOs get most of their money from selling motivational materials rather than Quixtar products.

[49] Quixtar produced an official Quixtar Response website[50] showing "Didn't Dateline Interviews'.' Quixtar also asserts on its response site that Dateline declined linking to the site.

While registering for a new IBO, Quixtar contracts clearly warn prospective IBOs that BSM is optional and that BSM producers and sellers might profit or lose from their sales (like any other business).

[17] Also published on Quixtar websites. [51] Quixtar's Business Support Goods Arbitration Agreement (SMAA) mandates BSMs' immediate seller to purchase materials that were acquired for personal consumption only within 180 days, on commercially fair terms, upon purchaser's request. BSMs acquired for inventory or sold downline to others are not covered by buyback policy. [10]

TEAM disputes

On August 9, 2007, a group of Quixtar distributors, including TEAM training company founders, filed a lawsuit seeking to get Quixtar to enforce its distributor contracts, including non-competition and non-solicitation terms. The plaintiffs asserted that the corporation works knowingly as a pyramid scheme, and the above rules restrict its distributors from leaving the organisation.

On August 10, 2007, Quixtar announced it had terminated the business of fifteen of the plaintiffs involved in the lawsuit[52] and sought and received a temporary restraining order and preliminary injunction order in a Michigan court preventing them from interfering with the LOS, soliciting IBOs for their new company, or in any way dismissing Quixtar or business.

In mid-October 2007, Quixtar contended that the former distributors violated the court order when TEAM continued to hold meetings and sell motivating materials. Quixtar alleged in Grand Rapids, Michigan that TEAM used Quixtar's confidential information to advertise meetings and sell materials. The court held for Woodward and Brady, allowing TEAM to continue operating. [55]

To execute the injunction, Quixtar sued 30 anonymous bloggers.

[56] Specifically, Quixtar sought to uncover if Woodward and Brady were involved in a blogging effort to dismiss the company. The lawsuit was dismissed on October 5, 2007. [57]

In 2009, Woodward and his wife Laurie were found accountable for requesting other distributors to resign from Quixtar and join their competitor MonaVie, The Woodwards was sentenced to pay a payment of $12,736,659. TEAM Co-defendants Chris and Terri Brady ordered $9,578,756 and $3,533,230 for Tim and Amy Marks. [58]

Google's bombing

Some Quixtar leaders and IBOs allegedly initiated a web project in the summer of 2004 to make their webpages more prominent in search results, dubbed Google Bombing.

[59]

See, too.

Portal Companies

• Amway
• Australia Amway

San Jose Earthquakes Media. "Quakes, Amway Global Sponsorship Deal." Archived from July 14, 2011 original. Received January 27, 2009.

"Amway Global is sponsoring Los Angeles Sol" (Press release). Los Angeles Sun. Originally archived on May 9, 2009. Retrieved 5 March 2009.

Federal Complaint: Nitro et al. (PDF) hosting msnbc.com

[Mortal Link]

"Alticor - Nitro Case Dismissed" Archived on February 12, 2008, original. Retrieved 27 February 2008.

Stephen Barrett(2007) Quixtar Class Action Casewatch.net-hosted suit

"Woodward et al. against Quixtar - Last Decision" (PDF). Original archived (PDF) on October 14, 2007. Retrieved 27 February 2008.

Chris, Knape, "Amway agrees to pay $56 million, settle litigation claiming it has a 'pyramid system'" Great Rapids Press (November 4, 2010)

"Lawyers claim their $20 million payment is reasonable for $100 million in Amway pyramid lawsuit" (November 4, 2010)

"Amway/Quixtar slander of Eric Scheibeler" (PDF). Originally archived (PDF) on October 30, 2008. Recovered September 8, 2007.

"Sheibeler's letter to Amway/Quixtar counsel" (PDF). Original archived (PDF) on October 14, 2007. Recovered September 8, 2007.

"Multilevel Marketing Plans," FTC Consumer Alert. Originally archived on April 10, 2007. Retrieved 26, 2007.

"Copy archived." Originally archived on June 23, 2007. Recovered June 18, 2007. Pyramid Trade Commission vs Legitimate Marketing

Federal Trade Commission Annual Report 1986

Directly, January 1983, Rich DeVos Amway Cassette VA-2160

MP3 Archived at Wayback on September 27, 2007 Listen to Speak Directly

"Right-speaking transcript II." Originally archived on December 27, 2007. Retrieved 26 January 2008.

Richard, Behar (March 25, 1985). "Clean-up." Forbes Magazine.

Chris Hansen's (2004) Pursuing the all-powerful dollar Dateline investigation: Business narrative that pulls people promised easy money hosting NBC News

Dateline: Quixtar NBC response Archived June 9, 2007 at quixtarresponse.com's Wayback Machine

Quixtar's IBO's: Business Support Materials Archived November 13, 2006 at quixtarfacts.com's Wayback Machine

15 Quixtar distributors suing | MLive.com

Amway News Archived at Wayback Machine July 9, 2008

Quixtar Action to Protect Business Archived at the Wayback Machine on July 9, 2008

Freetheibo.com and Ibrahim Tatlises Wayback Machine Archived October 13, 2008

"Quixtar On Warpath Against Bloggers." CBS' News.

Dismisses Class-Action Suit Against Quixtar Archived at the Wayback Machine on 25 February 2008

"Amway Global (Petitioner) v. Orrin Woodward, Laurie Woodward, Chris Brady, Terri Brady, Tim Marks (Case No. 09-12946)" (PDF). Michigan Southern Division U.S. District Court Eastern District. September 30, 2010. Received November 4, 2014.

"Companies alter search results to silence criticism." 1 June 2005. USC Annenberg Journalism Review. Accessed 1st December 2006.

Steinert-Threlkeld T. By Any Other Name. Inter@Ctive Week. July 5, 1999;6(27):52. From: Academic Search Premier, Ipswich, MA. Accessed 21 November 2012.

Emrich's, A. (2009). Amway Global pushes for increased visibility. Business Journal Grand Rapids,27(8),3.

External connections

• Amway's company site
• Amway Independent Owners Association

Press articles

• CNET Quixtar launch article
• NY Times article launching Quixtar

Quixtar: Cleaning up

• Taipei Times article "Ditto" Quixtar
• Quixtar sues bloggers on Quixtar's lawsuit against 30 bloggers.

Documents of government

• FTC's Unlawful Pyramid Ruling
• Western BBB Reliability Report

Amway Ukraine

Amway Ukraine

 "Amway Ukraine" is Amway Global 56th. It launched November 03, 2003 on the Ukrainian market. Since then, Amway has created Product Selection Centers (PSC) where Amway Independent Entrepreneurs (AIEs) can acquire products from Amway and attend product training in -

• Kiev
• Donetsk
• Odessa
• Dnepropetrovsk
• Lvov

Qualifiers 

FoundersArkhipova 

•  Arkhipova, Vira & Mautanov, Oleksiy (2008)
• Yena and Natalya (2007)
• Crown's Ambassador
• Demkura, Taras.. (2008)

Crown founders

• Kharatin, Igor.. (2014)
• Crown
• Fedoseevi, Irina and Alexander (2009)
• Triple-diamond founders
• Polishchuk, Inna and Oleg (2009)

Diamond Triple

• Koryak, Alexander and Nina (2008)

Dual Diamond

Executive Diamond Founders

• Sergiy Kurilov & Kurilova (2009)

Diamond executive

• Bludov, Valentyna.. (2010)
• Golovin, Anatolia, Svitlana (2006)
• Huseynov, Hadjiyeva, Laryssa (2008)
• Kleymionov, Lyudmyla, Anatolia (2008)
• Pavlyuk, Yaroslav, Valentin (2010)
• Semenchenko, Natalia.. (2011)
• Sheynin, Dmytro, Maryna (2007)
• Viktor, Sytnyuk, Oksana (2008)

Diamond Founders

• Elvikiene, Daina, Zilvinas (2011)
• Antonina, Kordon (2007)
• Luskov, Ihor and Katherine (2008)
• Pylypchuk, Sergei, Oleksandra (2007)
• Shynkaryuk, Ludmyla & (2009)
• Oleksandr & Tetyana (2009)

Diamond

• Astachow-Olena and Dennis (2011)
• Andronatia, Anatolia, Maryna (2007)
• Bilous, Anatol, Natalya (2011)
• Vitaliy & Tatyana (2007)
• Demichevy, Valeriy, Svitlana (2007)
• Gasanova, Gulnara.. (2008)
• Glushko, Svitlana.. (2008)
• Golota, Volodymyr etc (2008)
• Grabar, Miron and Oksana (2006)
• Oksana, Hrabar, Volodymyr (2006)
• Ivanis, Larysa (2008)
• Kostiny, Tetyana and Nikolay (2007)
• Vira, Kovalyk, Oleksandr (2008)
• Kucheruk, Gennadiy, Olena (2008)
• Olga, Levashova (2009)
• Lvovsky, Mykhaylo, Ludmyla (2008)
• Lyashenko & Mykhaylo (2006)
• Matovka, Nadiya.. (2007)
• Onishuk, Anzhela and Oleg (2008)
• Proskura, Alexandra, Valeriy (2008)
• Samokhiny, Vladimir.. (2008)
• Scherbak, Marianna.. (2006)
• Shelest, Elena, Yuri (2014)
• Tamara, Sokolova (2004)
• Soloshenko, Dimitri.. (2010)
• Synytsya, Olena.. (2008)
• Tataru, Juri, Oksana (2010)
• Tsaruk, Larys, Pedro (2008)
• Vigul, Life (2008)
• Voitenko, Lima.. (2008)
• Voskoboynyk, Julia, Igor (2007)
• Vypryazhkin, Shevchenko, Valentina (2008)
• Yastremskaya, Nataliya, Viktor (2009)

Purchasing ProductPV/BV Ratio

All ABOs, Members Plus and Members may order straight from Amway.

PV/BV Transfers

PV/BV transfers are not possible in Ukraine.

Consolidated Line of Sponsorship (CLOS) (CLOS)

Thirteen Eastern European Amway markets: Bulgaria, Croatia, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Romania, Slovakia, Slovenia, Turkey and Ukraine, are integrated into a Consolidated Line of Sponsorship (CLOS) Region. This will allow all current and new ABOs and Members Plus to personally sponsor within and into each of these countries. Option of international sponsoring between the nations within CLOS Region is discontinued. (All businesses founded before August 31, 2003 will continue to count according to international sponsoring standards.) International sponsoring from outside the CLOS Region continues to be available. If an ABO has no business in any of the nations that make up the CLOS Region, he will be authorised to create one new business in the CLOS Region. An ABO or Member Plus who already owns at least one business in the CLOS region will not be able to start another one.

Fee Payment / Member Plus Discount

All Fees (know as Bonus or Commission in other markets) will be paid directly from Amway to each ABO earning the fee. Fees can only be paid if a signed copy of a “Acceptance Statement for Provision of Services” and verification of your monthly Unified Tax payment is received. All monthly Fees will be paid by the 15th of each month. Fees will be paid by bank transfer to the ABO’s bank account. Member Plus do not eligible for Amway fees and incentives. However, they may participate in the Discount Program. When a Member Plus purchases things for personal use, they can receive a Discount on subsequent purchases.

Performance Schedule

PV Performance Fee

10000           21%

7000             18%

4000             15%

2400             12%

1200              9%

600                6%

200                3%

PV/BV Ratio

The average PV/BV ratio for Amway goods as of April 2019 is 31.40.

Retail Margin

Retail margin or mark up for Amway products is roughly 30 percent but varies with each product. The average retail margin for this market is 30 percent .

Amway Venezuela

Amway Venezuela

 Amway Venezuela officially commenced operations on June 23, 1998. A June 22 kick-off rally and ribbon cutting ceremony marked the much-awaited debut of Amway Venezuela. There were more than 3,500 individuals for the kick-off demonstration.

The headquarters of Amway Venezuela is located in Centro Comercial Empresarial Macaracuay Plaza in Caracas. Amway Venezuela maintains offices as well as a Product Selection Center (PSC) in this site.

Double-diamond qualifiers

• Lucich, Walter, Encarnation (2013)

Diamond executive

• Lainette, Soraya, Miguel (2013)

Diamond Founders

• Lepore, Raffaele...
• Rivas, Santos, Yoladia (2014)

Diamond

• Felix, Hernandez
• Lucich, Daniel...
• Rosales, League
• Hurtado, Héctor, Ismerys
• Aray, Edio and Mariflor
• Andrade, Jorge, Eusebia
• Hernandez, Randy...
• Pinto, Nicolás...
• Naame, Ivan, Yelitza
• Berroterán, Andrés, Dulce
• Sherlly & Gabriel
• Guzmán, Vladimir, Yesmir
• Lorena & Reyes (2015)
• Rivas, Jr.Santos (2017)
• Sosa, Martinez, Mileidy (2018)
• Gomez, Rondon, Paola (2018)
• Emerald Founders
• Goris, Alfonso...
• Elneser, Boris, Ruth.

Emerald

• Calle, Angel & Maite Ruiz
• Mariana, Guevara
• Eloy, Valera

Products

Exclusives

• Moiskin
• Ertia
• iCook
• Nutrilite
• SA8
• LOC
• Glister

Philanthropy

• Partnership with Fundación Amigos del Niño with Cáncer to aid cancer-disadvantaged youngsters. This group aids cancer-healing children while relieving symptoms. The foundation supports 835 children and their low-income families, admitting 15 new patients monthly.
• Working with Fundación Fe y Alegría to promote educational chances for underprivileged youngsters. Besides supporting children at all levels through junior high, the collaborative effort includes adult education, work training, and school reintegration.
• Supporting Venezuela's UNICEF to collaborate with National Identity Program to build birth registration hospital units. UNICEF also launches national and local projects for pre-school, intercultural and multilingual indigenous education. The group also helps fight HIV/AIDS through interagency preventative alliances, while pushing society to fight for every child's rights.

Awards & Awards

• In November 2005, UNICEF honoured Amway Venezuela as their ally in developing a country where children's and youth rights are guaranteed.

Links related

• Venezuela Amway

Overview

Product purchase

• All Amway Business Owners buy Amway items directly.

Payment bonus

• Bonuses are distributed immediately to every Amway Business Owners (ABO) who earned the bonus. Bonus payments by direct deposit. An ABO must generate 150 personal points in a month from 1 January 2009 to obtain a bonus. This applies to bonuses (personal, group differential, leadership, etc.). This new criteria is a monthly requirement, meaning an ABO must create 150 personal points every month that it receives a bonus to be eligible for it. Foreign ABOs with a number two company in Latin America avoided this criteria. The presumption is that these ABOs fulfil home market standards.Transfers PV/BVTransfers PV/BV

• PV/BV transfers are unavailable.

Single-line sponsorship

Amway Latin America has 12 affiliates:

• Argentina
• Brazil
• Colombia
• Costa Rica's
• Chile
• El Salvador's
• Honduras
• Guatemala
• Mexico
• Panama
• Uruguay
• Venezuela
• As of September 2007, Latin America began functioning as a Consolidated Sponsorship Line (Consolidated Market) where Amway Business Owners (ABOs) could individually sponsor from and to any market in the Latin America Region without the need to build a second business. Consolidating Latin American sponsorship line provides very substantial prospects for ABOs. Some benefits are:

— Cross-border sponsorship allows sponsorship in all markets

- ABOs may place orders in any market other than their home country for shipping to local addresses within the affiliate where the purchase is placed

- Combined volume from all markets helps ABO to achieve 21% faster

- Local Business Kit

- Regional PIG Program

- Regional Bonus Declaration

Please note: overseas sponsorship of Venezuela from no market is permitted from 1 March 2018.

Performance timetable

PV trading discount

10000         21%

7000           18%

4000           15%

1,800           12%

600            9%

Ratio PV/BV

Amway products' average PV/BV ratio as of February 2019 is 3360.

Margin Retail

Retail margin or mark-up for Amway products averages around 30% but varies with each product. The market's average retail margin is 30%.

Öcal, Serpil & Serdar Amway

 Serpil worked in pharmaceutical industry. After working for several years, she started thinking that corporate life wasn't as interesting as she thought, especially after becoming a mother! (They have a son going to university) Serdar worked long in the automotive business. 

He started dreaming of not having to work at age 40 but he didn't have an idea how it could be after 40. Then he was invited to a marketing strategy and joined the company, expecting it could be the opportunity he was seeking for.

"We're grateful for this business because it gives us time and money. Network21's education system also taught us to leverage our personal potential to enhance our quality of life.

Third, we became an international businessman with friends throughout the world.

"They're right."

There's nothing like diamond Network21

A well-known couple in the Amway industry, Serpil and Serdar Ocal are noted for their achievements as Amway Independent Business Owners (IBOs) as well as their leadership in the formation of successful teams.

The Ocals are Turkish by birth and a mutual acquaintance is responsible for introducing them to the Amway business in the year 1996. Since then, they have been actively involved with the company. They rapidly recognized the potential of the Amway business model and started constructing their very own network of Independent Business Owners (IBOs).

The Ocals have built themselves into one of the most successful Amway teams in Europe over the course of many years, and their business now spans a number of countries and is quite successful overall. They have been commended by Amway for their efforts, and they have received a number of prizes and honors in recognition of their many accomplishments.

One of the most important reasons for the Ocala's success has been the importance they have on developing close ties with the other members of their team. Their coworkers and peers hold them in very high respect due to the fact that they have personalities that are known for being kind and approachable.

Additionally, the Ocals have been very helpful in the process of creating and promoting Amway's products within their network. They are devoted to making use of and promoting high-quality items that are risk-free, efficient, and kind to the environment, and they are enthusiastic about passing on their knowledge about these products to other people.

In addition to the success they've had as Independent Business Owners (IBOs), the Ocals are actively involved in charitable work and are committed to giving back to the community in which they live. They have been actively involved in a number of charity organizations and activities, and they have given major donations to a variety of causes, including education, healthcare, and the continued viability of the natural environment.

The Ocals are well-known for their dedication to assisting people in reaching their full potential, which has earned them a place of prominence and respect within the Amway community. They have guided and instructed a large number of IBOs over the course of their company's history, and they are committed to assisting members of their team in developing their own lucrative enterprises.

In general, Serpil and Serdar Ocal are a bright example of the potential for success in the Amway industry. They have been very successful in this endeavor. They have become highly respected leaders in the Amway community as a result of their devotion to creating great relationships, promoting high-quality goods, and giving back to their community. As a result, they serve as a source of inspiration for others who are interested in achieving success in this sector.

Nutki, Emine & Atilla Amway

 Working with Different Personalities - Emine Nutki

OnePlease learn how to acquire network support for persons in such nations. What we'll do to start a Ukrainian buddy residing in Turkey is fill out the Turkish Ukraine registration form. For those friends, we don't necessarily have to find a Turkish partner anymore, because our pals were experiencing issues there starting as a foreign national. 

It's like beginning a business in Ukraine. He'll be able to reach his pals or Turkish pals. Detailed information about this is the silver and higher meeting we'll attend here on the 12th of the month, the company's general manager will have, we'll find out. 

Your top line will also detail this information. I heard in the news, the past 2 million Russian visitors travelled to Turkey every year. Two million is pretty high. Even if half of them come and go frequently and we take them out, those who come and go for business, trade, the remaining 1 million people are people who actually pay their money, come and spend their holidays in hotels, see Turkey, see historical landmarks and return. University graduates, educated. 

In Russia, too many people read, write and speak 2-3 languages. As Russia opens on the 15th of the month, you should talk to your top line and focus on that topic. How vital it is, or should you do it early or later, I suggest, gather information from your top line about this. 

When I look at how beneficial it is to communicate while working and what we need to pay attention to, is there a friend in the hall who hasn't read Let's Get to Know Our Personality? Everyone but one person. 

After reading the book Know your character, I started finding enjoyable features in communication, I started watching Atilla, my wife has a perfectionist sad personality, yet one item has a popular optimist, one item has the characteristic of cheerful and thrilled people, both items have a strong colour characteristic. 

He employs his optimistic side just when choosing a red tie, Atilla, he uses it nowhere else. Occasionally, he informs me the strong colour part. He's using it. After a while, he'll come to the hall. Melancholic perfectionist (He's here? Why aren't Ati here? Child fear, I'm strong chlorine, he's gone. Come on, Atilla, in front I won't do anything. 

He remains late and sits back.) To adapt to the other person's procedure. That is, knowing our personality differences and making our style more compatible with the other side. This is very significant as it reduces the person's stress production because every conversation causes stress. I am a new person to that person, even if I have a dialogue with any person in the hall, even if I don't act unpleasantly, I have a style, so it causes good or negative tension for the person before me. 

So I won't go into the different personality aspects here, but how do we identify the strong colours when we look at them? They're results-oriented, they're business-oriented, they're effective people, they're the type of people punching people. Perfectionist melancholics like more. 

They can focus very effectively and have crucial inventions. Great projects. Peaceful, cold-blooded This is very significant as it reduces the person's stress production because every conversation causes stress. Even if I have a discussion with anyone in the hall, even if I don't act unpleasantly, I'm a new person for that person, I have a different style, thus positive or negative stress for the person before me. Something creates. 

So I won't go into the different personality aspects here, but how do we identify the strong colours when we look at them? They're results-oriented, they're business-oriented, they're effective people, they're the type of people punching people. Perfectionist melancholics like more. 

They can focus very effectively and have crucial inventions. Great projects. Peaceful, cold-blooded This is very significant as it reduces the person's stress production because every conversation causes stress. 

Even if I have a discussion with anyone in the hall, even if I don't act unpleasantly, I'm a new person for that person, I have a different style, thus positive or negative stress for the person before me. Something creates. So I won't go into the different personality aspects here, but how do we identify the strong colours when we look at them? They're results-oriented, they're business-oriented, they're effective people, they're the type of people punching people. 

Perfectionist melancholics like more. They can focus very effectively and have crucial inventions. Great projects. Peaceful, cold-blooded If I have a dialogue with any person in the hall, even if I don't act unpleasantly, I'm a new person for that person, I have a different style, thus it causes good or negative stress for the person before me. 

So I won't go into the different personality aspects here, but how do we identify the strong colours when we look at them? They're results-oriented, they're business-oriented, they're effective people, they're the type of people punching people. Perfectionist melancholics like more. 

They can focus very effectively and have crucial inventions. Great projects. Peaceful, cold-blooded If I have a dialogue with any person in the hall, even if I don't act unpleasantly, I'm a new person for that person, I have a different style, thus it causes good or negative stress for the person before me. 

So I won't go into the different personality aspects here, but how do we identify the strong colours when we look at them? They're results-oriented, they're business-oriented, they're effective people, they're the type of people punching people. Perfectionist melancholics like more. 

They can focus very effectively and have crucial inventions. Big projects. Peaceful, cold-blooded

2.They're focused. They usually relieve tension in their environment, they're kind, connected, and compassionate. They're always calm, quiet. Popular optimists can provide delight in a tough setting. Because they like fun, they know how to make people grin. 

They can relax people from stress and are dreamlike when making judgments. Because they are people who dream of their dreams, popular optimists really cherish their dreams if they are offered something they can capture. 

Looking at all these elements and overdoing the most significant ones in our style, we cause stress for the other party. Let's look at what I mean when I say overkill. For example, the strengths of powerful coloriks are energising, effective because of their spontaneity. 

Today, sweetheart, I don't want to do this. You can accomplish it easy. This can also stress their friends in their own networks. Why's that stressful? If there are strong colorists and perfectionist melancholics in the organisation, how do they look at the top person? Popular sponsor-optimist? Can't maintain his word, can't he support me? He'll remain with me till the end? When I follow him where we're going, he knows where he's going? If we are perfectionists, analytical intelligence, gloomy perfectionists, their strengths are pursuing qualities. 

These strengths can result in delays in things. They can establish high standards and dissatisfy with everything. Perfectionist melancholy. If they always go in the direction of seeking better, if they exaggerate their good side, then they put some pressure on their organisations, just like bold colours do. 

Therefore, if we know these, if we know our own personality and if we know these characteristics in our personality, if we advance them at a regular level without overdoing them, we won't stress individuals in our company and we can manage the business in a better dialogue with them. 

If we go into a bit more detail, it can turn into insufficient cooperation if they overdo strong colorics' autonomous qualities. I can do it myself! She could say. He can't copy himself, he can't exhibit it. He does it alone because it's result-oriented, it might produce such a vibe in the group My sponsor isn't sensitive Because the sponsor is result-oriented, he sees the results. 

He doesn't really analyse the procedure. He lives this, but strongly coloured Okay, all this happened in 1 month. Your mother's in the hospital, too. Ok, but how many conclude the month? Can take that approach. What's your goal! He can ask others without listening. 

His direct characteristics, his strengths again, strong coloriks can be direct, some individuals can become unpleasant. How's the room? Again, a powerful colour sponsor can tell people's faces something very directly by shouting bam bam bam. You're doing this, you're changing it! Pragmatic strong colours can produce tension on the other person, and they can become a short-sighted person if they overdo it after a while.

3Therefore, they may strive to hurt their friends in their organisation. Strong colorists are the ones that obtain very high results in this business because they are people who are born with intrinsic leadership skills, but, as I mentioned, if they overdo their strengths, after a while they notice that they sign up for their own organisation, but a lot of people start to

I don't want to go with this individual anywhere. He starts hearing reports that he handles me like a manager, treats me badly. If he's a popular optimist, he's a great leader. One of his talents is that he expresses himself and the subjects aggressively on some matters, but becomes a lousy listener when he overdoes. He's not listening, he's distracted. 

He's not attitude to the person's sentiments, he can't shut up a popular optimist. Speedy person is a popular optimist, but this great characteristic can make him an irritable person when setting up a network if he overdoes his speed. Everything's going to be okay now. 

Humans are presently alive because popular optimists are people. Therefore, because of their impatience, someone in the company set the aim of 6 percent, the month ended, it couldn't be 6 percent, the popular optimist sponsor with that impatient side might be offensive. 

Dreamers are popular optimists. This is an excellent feature and nice features, but when they overdo it, they might become impractical people. We'll live in dreams and we'll do that too, I hope we'll. I hope one day you'll be silver without setting a goal, without setting a goal, chatting all the time. 

Popular optimists can reach a point we're doing well. The fun-loving aspects are a positive thing, it's something that cheers up the surroundings and reduces tension in the environment, but when it's overwhelmed by popular optimists, they may become distracting. 

They can distract attention in their environment, for example, I notice open plans If a popular optimist sits behind me, it's very hard for me to listen to open plans because he's chatting to the person next to him, chatting to the person in front, arranging anything next to him, even when I'm open I see friends in the plans to clean and organise their luggage. Bored popular optimist, will I hear the same stuff every week? He says he should do something, but his surroundings can be distracting. 

One of perfectionists' better aspects is they are careful, but if they overdo it, they can become very indecisive people. Nothing should be overused, because that trait starts backfire when we overdo our beneficial trait. They are thorough people, perfectionists, yet they can become a detail-oriented person and go into too much detail when their meticulousness goes too high. 

When a popular optimist is at the forefront in the organisation of a perfectionist sponsor and the perfectionist with these specifics, the popular optimist asks for such and such things after a while the popular optimist disappears. vanishes. Another nice trait of perfectionists is that they are work-oriented, although they grow numb after a while. 

Being methodical is one of perfectionists' best features, but when they reach to extremes, they turn into a stationery person. There is a steady traffic of paperwork and stationery between the group and the perfectionist melancholy while working with a top row. Why am I telling you this? My pals in this hall have enormous organisations, and we're all leading many people's groups.

4Another structure is tranquil, cold-blooded. One of their best aspects is diplomatic, but when they overdo it, they can become a person who avoids disagreement and conversation when they always claim I shouldn't touch anything diplomatic, no problem, no stress. 

I've got a top row, then he's quit the job, he's serene, he's quiet, we've had trouble conveying him. What we will do now, let's call the general manager, let's chat. What's going to happen now, never mind. Can you image what a strong choloric counsellor would do? It's because they're sympathetic, yet after a while they might turn cunning when overdoing. 

They're people-oriented. That is, somebody always makes mistakes, but they're supportive because they're people-oriented, okay, I can disregard this, okay, I can ignore it. Being human-oriented is one of their most significant and powerful traits, yet after a while they get so focused on people they get unattended to job. 

I mean, we're performing a job, people are involved, people's attitudes, people's sentiments, it can be very essential for the peaceful cold-blooded, but the goals in the work can begin to neglect the things that need to be done. 

One of their best features is being reliable, but when they overdo it, they might become addicted when they want everyone to trust them and do something wrong. That's wrong! Better do this method! It can make those who avoid saying anything. 

If we pay attention to these, we'll get higher results and we can communicate much easier with each person in our network because it's very important to tell people about the business and include them in our network, but it's also very important to keep the people we include in our network, isn't it? Could give them aims. 

It's crucial to be able to advance them somewhere, to be able to involve them in that process, but if we start losing a lot of people due to blunders made by our own style and attitude, we need to pause and think. 

What should I modify, what should I improve? The stressed types I investigated and discovered to be true also have attitudes. I'd want to share these with you. People have Boiling degrees. Your group's people. Someone in your organisation has a boiling point, and he doesn't behave like himself. 

What's it? How do you know when it comes to stress? If he's under stress, you may assume there's a problem between me and this individual I need to solve. He shows a stressed attitude, shows an intolerant attitude most of the time, or begins to perform the following; people move to a characteristic rage style as a reaction to high stress. 

They start experiencing several characteristic types and popular optimists, We know this cheery, excited dreamer, dreamer, in every scenario, you know, they're talking with their hands, they're talking loudly, they're talking loudly, they're loving fun, they're people-oriented. 

If we look at their anger style, they can become confrontational in conversation if anything upsets them too much. They can start talking slang. They may swear at boiling points, popular optimists. You're amazed. 

How suddenly became such a joyful, hilarious person? You shouldn't hear such grudges. Because something disturbs the popular optimist, and he's truly expressing his fury there, he's reacting. If a popular optimist's second language of fury is that you lose that person, if he swears, slang, shouts, messes, you still have a chance to win him by solving the situation. But if a popular optimist turned violent, shouted, shouted and then avoided

5It signifies you've lost it. It turns inwards and accepts no communication. It's leaving network. You can't bring that individual to a seminar, nor do a list interview with him, he'll never accept you. One of the excellent qualities of strong coloriks is that they control, but when they get upset, when they become upset or when you make them furious, they become autocratic individuals, that is, they become dictatorial against you. 

It may be your top line, it may be somebody in your network, if there's a dictator in front of you, it indicates they're really upset. You must behave knowing this. Not to go up, you should be cool, it's totally break-even. It's either he or I, without hearing the inner voice as if one of us wins, you'll know this person is at the boiling point. 

Do you know the powerful koloriks' second fury language? That dictator's evading. He's not talking about any problem, he's not saying anything, there's no evidence of his tyrant, when he starts behaving like a calm guy, it implies you've almost lost that person. You know, peaceful people are kind and accept everybody. 

These pleasant individuals are peaceful folks, tolerate their angry words. That is, it's people-oriented, alright, that's wonderful, we can do it too, a person who says it's for you, after a while, accepts everything and if he stops speaking with you a little bit, if he's withdrawn, it's about anger languages. After a while, when you start losing, you note this; as I stated in the same popular optimist, he may present a terrible aggression with a tranquil calmness. 

He can shout, yell, insult you, threaten you, and if he has an aggressive attitude, your communication with him is at a very terrible position, you have to solve what you need to do at that time so you don't lose that person and, most importantly, don't injure that person, so you don't feel awful. Because he has a dream, he started this job. 

If he has a dispute about your personality style and ends up losing this job, the responsibility is with network leaders. If we lead that guy, we need to tackle some problem. Usually we always mention, your sponsor. Edit, treat your sponsor like this, act like this, make it feel wonderful, but men we're at club meetings. Our organisation will always treat sponsors, i.e. we and you will act positively, but we won't change anything. There's such a thing? Isn't that possible? We must also make certain t

Akcakanat, Tanju & Beste Amway

 After university, Beste started working first as a translator and then as a public manager at a star hotel in Ankara. Although he liked it, he was not happy for his long career.

As Tanju had finished construction at the university. He was going to study and work at the same time, to learn after graduation and to do a master's in construction. 5 Tanju understood that the economic freedom he sought would not come by working for others.

He quit and started his own business. After another five years, he started to look for another business of his own that the business managed and consumed him. At this point, the Amway business met. Previously, however, he did not stop researching. 

To see with his own eyes, he went all the way to the American factory and decided to try this opportunity as it was not without risk. Amway was opening the Turkish market, so he came back to Turkey and started his Amway business there as well. Tanju "It's the cheapest business you've ever started, but it's also very difficult and one of the most important profits"

Best Tanju met in this. Currently they have two daughters and they run the business together, they enjoy life and they love what this job gives. Best of all "Woman of time, I can be a mother whenever I want. It's totally my choice," she says.

WE OFFER NOTE

Kurmali, Murat & Yildiz Amway

 Bu iş fırsatıyla tanıştığımda önce beni ürünlerin çevre dostu oluşu etkilemişti‘ diyor Yıldız Kurmalı. Doğaya katkıda bulunmak benim hep prensiplerimden biriydi. Planı vizyon sahibi sponsorlarımızdan dinledikten sonra ailece bu işi hiç düşünmeden yapmaya karar verdik ve hızlı bir şekilde işimizi inşa etmeye başladık . Kendi işimi kurarken başardıkça ulaşılan seyahat ödülleri beni çok etkilemişti. Bugün o günkü kararlılığımızın ve çalışmamızın meyvelerini inanın hayal ettiğimizden de fazlasıyla alıyoruz.

Başarınızla beraber bir bütün olduğunuz takım arkadaşlarınızın her rozet atlayışı sizi hem gururlandırırken, hem de özel manevi duygular hissetmenizi sağlıyor. Bir çok kişiye iş fırsatı yaratmış olan sponsorlarımızın izinden giderek, hem kendi takım arkadaşlarımın geleceğe umutla bakmasından, hem de ailelerinde gelecek kaygısı olmadan mutlu ve sağlıklı yaşamalarına destek olacak bir işin içinde olmaktan çok büyük bir mutluluk duyuyorum. Onun için Amway İşi benim için hayatın bir bütünü. Başarı eşittir paylaşmak, huzur, sağlık, mutluluk, para ve gelecek kaygısı olmadan yaşamak.

Murat Kurmalı, Amway işi sayesinde eğitimin hayat boyu devam ettiğini söylüyor. “Okul yıllarında gelecek için kurduğumuz hayallerin iş hayatının içine girince yıllar boyu bile gerçekleşmeme ihtimalini gördükçe karamsarlığım artıyordu.” 7 yıl çalıştığı tekstil sektörüne yatırım yapmak istiyordu , ama sermaye olmadan bu iş olamayacaktı ve çalışarak bu para birikmiyordu.

Ama esas onun iş kurma hayalini sekteye uğratan; bilgi ve tecrübe dolu yönlendiricisi, babası Mehmet Kurmalı’nın 2003 yılında aralarından ayrılmasıydı. Hayat 28 yaşında ona yeni bir rota çiziyordu. Tecrübesizdi ve hayata karşı alınacak risklerin zamanı değildi. Ama iyi ki bu iş vardı, çünkü bugün geçmişi analize babamın yıllar önce ortada bir şey yokken de işe inancı v inşa etme kararlılığı, annemi sürekli desteklemesininin ondan sonraki hayatımızı da yön gölge

sini ve üzerimizden eksik etmediğini bilmek eminim onu da çok mutlu ederdi.

Üniversite yıllarından beri içinde birlikte büyüdüğüm Amway işimizin aile geleceğimizi görmek, bu işin doğru yapıldığında sonraki nesillere nasıl bir gelecek hazırladığın farkına varmamı sağladı. Liderlik ettiği çatının altında öğrenirken diğer bir yandan da iş ortağım annemin tecrübesinin yanımda bana sürekli yol göstermesi olmuştur. Nesili olacak 7 yaşindaki oğlumun bu işin lisanını öğrenerekten büyümesini çok önemsiyorum ve mutlu oluyorum.

Bizim için yeni başlıyor, kendimiz ve takımız için çok büyük hayallerimiz ve hedeflerimiz var. Bu başarıya katkısı olan Büyük Takımın bütün liderlerine, bize hep destek ve nedenlerimiz olan ailemize ve şükranla andığımız babamız Mehmet Kurmalı'ya çok teşekkür ederiz. Sizleri ne kadar sevdiğimizi ve saydığımızı eminiz biliyorsunuz. Her birinizin Elmas yolculuğu açık ve aydınlık olsun, daha ileriye daha güzel başarılara hep birlikte koşacağız.

Sayın sponsorlarımız; minnettarız, eserinizdir, takım olarak Büyük Takımın bir parçası olmaktan onur ve gururur duyuyoruz. Herkes Büyük Takımı izlemeye...

Bolukbasi Merih & Nilufer Amway

 BOLUKBASI began their journey with Amway in July 1994. The two agreed should be based on certain criteria: "low venture and working capital, low risk based on human interactions." They started looking for the appropriate firm meeting these characteristics. 

Although it involved a company model they hadn't heard of before, it coincided with practically all the criteria they defined.

"We had to make full use of this chance, as it involved a wonderful career option, ongoing income, excellent lifestyle and future guarantee.

What we were to do was establish up our own network of entrepreneurs and distributors based on the business model proposed by the company with whom we collaborated and earn revenue proportionally to our contributions to distributing their products. We agreed to do it, so we started," he continues.

Nilüfer BOLUKBASI shares her feelings as follows: "At this point in time, when we look back to where we started, I believe we were really fortunate to establish this firm and do whatever it required to get it done. 

At the outset, we were informed Amway was the world's best direct sales firm. Over the twenty years we've been in business, we've seen various organisations entering the market stating they're better than Amway and making their distributors earn more money, but only to let people down. As of now, Amway remains the top in its category and the one whose business owners make the most."

Merih BOLUKBASI, as a member of the European Diamond Advisory Council, states as follows: "I note how much the company esteems us business owners and business partners on every platform. Once President Doug DeVos said, "Let's talk about our coming 50 years of corporate relationship," at a Council meeting. 

Shaping the company's vision for the future with collaboration mindset couldn't be described more simply in words! "Win-win" business philosophy is built in the company's basis and encrypted in its DNA."

The BOLUKBASIs couldn't have imagined that the decision they made that very day would give so much importance to their lives and their numerous comrades' lives, and affect them so favourably. All they knew was that if they invest in themselves and their coworkers, their firm will thrive. 

The seed of twenty years of hard work earned their company continuous success. At this point, Merih BOLUKBASI hits on an essential subject: "Your biggest strength in inspiring your team vision is your team's faith and trust in you. Lasting success is built on ethics, ethics and trust."

Nilüfer BOLUKBASI conveys her feelings: "This is the world's best business! What better than seeing thousands of people clapping enthusiastically for your accomplishment; thousands of people feel grateful for you, knowing and letting you feel they are aware of your contributions to their life... In this industry, you help thousands of people realise their potential and improve their lives. 

As we climbed the stairs to success, we realised and lived through this remark of our renowned upline: 'Real wealth is measured by the number of individuals whose lives thrive for you.' Therefore, we are grateful to our company's founders who launched this business model and our sponsors who always encourage us."

Qualifications

• Triple Diamond August 2015

Downline Diamonds

• Kurmali, Yildiz & Murat, Founders Executive Diamond, 2013
• Cansu, Dilek & Ali, Diamond, 2013
• Kara, Mufide & Sinasi, Diamond, 2013
• Firat, Hatice & Mehmet Muratoglu, Founders Triple Diamond, 2012
• Kaseli, Naksiye & Selcuk, Executive Diamond, 2013
• Citak, Kamer, Founders Diamond, 2013
• Firat, Nursel, Diamond, 2013
• Babatas, Aynur & Yalcin, Diamond, 2012

Amway Turkey

 Amway Turkey

Founded in July 1994, Amway Turkiye Company Limited is Turkiye's premier direct selling organisation, presenting chances to the Turkish people through its countrywide network of 131,000 distributors. Amway Turkiye's annual sales surpassed $78 million for fiscal year ended August 31, 2008.

Amway Turkiye, including the General Center, Logistics Center and Service Center in Izmir.

Amway Turkiye plays a prominent social responsibility role, especially with UNICEF.

Qualifiers

Founders Triple Diamond

• Firat, Hatice & Mehmet Muratoglu (2016)

Triple Diamond

• Bolukbasi Merih & Nilufer (2015)

Founders Executive Diamond

• Dornan, Jim & Nancy (2010)
• Kurmali, Murat & Yildiz (2013)

Executive Diamond

• Kaseli, Hüsniye & Selcuk (2013)
• Orhan, Aynur & Isalmaz, Sevcan (2014)

Founders Diamond

• Akcakanat, Tanju & Beste (2012)
• Citak, Kamer & Mustafa (2013)
• Nutki, Emine & Atilla (2007)
• Öcal, Serpil & Serdar (2007)
• Saracer, Semiha & Ugur (2012)

Diamond

• Aksoy, Sule & Kemalettin (2013)
• Algun, Telat & Emine (2013)
• Babataş, Aynur & Yalcin (2012)
• Baris, Akgul (2012)
• Bektaş, Feriha & Ahmet (2014)
• Cansu, Dilek & Ali (2013)
• Dinler, Ali & Özge (2011)
• Egilmez, Sümeyra & Mustafa (2009)
• Firat, Nursel (2013)
• Kara, Mufide & Sinasi (2013)
• Maden, Fikriye & Aytekin (2014)
• Mumcu, Elif Hatice & Mustafa Songuç (2012)
• Oruc, Müzeher & Halil Ibrahim (2007)
• Seraj, Pelin & Habib (2007)
• Tekbiyik, Nevin Gökce & Kadir (2007)
• Yılmaz, Hatice Çağla & Gökhun (2014)

Dai Zheng Hui & Zheng Qing Qing Amway

Dai Zhen

Dai Zhen, romanizing Wade-Giles Tai Chen, courtesy name (zi) Dongyuan or (Wade-Giles) Tung-yüan, (born Jan. 19, 1724, Xiuning, Anhui province, China—died July 1, 1777, Beijing), Chinese empirical philosopher, considered by many to be the finest thinker of the Qing Dynasty (1644–1911/12).

Dai was born to poor parents by reading borrowed books. Although he passed his introductory civil service exams, he never passed the highly stylised jinshi exam, which would grant him official office power and status. In 1773, because of his reputation as a scholar, the emperor requested him to become a court compiler in Imperial Manuscript Library. 

In this position, Dai could touch numerous rare and otherwise unavailable books. When Dai failed the civil service examination for the sixth time in 1775, the emperor ultimately declared him a jinshi by special decree, and Dai became an Imperial Academy member. He wrote, edited, and compiled about 50 publications, principally dealing with mathematics, philology, ancient geography, and Confucian Classics.

The Qing era experienced a philosophical revolution in which Song and Ming's abstract metaphysical theorising was discarded for a more concrete, disciplined sort of evidence-based learning termed Hanxue. Dai opposed the Song intellectuals' dualism, supposed to be misled by Buddhist and Daoist influences. 

The philosophers of the Song believe that humans have a lower, more physical essence (qi) that is responsible for passions and a higher spiritual essence (li) that limits material nature. Dai posed a monistic framework against this duality. 

He claimed that li is the immanent structure in everything, even desires. Knowledge of li does not arrive immediately during meditation, as some philosophers assumed. It is found only after laborious search, utilising exact methodologies in literary, historical, philological, or philosophical research.

Dai's own research used these meticulous investigation procedures. In mathematics, he authored a short lecture on the English mathematician John Napier's logarithmic theories and compiled a collection of seven ancient mathematical works, the final being his own collation. He wrote various publications on philology, including classifying archaic pronunciation. He also collated the 6th-century classic, Shuijingzhu ("Waterways Classic Commentary"), a study of 137 waterways in ancient China.

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Because Song philosophy had administrative patronage, Dai's contributions were mostly neglected in the years after his death. But, as his emphasis on the need for rigorous empirical research resembled Western philosophy's "scientific" and pragmatic approach, his views began to be explored anew in the 20th century. 

In 1924 the bicentennial of Dai's birth was celebrated in Beijing, and in 1936 the Chinese scholarly world paid him respect by publishing a complete and authoritative edition of his writings, Dai Dongyuan xiansheng quanji ("Mr. Dai Dongyuan's Collected Writings"). 

Liu Yi Zhen & Li Guo Nan Amway

“Freezing”, morphing, and folding of stretchy tough hydrogels

 D Zhu, X Zhou, S-Wang, Y Liu... - Materials Journal..., 2017 pubs.rsc.org

Ca-alginate/polyacrylamide hydrogels were "frozen" and folded into program-controlled shapes by exposing them to a Fe3+ ion aqueous solution.

As-made tough gels' elastic module raised to 2,90 either in bulk or locally.

“Perfect” designer chromosome V and behavior of a ring derivative

...YL Liu, ZN Liu, JQ Zhu, NZ Liu... – ..., 2017 - Scientific.sciencemag.org

INTRODUCTION The project Saccharomyces cerevisiae 2.0 (Sc2.0).

Yeast genome with densely spaced designer modifications. Both synthetic leaves

Chromosome arm (synIXR) and fully synthetic chromosome (synIII) with high...

Parameter-tuning in active disturbance rejection controller using time scale

Li, SX Zhang, YN Liu, SW Zhou, Control Theory & Applications, 2012.

Despite the broad deployment of active disturbance rejection controller (ADRC) with successful results, this controller's parameter-tuning remains an unresolved challenge. On

Based on the standard concept of a time scale, we suggest a...

[PDF] arxiv.org

Discovery of oscillations above 200 keV in a black hole X-ray binary with Insight-

...BS Liu, CZ Liu, HW Liu, XJ Liu, YN Liu... - Nature..., in 2021 - Natural.com

Low-frequency quasiperiodic oscillations (LFQPOs) are common in X-ray black hole

Binaries, and they're still under discussion. LFQPOs' high-energy properties

(over 30 keV) are intimately tied to the type of accretion flow...

MicroRNA in lung cancer metastasis

SG Wu, TH Chang, YN Liu, JY Shih, Cancers, 2019.

Tumor metastasis is a hallmark of cancer, with frequent development of distant metastasis even at first diagnosis, resulting in poor prognosis and high mortality.

Available biomarkers, however, cannot consistently predict cancer spreads. The...

[PDF] anu.edu.au

Pyrite textures and compositions in Jiangshan gold deposit, Bengbu Uplift, southeastern North China Craton: Implications for ore genesis

..., Y Fan, TF Zhou, B Fu, YN Liu, B Wang, Q Liu, Ore Geology Reviews, 2020...

Many Phanerozoic gold deposits in Eastern China, e.g. those in the Jiaodong Peninsula, are housed either in Northern China's same-age granitoids or precambrian basement rocks.

Craton, well-documented. Bengbu Uplift along the southeastern..

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Andy Zhang Amway

 Story

As long as you enlarge the pattern and dare to dream, there is no failure in Anli, only giving up. As long as you make up your mind and persist in not giving up, you will succeed.

Zhang Shilin EDC grew up in an ordinary family in the countryside of Houlong, Miaoli. Since he was a child, his life has been different from others. He sold tofu at the vegetable market when he was 6 years old, taught guitar in the National Salvation League in his second year of high school, taught guitar in the music club in junior college, and also taught in cram schools. There are no holidays, let alone winter and summer vacations. These are Zhang Shilin’s life journeys before the age of 22.

He knows that his life is different from others, because he has nothing, so he knows how to chase dreams. He said: "If you still have dreams, you will continue to learn to challenge yourself, exercise and grow. I will choose to face the test in South with courage."

Zhang Shilin EDC realized the long-awaited piano dream through Anli. He turned love and dreams into notes and sang them into your heart. Bring the concept of filial piety and gratitude to the team and change the destiny of countless people. 

He regards life as a journey and travels all over the world through the Anli Entrepreneurship Platform. It takes 31 years to prove that you can realize your dreams as long as you use Anli’s entrepreneurial platform, the crowning business structure and a good life plan.

From the vegetable market to the international market, today's Zhang Shilin EDC is already a successful international entrepreneur with a marketing network in Taiwan, China, Vietnam, the Philippines and other countries. 

He is the coach who leads us to success in our lives. He often encourages us: "To enlarge the pattern, dare to dream, there is no failure in Anli, only to give up. As long as you make up your mind and persist in not giving up, you will succeed one day.

Andy Zhang (born December 14, 1997) is a Chinese golfer who spent much of his childhood in Beijing, China. He first grew interested in golf at age six, and worked with a coach at age seven. At age ten, he moved to pursue golf in Bradenton, Florida, USA. 

After professional golfer Paul Casey withdrew from the 2012 U.S. Open due to injury, Zhang was inserted into the field for the Open, one of the four men's major golf events after performing well in sectional qualifying. 

He's the youngest player ever in the U.S. Open at age 14. [2] On January 6, 2015, Zhang, a 2016 recruit class, verbally committed to playing college golf for Florida University, preferring the Gators over Oklahoma State, Texas, and Florida State, among others. 

Zhang reached #7 in the World Amateur Golf Ranking before renouncing his amateur status[4] in 2018.

Lin Xiu Yue & Zhou Zhao Shun Amway

 More than ten years ago, Mr. and Mrs. Zhou Zhaoshun and Mrs. Lin Xiuyue had their own traditional businesses. Zhou Zhaoshun was once a marketing master in the optical materials industry, setting a proud record for the company in all parts of the province. Lin Xiuyue had multiple jobs, except for business. The business of the building materials industry is not to be confined to the experience in the financial field. Through continuous self-study, he finally obtained the business management consultant license to provide the company with physical inspection and diagnosis services. With such an enviable background and conditions, but under the pressure of life that outsiders can't appreciate, the couple work hard in their careers in order to have a better quality of life and spend more time with their families. But Lin Xiuyue sighed when looking back at the past: "We are rich and poor." The work pressure is so heavy that people can breathe, and the two can rest and spend only three days a year. Even one day, the father-in-law who lived upstairs and downstairs but never went upstairs specially went upstairs just to take a look at someone he hadn’t seen for a long time.

The key to changing destiny

"The change of your destiny depends on who you meet, what you hear, and what kind of meetings you participate in." Through the relationship with her god brother Peng Jianping Diamond, Lin Xiuyue began to have intermittent contact with Anli until a recognition conference in 1994. She heard the words of Ambassador Ji Longsheng’s Double Crown on the stage: "Please think about three questions. Where will you be in three years? Don’t you have a sense of crisis? Don’t you want to change?" Think about the future direction of life. She doesn't know how long such a busy life will take, where will she be in three years? Every busy day makes Zhou Zhaoshun and Lin Xiuyue couple ignore their health, lose the common topic, and get farther and farther away. Seeing Teacher Ji’s lifestyle in Anli’s career, the couple have different thinking about the future. After understanding Anli's career, Zhou Zhaoshun and Lin Xiuyue found a new direction for their struggle in life. From the moment they made up their minds, they reached the first goal they set in one year and eight months at an astonishing speed and qualified as a direct distributor of diamonds. In just two years, Zhou Zhaoshun and Lin Xiuyue regained control of their lives and became the masters of their own time and lives again. Zhou Zhaoshun smiled and said, "The pain in life is too deep, which makes us run faster. We must have a stronger idea of ​​success!"

Combination of life and career

Zhou Zhaoshun quoted "The five balls of life are work, health, family, friends, and spiritual growth. Among the five balls, only work is the ball. If you throw it out, you will bounce back. The others are glass balls. When broken, it’s hard to recombine.” However, when Zhou Zhaoshun worked his traditional career, he used the other four balls in exchange for the ac

hievements of his work. Although he made tangible money, he lost precious health. Therefore, Zhou Zhaoshun liked Anli because it saved his life. The five balls are integrated, as long as you hold it tightly, you can go smoothly and have a good life. In the career, Zhou Zhaoshun and Lin Xiuyue have a tacit understanding, perhaps because they love to play badminton, and they can cultivate good interaction and partnership in the process of going back and forth. "Just like playing badminton, we are used to take over, so in terms of work, we will take the initiative to make up for each other's shortcomings." Lin Xiuyue said that they have no obvious division in their careers, but instead use a natural succession model to make direct sales work better. It's getting easier. Direct selling is a business in contact with people. It cannot be without setbacks and obstacles. Why are Zhou Zhaoshun and Lin Xiuyue always so happy when they talk about Anli? Wouldn't they feel pressured because of setbacks? Zhou Zhaoshun answered this question with reverse thinking. "Frustration is a stepping stone to success. Try to accept setbacks with an optimistic attitude and find a solution to achieve success." He also said: "Problems are wealth."

Wu Pao Yin & Lo Ming Chu Amway

Feng Ming-chu

Feng Ming-chu (born 22 July 1950) is a Taiwanese historian who served as National Palace Museum Director from September 2012 to May 20, 2016. [1] She is also the Chinese Museum Association's General Director and a Mongolian and Tibetan Affairs Commission researcher. She's a Qing Dynasty and Tibet history scholar.

 Early life

Born in 1950 in Tiu Keng Leng, British Hong Kong, with her ancestral home in Huangpi, Hubei. She was accepted to National Taiwan University in 1974, where she studied history under Li Shouli

Career

After graduating, she began working in 1978 at National Palace Museum. She ascended through levels and served as Deputy Director from May 2008 to September 2012, after which she replaced Chou Kung-shin as Museum Director.

Upon retiring from the museum director's role, Feng declared her desire to accept the job of an advisor to the Beijing Palace Museum

 

Kevin Hung & Grace Yang

Grace Yang

Grace Lo Yang (simplified Chinese: ubiquitous; traditional Chinese: ubiquitous; pinyin: Luó Zhāoróng) is a Chinese statistician whose study includes physical science stochastic processes, asymptotic theory, and survival analysis. She is Professor of Statistics at University of Maryland, College Park, Mathematics Department. She was president of the International Chinese Statistical Association during 1990–1991 and National Science Foundation Statistics Program Director from 2005 to 2008.

Education and career

Originally from China, Yang came to Taiwan in 1949. [2] After graduating from National Taiwan University, she got her PhD in 1966 from the University of California, Berkeley, under Lucien Le Cam. Her dissertation on Contagion in Stochastic Epidemic Models. [2] [3] With Le Cam, she is the author of Asymptotics in Statistics (Springer, 1990; 2nd ed., 2002)

Awards and honors

Yang is a member of the International Statistical Institute and a mathematical statistics fellow.