https://www.amwaywiki.com/api.php?action=feedcontributions&user=Hakangunenc&feedformat=atomAmwayWiki - User contributions [en]2024-03-29T14:43:22ZUser contributionsMediaWiki 1.26.2https://www.amwaywiki.com/index.php?title=Beautycycle&diff=17648Beautycycle2010-10-28T18:04:57Z<p>Hakangunenc: </p>
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<div>[[Image:148_2.jpg|right]]A new Amway brand – BeautyCycle<br />
To help grow the Amway business and further benefit you and your customers, Amway is looking for the biggest opportunities within the beauty market. Our key focus will remain on the ARTISTRY™ Brand and in 2010 we launch an exciting new beauty brand, beautycycle™.<br />
beautycycle products will further enhance your beauty business opportunities, by opening the doors to those customers who currently do not purchase ARTISTRY products and are looking for a simpler, more affordable approach to beauty.<br />
<br />
This is a truly exciting time for beauty within Amway; not only are we introducing the new beautycycle Brand but our power-brand – ARTISTRY – will be strengthened and elevated through refocus on the advanced science technologies found within the products and also new launches, for both skin & colour.<br />
<br />
Yeni Amway marka - beautycycle<br />
<br />
Amway iş büyür ve daha siz ve müşterileriniz yarar yardımcı olmak için, Amway güzellik pazarında büyük fırsatlar arıyor. Bizim temel odak ve ARTISTRY ™ Markası kalacak 2010 yılında biz heyecan verici yeni bir güzellik markası beautycycle ™ başlatmak. beautycycle ürünleri daha şu anda ARTISTRY ürünleri satın almamanızı güzellik için daha basit, daha uygun bir yaklaşım arayan müşterilerine kapılarını açarak, güzelliğinizi iş fırsatları artıracaktır.<br />
<br />
Bu Amway içinde güzellik için gerçekten heyecan verici, sadece biz yeni beautycycle Marka ama bizim gücümüz marka tanıtacağız değil - ve güçlendirilecek aracılığıyla ürünlerin içinde bulunan gelişmiş bilim teknolojileri yönlendirmesi yüksek ve aynı zamanda yeni lansmanı için - ARTISTRY Her iki cilt ve renkli.<br />
<br />
<br />
==THE ELEMENTS==<br />
===air: to rejuvenate===<br />
[[Image:01air.jpeg|right]]<br />
Nothing can exist without air. It’s what makes ageing, tired skin come alive. beautycycle™ air brings skin back to life with a reviving breath of oxygen.<br />
Natural Yoghurt Probiotics help energise the skin and activate its natural ability to take up oxygen. Skin looks healthier and more youthful.<br />
<br />
===water: to quench===<br />
[[Image:02water.jpeg|right]]<br />
Water is the main component of all living things; it’s elemental for living skin. beautycycle water satisfies normal-to-dry skin’s thirst with deep moisture. This ultrahydrating product line helps circulate moisture, protecting skin from dehydration. <br />
Wild Pansy Extract helps increase hydration from both the outside in and the inside out. Defeating the causes and symptoms of dryness, skin looks fresh and luminous.<br />
<br />
===earth: to balance===<br />
[[Image:03earth.jpeg|right]]<br />
The earth’s rich minerals help all things find balance - including imbalanced skin.<br />
beautycycle earth helps restore equilibrium in normal to oily skin.<br />
Oil-free and fortified with specially treated Magnesium, Copper and Iron help restore skin’s balance. Zinc PCA, Witch Hazel and Willowbark work to normalise skin’s surface, reduce and control oil and diminish the appearance of pores. Skin looks and feels clean, balanced and clear.<br />
<br />
===fire: to energise===<br />
[[Image:04fire.jpeg|right]]<br />
Fire is the most elemental form of energy. It sparks skin to correct itself. beautycycle fire gives all skin types the directed energy it needs to target and treat.<br />
Glucosamine boosts skin’s renewal process to address specific problems as needed. From diminishing the appearance of dark circles to helping prevent blemishes to revealing fresher, brighter, more even-toned-looking skin.<br />
<br />
===colour: to illuminate===<br />
[[Image:05colour.jpeg|right]]<br />
The unique signature of every element, Colour is universal and exists to attract and create excitement. beautycycle colour captures the breathtaking vibrancy of the elements with a range of formulas and radiant shades that illuminate the beauty in all skin tones.<br />
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== Related Links ==<br />
* [http://www.beautycycle.eu BeautyCycle Home Page]<br />
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[[Category:Brands]]</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=Active_Lifestyle&diff=17647Active Lifestyle2010-10-28T18:02:31Z<p>Hakangunenc: </p>
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<div>[[Image:1056.jpeg|right]] Active Lifestyle Brand<br />
Once considered niche products, fitness waters, rehydration drinks and other active lifestyle products now carry wide appeal. People of all types understand that what they put into their bodies has a huge effect on their health, their performance and even their outlook.<br />
<br />
'''Who doesn't want to feel better, perform better and achieve more?'''<br />
<br />
Developed under the NUTRILITE™ brand, to help make the most of your active lifestyle, this new and exciting product line covers three areas: Pre-Workout, During Workout and Post-Workout.<br />
<br />
Each of the NUTRILITE premium products for an active lifestyle has been developed to encompass a broad range of activity levels, as many people do not consider themselves to be highly active or athletic people.<br />
<br />
Even people who don't exercise as much as they should, can feel the benefits of using these performance products, which include:<br />
'''hydration, energy, protein and core nutrition.'''<br />
<br />
Aktif Yaşam Tarzı Marka<br />
Bir kez niş ürünleri, fitness suları, rehidrasyon içecekler ve diğer aktif yaşam tarzı ürünler dikkate şimdi geniş itiraz taşırlar. Her türlü İnsanlar vücutlarını içine ne koymak, sağlık, performans ve hatta onların bakış açısı üzerinde büyük bir etkiye sahip olduğunu anlıyoruz.<br />
<br />
Kim daha iyi hissetmek için daha iyi performans ve daha fazla ulaşmak istemiyor?<br />
<br />
Egzersiz ve Post-Egzersiz sırasında, Pre-Egzersiz: yapmak için aktif yaşam tarzı, bu yeni ve heyecan verici bir ürün hattı üç alanı kapsar en yardımcı olmak için, NUTRIWAY ™ markası altında geliştirildi.<br />
<br />
birçok kişi kendilerini son derece aktif veya atletik insanlar olarak düşünmüyoruz olarak aktif bir yaşam tarzı için NUTRIWAY prim ürünlerin her biri, aktivite düzeyleri geniş kapsayacak şekilde geliştirilmiştir.<br />
<br />
hidrasyon, enerji, protein ve temel beslenme: kadar olması gerektiği gibi egzersiz yapmıyor olsanız kişi bulunması bu performans ürünleri kullanmanın faydalarını hissedebilirsiniz.<br />
<br />
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'''Products''':<br />
*NUTRILITE™ 1<br />
*NUTRILITE™ FITH2O™ Antioxidant Enhanced Drink Mix <br />
*NUTRILITE™ STRIVE+™ Isotonic Drink Mix<br />
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[[Category:Brands]]</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=Main_Page&diff=17646Main Page2010-10-28T17:56:27Z<p>Hakangunenc: /* About Amway & Quixtar */</p>
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<div>== Welcome to the Amway Wiki ==<br />
<br />
'''IMPORTANT: The Amway Wiki is independently operated and not affiliated with [[Amway]], [[Quixtar]], its parent company [[Alticor]] or any related businesses. The information on this site may or may not be accurate.''' <br />
<br />
<small>The Amway Wiki is a collaborative repository of Amway and Quixtar information that anyone can edit. If you wish to contribute to this Wiki, please register your account using the log in button in the upper right. It's our aim to keep this Wiki as accurate and encyclopedia-like as possible. Please read our [[Guidelines]] before making any edits.</small><br />
__NOTOC__<br />
<table width="100%" cellspacing="3" cellpadding="4" ><br />
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<td width="50%" valign="top" bgcolor="#ffffff" style="border:1px solid #ffc9c9;padding:1em;padding-top:0.5em; color: black;"><br />
<br />
=== About Amway & Quixtar ===<br />
The operations and history of Amway and related companies traced back to its Nutrilite roots in the 1930s.<br />
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=== Amway & Quixtar hakkında ===<br />
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Operasyonlar ve Amway ve ilgili şirketlerin geçmişi 1930 yılında Nutrilite köklerine kadar uzanmaktadır.<br />
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<br />
[[Amway History]] &bull; [[How Amway Works]] &bull; [[Misconceptions]] &bull; [[Glossary]] <br />
<br />
'''Companies:'''<br />
<br />
&bull; [[Alticor]] &bull; [[Amway]] &bull; [[Amway Global Quixtar North America]] &bull; [[Access Business Group]] &bull; [[Alticor Corporate Enterprises]] &bull; [[Amway Hotel Corporation]] &bull; [[JaRi]] <br />
<br />
'''Internet Platforms:'''<br />
<br />
&bull; [[Amivo]] &bull; [[Quixtar]] &bull; [[a2k]] &bull; [[a2u]] &bull; [[ELVIS]]<br />
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<td width="50%" valign="top" bgcolor="#fff3f3" style="border:1px solid #ffc9c9;padding:1em;padding-top:0.5em; color: black;"><br />
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=== Facts, Myths, and Controversies ===<br />
* [[Facts about Amway, Quixtar, and Alticor]]<br />
* [[Myths about Amway and Quixtar]]<br />
* [[Awards and Recognitions]]<br />
* [[Controversies]]<br />
<br />
=== MultiMedia ===<br />
* [[:Category:Video|Video]]<br />
* [[:Category:Audio|Audio]]<br />
* [[:Category:Sites|Sites]]<br />
'''Magazines:'''<br />
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&bull; [[Achieve]] &bull; [[Alive]] &bull; [[Amagram]] &bull; [[Arriba!]] &bull; [[Because]]<br />
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=== [[:Category:Brands|Exclusive Products & Brands &raquo;]] ===<br />
<br />
Products and brands available exclusively through Amway and Quixtar and affiliated Independent Business Owners<br />
<br />
[[Active Lifestyle]] &bull; [[Artistry]] &bull; [[Atmosphere]] &bull; [[Beautycycle]] &bull; [[Body Series]] &bull; [[Boutique]] &bull; [[Dish Drops]] &bull; [[Eddie Funkhouser]] &bull; [[Emma Page]] &bull; [[eSpring]] &bull; [[L.O.C.]] &bull; [[Gensona]] &bull; [[Glister]] &bull; [[Hymm]] &bull; [[iCook]] &bull; [[LifeStyle Balanced Solutions]] &bull; [[NAO Cosmetics]] &bull; [[Moiskin Skin Care]] &bull; [[Nutrilite]] &bull; [[Nutriway]] &bull; [[XS Energy]] &bull; [[Ocean Essentials]] &bull; [[Personalized Health]] &bull; [[Peter Island]] &bull; [[Protique]] &bull; [[Positrim]] &bull; [[Satinique]] &bull; [[SA8]] &bull; [[Time Defiance]] &bull; [[Tolsom]] &bull; [[Trim Advantage]]<br />
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<td colspan="2" valign="top" bgcolor="#f0f0ff" style="border:1px solid #cfcfff;padding:1em;padding-top:0.5em;padding-bottom:0em; color:black;"><br />
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=== [[:Category:Markets|Countries & Markets &raquo;]] ===<br />
<br />
<small>([[List of Countries and Territories were Amway operates|Click here for a full list of Countries and Territories where Amway operates]])</small><br />
<br />
[[Amway Argentina| Argentina]] &bull; [[Amway Australia| Australia]] &bull; [[Amway Austria| Austria]] &bull; [[Bahamas]] &bull; [[Amway Barbados| Barbados]]&bull; [[Amway Belgium| Belguim]] &bull;[[Amway Botswana| Botswana]] &bull; [[Amway Brazil| Brazil]] &bull; [[Canada]] &bull; [[Amway Chile | Chile]] &bull; [[Amway China | China]] &bull; [[CLOS Region]] &bull; [[Amway Colombia | Colombia]] &bull; [[Amway Costa Rica | Costa Rica]] &bull; [[Amway Croatia | Croatia]] &bull; [[Amway Czech|Czech Republic]] &bull; [[Denmark]] &bull; [[Amway Dominican Republic|Dominican Republic]] &bull; [[El Salvador]] &bull; [[Amway Estonia|Estonia]] &bull; [[Finland]] &bull; [[Amway France| France]] &bull; [[Amway Germany|Germany]] &bull; [[Guatemala]] &bull; [[Amway Greece | Greece]] &bull; [[Haiti]] &bull; [[Honduras]] &bull; [[Amway Hong Kong|Hong Kong]] &bull; [[Amway Hungary|Hungary]] &bull; [[Amway India|India]] &bull; [[Amway Indonesia|Indonesia]] &bull; [[Amway UK & ROI | Ireland]] &bull; [[Amway Italy|Italy]] &bull; [[Amway Jamaica|Jamaica]] &bull; [[Amway Japan | Japan]] &bull; [[Amway Korea|Korea]] &bull; [[Amway Latin America | Latin America]] &bull; [[Amway Latvia|Latvia]] &bull; [[Amway Lithuania| Lithuania]] &bull; [[Amway Mexico|Mexico]] &bull; [[Amway Malaysia|Malaysia]] &bull; [[Amway Namibia|Namibia]] &bull; [[Amway Netherlands|Netherlands]] &bull; [[Amway New Zealand|New Zealand]] &bull; [[Amway North America|North America]] &bull; [[Amway Norway|Norway]] &bull; [[Panama]] &bull; [[Amway Philippines|Philippines]] &bull; [[Amway Poland |Poland]] &bull; [[Amway Portugal|Portugal]] &bull; [[Puerto Rico]] &bull; [[Amway Romania|Romania]] &bull; [[Amway Russia|Russia]] &bull; [[Amway Scandinavia|Scandinavia]] &bull; [[Amway Singapore | Singapore]] &bull; [[Amway Slovakia | Slovakia]] &bull; [[Slovenia]] &bull; [[South Africa]] &bull; [[Amway Spain|Spain]] &bull; [[Amway Sweden|Sweden]] &bull; [[Amway Switzerland|Switzerland]] &bull; [[Amway Taiwan | Taiwan]] &bull; [[Thailand]] &bull; [[Turkey]] &bull; [[Amway Ukraine|Ukraine]] &bull; [[Uruguay]] &bull; [[Amway UK & ROI | United Kingdom]] &bull; [[Amway Global|United States]] &bull; [[Amway Venezuela|Venezuela]] &bull; [[Amway Vietnam|Vietnam]]<br />
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=== [[:Category:People|People &raquo; ]] ===<br />
'''Corporate and Committees'''<br><br />
[[DeVos, Rich|Rich DeVos]] &bull; [[Van Andel, Jay|Jay Van Andel]] &bull; [[:Category:Employees|Corporate Employees]] &bull; [[:Category:IBOAI|IBO Association International]] &bull; [[North American Founders Council]] &bull; [[European Diamond Advisory Council]] <br />
<br />
'''Amway Business Owners - Leadership'''<br><br />
* [[List of Amway Diamonds|List of known Amway Diamonds and Above]]<br />
[[Founders Crown Ambassador]]s &bull; [[Crown Ambassador]]s &bull; [[Founders Crown|Founders Crown]] &bull; [[Crown|Crown]] &bull; [[Founders Triple Diamond|Founders Triple Diamonds]] &bull; [[Triple Diamond|Triple Diamonds]] &bull; [[Founders Double Diamond|Founders Double Diamonds]] &bull; [[Double Diamond|Double Diamonds]] &bull; [[Founders Executive Diamond|Founders Executive Diamonds]] &bull; [[Executive Diamond|Executive Diamonds]] &bull; [[Founders Diamond|Founders Diamonds]] &bull; [[Diamond|Diamonds]]<br />
<br />
'''Others'''<br><br />
[[Endorsements]] &bull; [[Critics]]</td><br />
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=== [[:Category:Lines of Affiliation|Lines of Affiliation &raquo; ]] ===<br />
<br />
These are organizations providing [[Professional Development Programs]] that support Amway [[IBO]]s<br />
<br />
'''Active'''<br />
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[[01.Net]] &bull; [[ALBORA]] &bull; [[Braveberry]] &bull; [[Bryan Organization]] &bull; [[BWW]] &bull; [[Construyendo Embajadores Corona]] &bull; [[Chi Chen]] &bull; [[Crador]] &bull; [[Cumbre Latina]] &bull; [[Diamond Alliance]] &bull; [[DSI]] &bull; [[EBT International]] &bull; [[eFinity]] &bull; [[Enriquez Network]] &bull; [[Equipo Vision]] &bull; [[EUREKA]] &bull; [[Global Business Alliance (GBA)]] &bull; [[GlobalNet]] &bull; [[GBN21]] &bull; [[Heckel]] &bull; [[International Connection]] &bull; [[IDA|IDA International]] &bull; [[ILD]] &bull; [[iTeamUSA]] &bull; [[INA]] &bull; [[InterBIZ]] &bull; [[InterNET]] &bull; [[ITeam Choice]] &bull; [[Julia Yu Organization]] &bull; [[Knights of Destiny]] &bull; [[KPO]] &bull; [[LTD|Leadership Team Development (LTD)]] &bull; [[MMP]] &bull; [[Network J&J]] &bull; [[Network TwentyOne]] &bull; [[Paradigm 5]] &bull; [[Planet Program]] &bull; [[ProAlliance]] &bull; [[ProSystem One]] &bull; [[Proyecto Libertad]] &bull; [[United Diamonds]] &bull; [[Rinosnet]] &bull; [[Schwarz Organisation]] &bull; [[Setzer International Inc./Team100]] &bull; [[Sistem Pola Belanja]] &bull; [[TeamBuilders]] &bull; [[Team MAK]] &bull; [[Team-ONE]] &bull; [[TeamWork International Consultants (TWI)]] &bull; [[The Plum Blossom]] &bull; [[TOP4]] &bull; [[Vision 2010]] &bull; [[Vision Global]] &bull; [[Winners International]] &bull; [[WIN]] &bull; [[World Wide Diamonds]] &bull; [[WWDB|World Wide Dream Builders (WWDB)]] &bull; [[World Wide Dreambuilders Korea]]&bull; [[World Wide Group]]&bull; [[UR Association]] &bull; [[Usher Enterprises]]; <br />
<br />
'''Defunct'''<br />
<br />
[[AllianceNET]] &bull; [[Biznet]] &bull; [[TIF]] &bull; [[TEAM]] &bull; [[Team5k]] &bull; [[EDDinfo]] &bull; [[IBS]] &bull; [[True North]] &bull; [[WinBiz21]] &bull; [[Dreamchasers]] &bull; [[Legacy Business Group]] &bull; [[ProNet]]<br />
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</table></div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17645How Amway Works2010-10-28T17:53:53Z<p>Hakangunenc: /* Rebate Scale */</p>
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<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
<br />
Perakende İşaretleme<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
<br />
Hacim indirimler<br />
<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
Satış Hacmi Artan<br />
<br />
Bir ABO satış hacmi üç bileşenden oluşmaktadır - kişisel müşterilerine perakende olarak satılan kişisel kullanım için satın alınan ürünler, ürünler ve ürünlerin onlar ("sponsor") iş tanıtmak diğer ABOs toptan satılıyor. Bu üç alanda herhangi Artan bir ABOs toplam satış hacmi artar. Ancak artan satış hacmi normalde küçük kenar boşlukları telafi olur, doğrudan tüketiciye satılan ürünler daha küçük kâr marjları sponsorluğunda ABOs sonucu üzerinden satılan ürünler. Bu bir perakende mağaza duruma benzer nerede mağaza sahibi olabilir satış hacmindeki artış bu ofset edeceğini ve genel fazla kar yol umut çalışanların ek satış (gider). Yeni ABOs sonunda kendi sponsor girişi olmadan satış hacmi yaratmak mümkün olacak çünkü bir ABO bulma ve eğitim yeni ABOs yanı sıra bireysel müşterilerine zaman yatırım yapacak.<br />
<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
Dağıtım Zinciri<br />
<br />
direkt yerine getirilmesi, tanıtımı öncesinde nerede her ABO fırsatlar doğrudan şirket, ABOs Amway ile doğrudan anlaşma olacağını ilk Direkt Dağıtıcı, bugüne kadar üzerinde çok ve sponsor onları satın alacağını Kimin sponsor kendi ürünlerini satın alacağını ile. Doğrudan ve Amway şirket geri toplam hacmi indirim alacak sonra sesi iadeleri onların cephe ve diğerleri için aynı şeyi onların cephe dağıtıcılara Kazanılan dağıtılmasına sorumlu olacaktır. Bugün, en ABOs Amway ve Amway hesaplanması ve gerekli indirimler dağıtmak doğrudan ürün siparişi, Amway bu lojistik halledeyim. 1970 yılında Amway MTK araştırmada, tüm distribütörler yaklaşık yarısı Amway 3 "seviye",% 70'in içinde olduğunu bildirdi nerede 4 düzeyleri ve geleneksel dağıtım zincirleri karşılaştırılabilir 8 düzeyleri içinde% 99 içinde<br />
<br />
==Rebate Scale==<br />
<br />
Indirim Ölçeği<br />
<br />
<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17644How Amway Works2010-10-28T17:53:07Z<p>Hakangunenc: /* The Distribution Chain */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
<br />
Perakende İşaretleme<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
<br />
Hacim indirimler<br />
<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
Satış Hacmi Artan<br />
<br />
Bir ABO satış hacmi üç bileşenden oluşmaktadır - kişisel müşterilerine perakende olarak satılan kişisel kullanım için satın alınan ürünler, ürünler ve ürünlerin onlar ("sponsor") iş tanıtmak diğer ABOs toptan satılıyor. Bu üç alanda herhangi Artan bir ABOs toplam satış hacmi artar. Ancak artan satış hacmi normalde küçük kenar boşlukları telafi olur, doğrudan tüketiciye satılan ürünler daha küçük kâr marjları sponsorluğunda ABOs sonucu üzerinden satılan ürünler. Bu bir perakende mağaza duruma benzer nerede mağaza sahibi olabilir satış hacmindeki artış bu ofset edeceğini ve genel fazla kar yol umut çalışanların ek satış (gider). Yeni ABOs sonunda kendi sponsor girişi olmadan satış hacmi yaratmak mümkün olacak çünkü bir ABO bulma ve eğitim yeni ABOs yanı sıra bireysel müşterilerine zaman yatırım yapacak.<br />
<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
Dağıtım Zinciri<br />
<br />
direkt yerine getirilmesi, tanıtımı öncesinde nerede her ABO fırsatlar doğrudan şirket, ABOs Amway ile doğrudan anlaşma olacağını ilk Direkt Dağıtıcı, bugüne kadar üzerinde çok ve sponsor onları satın alacağını Kimin sponsor kendi ürünlerini satın alacağını ile. Doğrudan ve Amway şirket geri toplam hacmi indirim alacak sonra sesi iadeleri onların cephe ve diğerleri için aynı şeyi onların cephe dağıtıcılara Kazanılan dağıtılmasına sorumlu olacaktır. Bugün, en ABOs Amway ve Amway hesaplanması ve gerekli indirimler dağıtmak doğrudan ürün siparişi, Amway bu lojistik halledeyim. 1970 yılında Amway MTK araştırmada, tüm distribütörler yaklaşık yarısı Amway 3 "seviye",% 70'in içinde olduğunu bildirdi nerede 4 düzeyleri ve geleneksel dağıtım zincirleri karşılaştırılabilir 8 düzeyleri içinde% 99 içinde<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17643How Amway Works2010-10-28T17:52:07Z<p>Hakangunenc: /* Retail Markup */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
<br />
Perakende İşaretleme<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
<br />
Hacim indirimler<br />
<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
Satış Hacmi Artan<br />
<br />
Bir ABO satış hacmi üç bileşenden oluşmaktadır - kişisel müşterilerine perakende olarak satılan kişisel kullanım için satın alınan ürünler, ürünler ve ürünlerin onlar ("sponsor") iş tanıtmak diğer ABOs toptan satılıyor. Bu üç alanda herhangi Artan bir ABOs toplam satış hacmi artar. Ancak artan satış hacmi normalde küçük kenar boşlukları telafi olur, doğrudan tüketiciye satılan ürünler daha küçük kâr marjları sponsorluğunda ABOs sonucu üzerinden satılan ürünler. Bu bir perakende mağaza duruma benzer nerede mağaza sahibi olabilir satış hacmindeki artış bu ofset edeceğini ve genel fazla kar yol umut çalışanların ek satış (gider). Yeni ABOs sonunda kendi sponsor girişi olmadan satış hacmi yaratmak mümkün olacak çünkü bir ABO bulma ve eğitim yeni ABOs yanı sıra bireysel müşterilerine zaman yatırım yapacak.<br />
<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17642How Amway Works2010-10-28T17:51:16Z<p>Hakangunenc: /* Volume rebates */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
<br />
Hacim indirimler<br />
<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
Satış Hacmi Artan<br />
<br />
Bir ABO satış hacmi üç bileşenden oluşmaktadır - kişisel müşterilerine perakende olarak satılan kişisel kullanım için satın alınan ürünler, ürünler ve ürünlerin onlar ("sponsor") iş tanıtmak diğer ABOs toptan satılıyor. Bu üç alanda herhangi Artan bir ABOs toplam satış hacmi artar. Ancak artan satış hacmi normalde küçük kenar boşlukları telafi olur, doğrudan tüketiciye satılan ürünler daha küçük kâr marjları sponsorluğunda ABOs sonucu üzerinden satılan ürünler. Bu bir perakende mağaza duruma benzer nerede mağaza sahibi olabilir satış hacmindeki artış bu ofset edeceğini ve genel fazla kar yol umut çalışanların ek satış (gider). Yeni ABOs sonunda kendi sponsor girişi olmadan satış hacmi yaratmak mümkün olacak çünkü bir ABO bulma ve eğitim yeni ABOs yanı sıra bireysel müşterilerine zaman yatırım yapacak.<br />
<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17641How Amway Works2010-10-28T17:50:29Z<p>Hakangunenc: /* Volume rebates */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
Hacim indirimler<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
İngilizce dilinden Türkçe diline çeviri<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
Satış Hacmi Artan<br />
<br />
Bir ABO satış hacmi üç bileşenden oluşmaktadır - kişisel müşterilerine perakende olarak satılan kişisel kullanım için satın alınan ürünler, ürünler ve ürünlerin onlar ("sponsor") iş tanıtmak diğer ABOs toptan satılıyor. Bu üç alanda herhangi Artan bir ABOs toplam satış hacmi artar. Ancak artan satış hacmi normalde küçük kenar boşlukları telafi olur, doğrudan tüketiciye satılan ürünler daha küçük kâr marjları sponsorluğunda ABOs sonucu üzerinden satılan ürünler. Bu bir perakende mağaza duruma benzer nerede mağaza sahibi olabilir satış hacmindeki artış bu ofset edeceğini ve genel fazla kar yol umut çalışanların ek satış (gider). Yeni ABOs sonunda kendi sponsor girişi olmadan satış hacmi yaratmak mümkün olacak çünkü bir ABO bulma ve eğitim yeni ABOs yanı sıra bireysel müşterilerine zaman yatırım yapacak.<br />
<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17640How Amway Works2010-10-28T17:49:45Z<p>Hakangunenc: /* Increasing Sales Volume */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
İngilizce dilinden Türkçe diline çeviri<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
Satış Hacmi Artan<br />
<br />
Bir ABO satış hacmi üç bileşenden oluşmaktadır - kişisel müşterilerine perakende olarak satılan kişisel kullanım için satın alınan ürünler, ürünler ve ürünlerin onlar ("sponsor") iş tanıtmak diğer ABOs toptan satılıyor. Bu üç alanda herhangi Artan bir ABOs toplam satış hacmi artar. Ancak artan satış hacmi normalde küçük kenar boşlukları telafi olur, doğrudan tüketiciye satılan ürünler daha küçük kâr marjları sponsorluğunda ABOs sonucu üzerinden satılan ürünler. Bu bir perakende mağaza duruma benzer nerede mağaza sahibi olabilir satış hacmindeki artış bu ofset edeceğini ve genel fazla kar yol umut çalışanların ek satış (gider). Yeni ABOs sonunda kendi sponsor girişi olmadan satış hacmi yaratmak mümkün olacak çünkü bir ABO bulma ve eğitim yeni ABOs yanı sıra bireysel müşterilerine zaman yatırım yapacak.<br />
<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17639How Amway Works2010-10-28T17:48:11Z<p>Hakangunenc: /* Volume rebates */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
İngilizce dilinden Türkçe diline çeviri<br />
en çok ürün tabanlı işletme olarak, sizin tedarikçiden satın daha fazla hacim, daha ucuz başına birim fiyat Aldığınız. Bu ürünün potansiyel biçimlendirme (ve dolayısıyla kâr) yüksek olduğu sattığınız zaman demektir. Aynı Amway için de geçerlidir, ancak farklı bir şekilde ortaya çıkar. geleneksel dağıtım, size büyük stoklar up-front satın almak için gerekli olacak ve satın alma fiyatı üzerinde bir açık indirim alacak. Amway ile tüm yetkili temsilcileri aynı fiyata ilk satın alma olursa olsun, hacmi oluşturmak. tipik veya takip eden ayın 13. konuda ABO ile satın alınan ürünlerin toplam hacmi kadar eklenir ay ve bir indirim olarak ödenen hacim indirim, sonunda. Buna ek olarak, hacim olarak genellikle geleneksel dağıtım olduğu, böylece bir indirim almak için bir ürünün geniş envanter satın almak gerekmez satın alınan tüm ürünler dayanmaktadır.<br />
<br />
iş, ürün mevcut ve biçimlendirme farklı miktarlarda çeşitli Amway ürünleri üçüncü taraf üretilen ürünlere göre imal paylaşılan olmak için mevcut uluslararası niteliğinden dolayı, hacim yerine birim başına düşük veya bir puan sistemi kullanılarak hesaplanır maliyet satın alma. Ölçekler farklı pazarlara (aşağıya bakın) arasında biraz değişir. Her ürün Nokta Değeri (PV) ve İş Hacmi (BV) tahsis edilir. PV indirim yüzde Kazanılan hesaplamak için kullanılır. en çekirdek hat ürünler için, BV ürünün toptan fiyat az bir satış vergisi yakın genellikle (Amway tarafından üretilen bu yani). ödenen indirim toplam BV tarafından PV indirim oranı çarpılarak hesaplanır.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenchttps://www.amwaywiki.com/index.php?title=How_Amway_Works&diff=17638How Amway Works2010-10-28T17:46:48Z<p>Hakangunenc: /* Retail Markup */</p>
<hr />
<div>Amway business owners can earn income and other incentives in a variety of ways. They fall under the categories of '''Retail Markup''', '''Volume Rebates''', '''Leadership Bonuses''' and '''Higher Awards and Incentives'''. <br />
<br />
=Retail Markup=<br />
<br />
The simplest method of generating an income is to buy products from Amway at their base wholesale price, add a markup, and sell them directly to a consumer. In general, Amway Business Owners (ABO) have the right to sell Amway-sourced products at whichever price they choose. The recommended markup on Amway manufactured products varies from 20-35%. In many markets Amway also makes available products from third-party manufacturers. The potential retail markup on these "catalogue" products is usually limited however, and they are generally made available for the personal convenience of Amway business owners rather than for resale. There are a number of exceptions to this, including [[XS Energy]] drinks and [[Emma Page]] Jewellery.<br />
<br />
bir gelir getirici basit yöntem, baz toptan fiyata Amway ürünleri satın almak için bir biçimlendirme ekleyebilir ve bir tüketici doğrudan satmaktır. Genel olarak, Amway İşletme Sahipleri (ABO) seçtikleri hangisi fiyata Amway kaynaklı ürünleri satmak hakkına sahiptir. Amway üretilen ürünlerde tavsiye biçimlendirme% 20-35 arasında değişir. Birçok pazarda Amway ayrıca üçüncü parti üreticilerin mevcut ürünler yapar. Bu "katalog" ürünlerde potansiyel perakende biçimlendirme genellikle, ancak sınırlı genellikle Amway iş sahiplerinin kişisel rahatlık yerine satış için sunulmaktadır. XS Enerji içecekleri ve Emma Sayfa Mücevher dahil olmak üzere bu istisna bir dizi vardır.<br />
<br />
=Volume rebates=<br />
<br />
In most product based businesses, the more volume you buy from your supplier, the cheaper per-unit price you receive. This means when you resell the product your potential markup (and thus profit) is higher. The same applies for Amway, however it occurs in a slightly different manner. In traditional distribution you would be required to purchase large inventories up-front and you would receive an upfront discount on the purchase price. With Amway, all authorised representatives make their initial purchase at the same price, no matter the volume. At the end of the month the total volume of products purchased through that ABO is added up, and the volume discount paid as a rebate, typically on or about the 13th of the following month. In addition, the volume is based on ''all'' products purchased, so you don't need to buy large inventory of one product to receive a discount, as is often the case in traditional distribution.<br />
<br />
Because of the international nature of the business, the wide variety of products available, and the differing amounts of markup available to be shared on Amway manufactured products compared to third-party manufactured products, volume is calculated using a points system rather than per unit or purchasing cost. The scales varies slightly between different markets (see below). Every product is allocated a ''Point Value'' (PV) and a ''Business Volume'' (BV). The PV is used to calculate the rebate percentage earned. For most core line products (ie those manufactured by Amway), the BV is usually close to the wholesale price of the product less any sales tax. The rebate paid is calculated by multiplying the PV rebate percentage by the total BV.<br />
<br />
===Increasing Sales Volume===<br />
An ABO's sales volume consists of three components - products purchased for personal use, products sold at retail to personal clients, and products sold at wholesale to other ABOs whom they introduce to the business ("sponsor"). Increasing any of these three areas increases an ABOs total sales volume. Products sold through sponsored ABOs result in smaller profit margins than products sold directly to consumers, however the increased sales volume would normally make up for the smaller margins. This is analagous to a retail store situation where the store owner may employee additional sales people (an expense) in the hope that the increase in sales volume will offset this and lead to overall greater profits. An ABO will invest time in finding and training new ABOs as well as retail clients because the new ABOs will eventually be able to create sales volume without their sponsor's input.<br />
<br />
====The Distribution Chain====<br />
Prior to the introduction of ''direct fulfillment'', where every ABO deals directly with the company, ABOs would purchase their products from their sponsor, who would purchase them from their sponsor and so on up until the first [[Direct Distributor]], who would deal directly with Amway. The Direct would receive the total volume rebate back from Amway corporation and would then be responsible for distributing the volume rebates earned to their [[frontline]] distributors who would do the same for their [[frontline]] and so on. Today, most ABOs let Amway handle these logistics, ordering products directly from Amway and Amway calculating and distributing the rebates as necessary. In the FTC's investigation of Amway in the 1970's, it was reported that about half of all distributors were within 3 "levels" of Amway, more than 70% where within 4 levels and 99% within 8 levels, which is comparable to traditional distribution chains.<br />
<br />
==Rebate Scale==<br />
===North American Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|25%<br />
|-<br />
|align="right" |6,000<br />
|align="center"| 23%<br />
|-<br />
|align="right" |4,000<br />
|align="center"| 21%<br />
|-<br />
|align="right" |2,500<br />
|align="center"| 18%<br />
|-<br />
|align="right" |1,500<br />
|align="center"| 15%<br />
|-<br />
|align="right" |1,000<br />
|align="center"| 12%<br />
|-<br />
|align="right" |600<br />
|align="center"| 9%<br />
|-<br />
|align="right" |300<br />
|align="center"| 6%<br />
|-<br />
|align="right" |100<br />
|align="center"| 3%<br />
|}<br />
===Australia/New Zealand Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |7,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |5,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |3,250<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,500<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |400<br />
|align="center"|6%<br />
|-<br />
|align="right" |100<br />
|align="center"|3%<br />
|}<br />
<br />
===Malaysia/Brunei Rebate Scale===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |12,500+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,500<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,500<br />
|align="center"|15%<br />
|-<br />
|align="right" |3,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,750<br />
|align="center"|9%<br />
|-<br />
|align="right" |900<br />
|align="center"|6%<br />
|-<br />
|align="right" |250<br />
|align="center"|3%<br />
|}<br />
<br />
===United Kingdom, ROI, and India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|}<br />
<br />
===India===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |300<br />
|align="center"|6%<br />
|}<br />
<br />
===Japan===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |1,000,000 <br />
|align="center"|21%<br />
|-<br />
|align="right" |600,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |360,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |180,000<br />
|align="center"|12%<br />
|-<br />
|align="right" |90,000<br />
|align="center"|9%<br />
|-<br />
|align="right" |30,000<br />
|align="center"|6%<br />
|-<br />
|align="right" |10,000<br />
|align="center"|3%<br />
|}<br />
<br />
===Mexico===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|}<br />
<br />
===Other Markets===<br />
{|border="1"<br />
|- <br />
!PV || Rebate (% of BV)<br />
|-<br />
|align="right" |10,000+ <br />
|align="center"|21%<br />
|-<br />
|align="right" |7,000<br />
|align="center"|18%<br />
|-<br />
|align="right" |4,000<br />
|align="center"|15%<br />
|-<br />
|align="right" |2,400<br />
|align="center"|12%<br />
|-<br />
|align="right" |1,200<br />
|align="center"|9%<br />
|-<br />
|align="right" |600<br />
|align="center"|6%<br />
|-<br />
|align="right" |200<br />
|align="center"|3%<br />
|}<br />
<br />
=Leadership bonuses=<br />
<br />
==4% leadership bonus==<br />
<br />
In traditional distribution there can come a point where one of your wholesale customers is purchasing so much volume than they'd be better of dealing directly with the wholesaler or manufacturer themselves. At this point you would generally lose them as a customer, and thus lose the associated profit. By contrast, Amway incentivises people help their downline reach this point. Historically, when a downline reached the top of the volume rebate scale, they would "break away" from their sponsoring distributor and begin dealing directly with Amway - become a "direct distributor". Rather than the sponsoring IBO losing income however, Amway would continue to pay them a 4% leadership bonus on the volume of sales generated by the "break-away" group. Even though today all IBOs may deal directly with Amway, the same principle applies. To qualify for the full 4% bonus, an upline IBO needs to have a certain amount of volume outside of the breakaway leg (typically set around the 12%-15% volume level) or at least 2 breakaway legs. If an IBO does not have this qualifying volume than some or all of the bonus will be passed upline to the first IBO who qualifies.<br />
<br />
==Ruby bonus==<br />
<br />
==Depth bonus==<br />
<br />
==Pearl bonus==<br />
<br />
==Emerald bonus==<br />
<br />
==Diamond bonus==<br />
<br />
==Diamond Plus bonuses==<br />
<br />
==FAA points==<br />
<br />
=Higher Awards and Incentives=</div>Hakangunenc