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<ul><li><keyword id="187224" type="COMPANY" weightage="20" keywordseo="Amway-India">Amway India</keyword> has earmarked Rs 30 crore to strengthen its supply chain and automation.</li><li>Globally, <keyword id="129103" type="COMPANY" weightage="20" keywordseo="Amway">Amway</keyword> is 60 years old, US$ 8.4 billion, manufacturer and direct seller of quality consumer goods. </li></ul>FMCG player Amway India, one of the country’s leading FMCG direct selling companies, is focusing on bolstering it’s home delivery (HD) and logistics network to support the surge in online orders. As a part of Amway’s 10-year growth vision, it has begun integrating offline-to-online (O2O), earlier this year, to drive targeted results. The company has witnessed a significant shift to online sales, from 33.6% in Feb 2020 to over 70% today. Amway expects the trend to continue and foresees the online orders to reach over 5-6 lakhs per month by the end of this year. Commenting on Amway’s home delivery strategy, <keyword id="1687525" type="PERSON" weightage="20" keywordseo="Anshu-Budhraja">Anshu Budhraja</keyword>, CEO, Amway India, said, “In the last few months, we have witnessed a rapid shift in consumer behavior, especially in retail, with people increasingly migrating to online platforms for shopping. Amway too has observed a similar trend. As web sales doubled, there has been a significant upward shift in the home delivery orders, and we expect this trend to continue. To ensure seamless shopping experience and smooth last-mile delivery of orders, we are working towards strengthening our supply chain and logistics. We will be investing INR 30 crore to enhance the home delivery experience by adding warehouse space, manpower, new logistics partners, automation in warehouses, and other back-end processes. As we move forward, both offline and online platforms will form a key component of Amway India’s future strategy with a tremendous focus online, guided by consumer trends and behavior.” Talking about the growing online orders and its significance, Sanjeev Suri, Vice President - Global Omni Channel Logistics, Amway India, said, “Currently, we are doing over 2.8 lakh home deliveries, which is roughly 70%-80% of our total sales, from 1 lakh home deliveries before March, accounting to 40% of our total sales count. This reflects a new world order where consumers demand everything at the click of a button. The trend is especially relevant with the Indian consumers’ embracing e-commerce, which is expected to grow 27% to reach $99 billion by 2024, as per the latest report ‘Global Internet: e-commerce's steepening curve’ by Goldman Sachs. To address this evolving trend, we are also planning to launch same-day delivery and online return services by the early next year, in Q1, to enhance the post-purchase experience.” To accommodate the evolving supply chain scenario, Amway India is working towards a robust supply chain and home delivery strategy. In line with this, Amway is building an independent last-mile delivery model under clearly structured multi-vendor national alliances. Currently, Amway is working with a combination of 18 local and national delivery partners and plans to strengthen this network by adding some leading national logistic partners by the end of 2020. The company is now servicing 8,000 pin codes and aims to scale up to reach 15,000 pin codes by adding more national players and leveraging their network. Amway is also looking to add 40% additional third-party manpower across India to support and fulfill the online demand. The increasing dependence on technology has paved the way for continued digital transformation at every level of Amway India’s operation. With the recent launch of multiple digital and social tools, Amway India aims to make it 10 times easier for the Amway direct sellers to seamlessly embrace online to buy and sell products and build their business.

Amway India witnesses 200% surge in home deliveries, looks at scaling online orders to 5X by 2020

<ul><li><keyword id="1447240" type="PERSON" weightage="20" keywordseo="Saikhom-Mirabai-Chanu">Saikhom Mirabai Chanu</keyword> won a silver medal in weightlifting at the recently concluded Tokyo Olympics 2020. </li><li>She will be now representing <keyword id="129103" type="COMPANY" weightage="20" keywordseo="Amway">Amway</keyword>'s <keyword id="570139" type="COMPANY" weightage="20" keywordseo="Nutrilite">Nutrilite</keyword>. </li></ul><keyword id="187224" type="COMPANY" weightage="20" keywordseo="Amway-India">Amway India</keyword> has appointed Olympian Saikhom <keyword id="1512866" type="PERSON" weightage="20" keywordseo="Mirabai-Chanu">Mirabai Chanu</keyword> as the brand ambassador for its Nutrilite range of products. Chanu will spearhead the company’s campaigns focused on its foundation range such as <keyword id="11874969" type="UNKNOWN" weightage="20" keywordseo="nutrilite-daily">Nutrilite Daily</keyword>, Omega and All Plant Protein amongst others, across platforms. The association with the Olympic medalist is in line with Amway’s focus on consolidating its health and nutrition category, especially targeting women and youth in the country. Commenting on the association, Anshu Budhraja, CEO, Amway India said, “Amway and Nutrilite symbolize best of entrepreneurship, opportunity, women empowerment, nutrition and wellness globally. Our association with Mirabai Chanu is a natural choice. She exemplifies our values of hope, commitment, self-empowerment, healthy living; and her commitment to fitness is unparalleled. This makes her the perfect partner to further amplify our ethos of helping people live better, healthier lives.” “Our association with Ms. Chanu is also a tribute to our incredible women leaders who have been leading from the front and re-imagining the future, for themselves, for their families and ultimately for the society at-large. Comprising over 60% direct sellers, women and youth are at the heart of this incredible organization and are the enablers in helping us drive the commitment towards entrepreneurship to empower the women and our women,” he added. Speaking about her association, Saikhom Mirabai Chanu said, “Nutrilite is an iconic brand, recognized globally for its plant-based approach to dietary supplements. As a professional athlete, I am always looking for ways to improve my fitness and thereby, my game. Hence, proper nutrition through a balanced diet is extremely important for me. I am excited to join hands with Nutrilite –which is world’s no 1 vitamins and dietary supplements brand, committed to making people lives healthier.” Talking about the newly on boarded brand ambassador Mirabai Chanu, Ajay Khanna, Chief Marketing Officer, Amway India, said, “As the nation prepares to build their health and strengthen their immunity, we are delighted to welcome Mirabai Chanu to the Nutrilite family. Her unmatched dedication to fitness and youth appeal resonates well with Nutrilite’s world-class image offering the best of nature and the best of science for optimal health. With Ms. Chanu as our brand ambassador, we are confident of further strengthening our connect with young consumers across the country.” A global leader in the nutrition segment, Amway continues to solidify its leadership in the health and immunity domain through consistent product innovation and the unique seed-to-supplement process. Nutrilite, the flagship brand of Amway, enjoys a successful legacy of over 80 years of pioneering and perfecting the plant-based approach to supplementation. The company recently launched Chyawanprash by Nutrilite and Nutrilite Vitamin C Cherry Plus, a targeted supplement in the food for special dietary usage (FSDU) segment, further strengthening the nutrition portfolio. With evolving consumer trends, the nutrition category has registered immense growth with Nutrilite contributing over 61% to the company’s business revenue. The category is poised for tremendous growth with an increase in contribution to over 65% (CAGR of 10%) by 2024, which includes a significant contribution from the Nutrilite Traditional Herbal segment.

Amway India onboards Olympic medalist Saikhom Mirabai Chanu as the brand ambassador for its Nutrilite range

11. The Amway Dream

New Delhi, May 17 () With increased demand for immunity and nutrition products during the coronavirus lockdown, direct selling major Amway is gearing up for enhanced focus on the category and expecting up to 65 per cent of its total business to come from it going forward, a top company official said. The company, which is taking a look at its "portfolio in a big way" in India as part of planned global investments, is studying how to readjust the portfolio more towards immunity and nutrition here in the country. Amway India also expects its business to come back to at least 80-90 per cent of pre-lockdown levels by July. During the lockdown, a consumer trend has been observed with demand moving towards immunity and nutrition products, Amway India CEO Anshu Budhraja told . "People are more attuned to consuming for their own self-care...During the lockdown the classic case is that people did not want to go to hospital, otherwise people earlier wanted to go to doctors for true curative (treatment). People have now moved to preventive and they see see value in preventive," he said. Therefore, he said, "the need for supplementation is leading to the heightened awareness for stronger immunity. I think that is one big mega trend which we see. We have coined the term 'What's IN' and IN stands for immunity and nutrition." Budhraja further said the emerging consumer trend is also "helping our ayurveda line" in which the company has six stock keeping units (SKUs) out of which tulsi-based supplement saw a huge demand. Asked if the company would ramp up production of such immunity and nutrition products, he said, "Good companies always follow consumer demands and consumer needs. If consumer demands and needs towards immunity supporting range goes up, obviously we will support that." Predicting that this market will grow over a period of time, he said, "It will grow more than the market in beauty (category) in the mid-term at least. We do see a mix change in our portfolio where immunity and nutrition will move up to almost 60-65 per cent of the total business as compared to almost 56 per cent at present." He further said,"We envisage that these categories will grow at a much faster pace because consumer is evolving and naturally inclined to migrate into those segment." Reiterating the company's focus on the segment as part of planned global investments, Budhraja said, "We are looking at portfolio in a big way, how we can readjust our portfolio more towards immunity and nutrition. We are looking at multiple things around that." Commenting on business resmuption after the lockdown, Budhraja said after being immediately impacted, operations of the company are scaling back gradually to achieve business continuity. The company's plant in Tamil Nadu has already been producing immunity and nutrition products which were included in essential items category, although beauty and home durable products were impacted. Out of 140 shops that Amway has in India, 90 per cent are open and a similar percentage of warehouses have also started functioning following government guidelines. Offices are also back with 33 per cent of employees, he added. "We have achieved business continuity in 60 days. After 90 days we will try and see how fast we can come back. By July I do expect us to come back to at least 80-90 per cent of where we were in pre-lockdown,"he said. RKL ABMABM

Coronavirus: Amway India gears up to meet increased demand for immunity, nutrition products

<div class="KonaFilter image-container display-table"><div><div class="image on-image">Carlos Osorio/AP ImagesBoth hail from wealthy and powerful Michigan families.</div></div></div>• US Education Secretary Betsy DeVos married Amway heir Dick DeVos in 1979.• Both hailed from wealthy, powerful Michigan families, and shared similar conservative Christian values. The couple went on to become massively influential in Michigan state <keyword id="6358883" type="PERSON" weightage="60" keywordseo="Politics">politics</keyword>.• <a href="https://www.forbes.com/profile/richard-devos/" target="_blank" rel="noopener">Forbes reported</a> the net worth of the family - including Betsy Devos' father-in-law Richard and his other children - is around $5.4 billion. <a href="http://www.businessinsider.com/betsy-devos-owns-fleet-of-private-jets-and-helicopters-2018-2" target="_blank" rel="noopener">Business Insider's Tanza Loudenback reported</a> the couple is likely worth around $1.3 billion. In 1979, 21-year-old Betsy Prince tied the knot with 23-year-old Amway heir Dick DeVos.The couple shares a Dutch ancestry, conservative Christian values, and a wealthy upbringing. Together, they became one of the most powerful political entities in Michigan."It almost brings to mind the old monarchies of Europe where they would intermarry," Susan Demas, publisher of Inside Michigan Politics told <a href="https://www.politico.com/magazine/story/2017/01/betsy-dick-devos-family-amway-michigan-politics-religion-214631" target="_blank" rel="noopener">Politico</a>.It would also propel Betsy DeVos to the White House. US President Donald Trump brought her on board as Secretary of Education, <a href="http://www.businessinsider.com/betsy-devos-trump-education-secretary-common-core-choice-2016-11" target="_blank" rel="noopener">largely owing to her longtime advocacy for charter schools</a>. The billionaire couple is no stranger to controversy. Secretary DeVos has been criticized for everything from her <a href="http://www.businessinsider.com/betsy-devos-comments-about-hbcus-2017-2" target="_blank" rel="noopener">comments about historically black colleges</a> to her involvement with a controversial "<a href="http://www.businessinsider.com/betsy-devos-brain-training-misleading-advertising-2017-8" target="_blank" rel="noopener">brain training company</a>." Meanwhile, Amway - which Dick ran as CEO from 1993 to 2002 - has long been likened to <a href="http://www.slate.com/articles/business/moneybox/2017/02/the_trump_era_will_be_a_boon_for_multilevel_marketing_companies.html" target="_blank" rel="noopener">a pyramid scheme.</a>Over the course of their 39-year marriage, Betsy and Dick DeVos have raised four children, donated large sums to the betterment of western Michigan, and used their immense wealth to reshape politics according to their worldview.Here's a look at their relationship:

Inside the marriage of controversial billionaires Betsy DeVos and Amway heir Dick DeVos, who married young and ran a 'shadow state' in Michigan

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image">AmwayJim Ayres.</div></div></div>When a hiring manager asks you a <a href="http://www.businessinsider.com/how-to-respond-to-weird-interview-questions-from-google-apple-or-other-big-companies-2016-1">super-weird interview question</a> ("What kind of tree would you be?"), it's rarely because they're just a super-weird person.Instead, the interviewer is likely trying to see if you can think on your feet, or to find out whether you'd be a cultural fit without making their motives glaringly obvious.So when Jim Ayres, the managing director of Amway North America, is interviewing candidates for leadership positions and wants to measure their emotional intelligence, he rarely goes with the standard, "Do you work well in groups?"Instead, he prompts the candidate to tell him who's on their team.Say they answer, "Karen, Bill, and Steve." Ayres will respond: "Tell me about Karen." Specifically, he'll want to know about her family, how she works best, and what typically gets in her way.If the candidate doesn't know anything about Karen's work style or personal life, that's a bad sign."It may seem odd," Ayres said, "but if you're a leader and you know [the answers], it's a good indicator that you have emotional intelligence."Ayres wants to see that leadership candidates are going to be invested in their teams and that they value interpersonal relationships - in other words, that they're emotionally intelligent.The term "emotional intelligence" was coined in the 1990s <a href="https://hbr.org/2004/01/what-makes-a-leader">by psychologist Daniel Goleman</a>, and refers to self-awareness, self-regulation, motivation, empathy, and social skill. A <a href="http://www.fastcompany.com/3047455/hit-the-ground-running/why-emotionally-intelligent-people-are-more-successful">growing body of research</a> suggests emotionally intelligent leaders are more effective (though <a href="https://www.linkedin.com/pulse/20140930125543-69244073-emotional-intelligence-is-overrated">some researchers</a> think otherwise).Ayres believes emotional intelligence is especially important at Amway."Our culture is built on relationships," he said, noting that the company was founded by two business partners, Jay Van Andel and Richard DeVos.Leaders need to be able to relate to people, he said, and work effectively on teams."Technical expertise is important," he added, "but it's difficult to be successful with only technical expertise." <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/what-to-do-with-your-hands-job-interview-2016-5">What to do with your hands during a job interview</a></h3> <div> <div> <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="V4NGY0MDE6nnsI6MgVlmRr6vlQIkSm3y" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div> </div> </div> </div>

A top exec at a 21,000-person company reveals the tricky interview technique he uses to assess emotional intelligence

The outrage misses the real scammersAfter leaving the workforce to raise her five children, Emily Paulson found herself feeling overworked, overwhelmed, and lonely. So when a high-school friend reached out to invite her to a beauty event at a nearby bar, the promise of a night out was enough to convince her to go. "I was like, sign me up, whatever. I don't care what you're selling or what we're doing," she said. At the end of that night in 2014, Paulson, now a 44-year-old sobriety coach and author who lives in Oregon, walked away with an armload of beauty products for herself and an "initial business kit," which contained skincare products to sell to others. The $1,000 kit, the most expensive one offered that evening, was Paulson's entryway into a new community that would come to dominate her life. She had been sucked into a multilevel-marketing scheme. "From the outside, it seemed to check all the boxes," she told me. "There was a community connected with it, there was a potential to earn income from it, and it seemed very possible and lucrative."Paulson was involved with the MLM company for six years. Her earnings peaked in late 2017, when she was making about $40,000 a month. But the money she made wasn't from selling skincare products. Most of her income came from recruiting other people to join the group — who then recruited even more people. "The products are just really kind of the way to get people in," she said. Over the past few years, MLM companies have been under <a href="https://www.ftc.gov/business-guidance/resources/business-guidance-concerning-multi-level-marketing" target="_blank" rel="noopener">increased scrutiny</a>. <a href="https://www.businessinsider.com/amazon-lularich-lularoe-mlm-lawsuits-founders-workers-2021-9">Critical documentaries</a> have <a href="https://www.businessinsider.com/young-living-gary-young-founder-essential-oils-2020-7">highlighted the industry's</a> most predatory practices. Social media is flooded with MLM "<a href="https://www.youtube.com/watch?v=xzOt_Hmjcbo" target="_blank" rel="noopener">horror stories</a>," while others have flocked to the <a href="https://www.reddit.com/r/antiMLM/" target="_blank" rel="noopener">antiMLM subreddit</a>, a group with over 800,000 members that markets itself as a community designed to "stop MLM schemes from draining your friends dry."Anti-MLM groups often focus on the people selling the products — <a href="https://www.dsa.org/docs/default-source/industry-fact-sheets/dsa-2021g-ofactsheetv3.pdf?sfvrsn=51c6d6a5_3%27" target="_blank" rel="noopener">76% of whom are women</a> — calling them "huns" in reference to the way sellers often start their reach out messages with "Hey, hun." But while lambasting the people shilling products with formulaic and intrusive messages can feel cathartic, the blame doesn't lie entirely with the salespeople: MLMs thrive by targeting people who are seeking a community and economic stability. Instead of blaming or ridiculing the women who are lured in by a chance to gain a stronger financial footing, the ire should be directed at the companies built around exploiting an economic system that undervalues women's work.<h2>Misplaced target</h2>The MLM model — made famous by brands like Tupperware, Mary Kay, and Amway — has been around for decades. Also known by names such as network marketing, pyramid selling, social retail, and referral marketing, the model involves selling products to people you know and recruiting them to sell the products as well. Recruiters get a percentage of the sales from people they add to their network, known as their "downline," while those higher up the chain are known as the "upline." Given this structure, it is much more lucrative to add people to the network than actually sell the end products.While the business model of MLMs is a timeworn tradition, the tactics used by salespeople have come a long way since the Tupperware parties of the 1960s. Facebook provided an easily accessible network of high-school acquaintances to target, and Instagram gave recruiters a space to show off their extravagant lifestyles as a kind of FOMO marketing. Despite TikTok <a href="https://www.businessinsider.com/tiktok-bans-mlm-pyramid-ponzi-scheme-content-promotions-2020-12?r=US&amp;IR=T">banning</a> MLM content in 2020, marketers still find sneaky ways to captivate users on the platform. "On TikTok, because the video format is so short and concise, they can get away with very misleading content or content that doesn't tell the whole story," Jennifer Rajala, an MLM whistleblower who uses her <a href="https://www.tiktok.com/@jennifer.rajala?lang=en" target="_blank" rel="noopener">TikTok account</a> to warn people about the dangers of MLMs, said. "For example: 'I just made enough $ to take my family on our dream vacation. Ask me how.' There's no mention of the MLM so people reach out because they are genuinely curious."While social media can help boost MLM content, it has also opened up new avenues to alert people about industry practices. But a lot of <a href="https://www.theatlantic.com/technology/archive/2021/01/anti-mlm-reddit-youtube/617816/" target="_blank" rel="noopener">the online vitriol toward MLMs</a> is <a href="https://www.buzzfeed.com/shelbyheinrich/mlms-call-outs" target="_blank" rel="noopener">targeted at participants</a>, who <a href="https://www.buzzfeed.com/shelbyheinrich/mlms-called-out" target="_blank" rel="noopener">are often portrayed</a> as stupid or selfish for getting involved. Mary Wrenn, a senior lecturer of economics at the University of the West of England, and the author of an upcoming paper on MLMs, explained that calling out sellers can be cathartic for the anti-MLM crowd."There is the straightforward Schadenfreude you might feel if a girl from high school who wouldn't give you the time of day suddenly appears in your DMs," Wrenn said, adding that the "boss-babe and lifestyle posts are cringey and sometimes quite obviously faked." But behind the surface-level critiques, Wrenn said that the "manipulation and opportunism that distributors are encouraged to use in order to sell and recruit" is what causes a lot of anger. For example, sellers might invite people to a party and "surprise — it's an MLM demo!" Or sellers may pitch products inappropriately, such as in response to someone asking for medical advice on social media. But those tactics don't stem from the sellers themselves — it's the companies and people at the top of the companies who encourage these approaches. Paulson, who discusses her experience as an MLM marketer in her upcoming book, "Hey, Hun," described the women who get roped in as "victims that become perpetrators."<h2>Selling a dream</h2>Many MLM participants genuinely think they are doing something helpful by asking people to join them. Jo Stimson, a 54-year-old self-employed sales specialist in the UK, was struggling financially and looking for ways to lose weight when her friend suggested she join Herbalife, an MLM company that develops and sells dietary supplements. Stimson thought the friend was earnestly trying to help her improve her life.At first, Stimson felt optimistic. She was convinced that she was helping other people earn extra money and lose weight. She even talked her family into lending her £20,000, or about $25,000, to invest in Herbalife products and build out her network. "It was encouraged by the upline to borrow money and buy stock so you could attract more people into your downline. Obviously, I now know because it earned everyone above us money," she said.Meg Conley, who researches and writes about power, money, and the home, told me that MLM companies largely appeal to those who are disconnected and looking for a way to get on solid financial footing — in particular, they target caregivers like stay-at-home parents or people looking after elderly loved ones. In 2021, AARP estimated that caregivers provide <a href="https://www.aarp.org/ppi/info-2015/valuing-the-invaluable-2015-update.html#:~:text=In%202021%2C%20the%20estimated%20economic,value%20of%20%2416.59%20per%20hour." target="_blank" rel="noopener">$600 billion</a> in free labor each year in the US. MLMs offer caregivers validation, Conley told me, and a path toward financial independence that their unpaid work may not provide."Most MLMs are very, very good at saying, 'I see the work that you're doing. The work that you're doing is real work and it's really valuable. We don't have a way to pay you for that as a society. But we — the MLM — have created this neat hack where you can still do the care work that you have chosen to do or have to do,'" Conley explained. These companies have also co-opted the language of female positivity, solidarity, and empowerment, Wrenn told me. By playing on these themes, MLMs promise a sense of community that they rarely deliver. Instead, MLMs encourage social disconnection and competition between members. "All of the individual distributor's relationships transform into potential transactional exchanges," Wrenn wrote in her paper, adding that turning every interaction into a possible sale is "amplifying the alienation" people already feel.In the initial stages of her MLM career, Paulson felt weird about trying to sign up family and friends. But when she told her recruiters that she felt uncomfortable messaging people to try to recruit them, those in her upline told her she should push herself out of her comfort zone. According to a recent AARP survey, feeling awkward pitching friends and family is the <a href="https://www.aarp.org/content/dam/aarp/aarp_foundation/2018/pdf/AARP%20Foundation%20MLM%20Research%20Study%20Report%2010.8.18.pdf" target="_blank" rel="noopener">most common reason</a> people leave MLMs. It wasn't until she became sober in 2017 that Paulson began to realize how the MLM mindset had warped her interactions with those close to her. "Once I was no longer drinking, the first thing I noticed was, 'Oh gosh, I can't say these things anymore,'" she said. <h2>Sinking slowly</h2>In addition to a sense of community, MLMs sell themselves with the promise of freedom. In many cases, the companies encourage their members to look down on those who are "stuck"' in corporate America, Wrenn said, and paint their salespeople as entrepreneurial spirits. "They just give vague platitudes, like, 'You go, girl,' or 'Boss babe building her empire,'" Wrenn told me.Meanwhile, the companies push all the typical retail-overhead costs onto members by requiring them to buy a certain amount of products to theoretically sell to customers."The distributors are responsible for their own marketing, sales, and the distribution of their downlines. They have to create their own giveaways, discounts, sales drives, and inventory storage, and they are charged for website maintenance fees," said Wrenn.Those costs eventually add up, and if participants can't sell enough products, they end up in a deep hole. A 2017 <a href="https://www.ftc.gov/sites/default/files/documents/public_comments/trade-regulation-rule-disclosure-requirements-and-prohibitions-concerning-business-opportunities-ftc.r511993-00008%C2%A0/00008-57281.pdf" target="_blank" rel="noopener">report</a> for the Federal Trade Commission found that 99% of downline MLM participants lose money. And a 2018 AARP <a href="https://www.aarp.org/content/dam/aarp/aarp_foundation/2018/pdf/AARP%20Foundation%20MLM%20Research%20Study%20Report%2010.8.18.pdf" target="_blank" rel="noopener">survey</a> found that just 25% of MLM participants made a profit. And by subtly shaming women for being unable to "have it all," MLMs manage to convince them that they're failing because they aren't working hard enough, distracting them from the fact that they're part of a rigged system.As the front-line sellers struggle to make ends meet, the MLM corporations themselves are able to make money hand over fist. US direct-sales companies, which include MLM companies, earned $42.7 billion in retail sales in 2021, according to the <a href="https://www.dsa.org/docs/default-source/industry-fact-sheets/dsa-2021g-ofactsheetv3.pdf?sfvrsn=51c6d6a5_3%27" target="_blank" rel="noopener">Direct Selling Association</a> — a 21% increase from 2019. That same year, the global direct-selling industry was valued at <a href="https://www.grandviewresearch.com/industry-analysis/direct-selling-market-report" target="_blank" rel="noopener">$189.7 billion</a>.Stimson started off optimistic because she saw how successful others had been, but then she had a hard time selling her products. She found it difficult to recruit other people, because she didn't want them to spend lots of money buying excess stock like she had. After two years, Stimson reached a breaking point. Her mounting debt made it clear that Herbalife was not going to help her make money, so she decided to quit. To pay her family back, she had to take on additional part-time retail work alongside her sales job. "It was a hard lesson to learn, and while it taught me some sales skills, it's something I wished I hadn't embarked on," she said. After leaving Herbalife, Stimson never heard from the friend who had introduced her to the program.Paulson was one of the rare MLM participants who made a lot of money from the model, but she began to realize that wasn't the case for other people she was recruiting. That "gradual collection of red flags," as she described it, was what made her leave the industry. "I realized that I had been selling this dream that maybe was being fulfilled for me, but nobody else who I'd recruited," she told me. <h2>Breaking free</h2>The increased pushback on MLMs from documentaries, TikTok, and YouTube videos can be misdirected — but the criticism may also be helping to turn the tide against the industry. A growing number of MLM salespeople are becoming disillusioned: According to the AARP survey, <a href="https://www.aarp.org/content/dam/aarp/aarp_foundation/2018/pdf/AARP%20Foundation%20MLM%20Research%20Study%20Report%2010.8.18.pdf" target="_blank" rel="noopener">over half</a> of participants said their company's representation of achieving financial success was "not too accurate" or "not at all accurate." And two-thirds of MLM participants said that "knowing what they know now, they would not join the same MLM company again." The vast amount of information available about how predatory MLMs work means that Gen Zers are less likely to get sucked in, the anti-MLM TikToker Rajala explained. "Anti-MLM has become such a large movement more recently than in generations past," she said.It's not just social media that's turning people away from MLM schemes — government agencies are also taking action. In 2022, the FTC <a href="https://www.ftc.gov/news-events/news/press-releases/2022/02/ftc-takes-action-combat-bogus-money-making-claims-used-lure-people-dead-end-debt-traps" target="_blank" rel="noopener">ramped up efforts</a> to "combat bogus money-making claims" by MLMs. It also sued two companies — Herbalife, for over $200 million in 2016, and Advocare, for $150 million in 2019 — for "alleging they promoted high earnings even though most participants made little or no money."But ultimately, breaking the sway of MLMs and other predatory companies, Conley said, will require wholesale changes to the ways society compensates care work and treats financially disenfranchised people. Instead of blaming MLM "huns," we should direct our anger at the companies that are knowingly putting so many people in debt and alienating them from their communities. And we should focus on building a system that empowers and supports everyone. "If we could make sure everybody is at a baseline and that they're not just surviving — which we also don't have in America right now — but thriving," Conley said, "then we can reach a point where there will be fewer predatory things like MLMs that make their way into our homes."<a href="https://www.businessinsider.com/author/aimee-pearcy" rel="">Aimee Pearcy</a> is a freelance tech journalist based in the UK. She covers digital culture and the creator economy.

Why Reddit and TikTok are hating on MLM 'huns'

<ul><li>The Microsoft-backed startup has announced the distribution of $739,000 (over ₹5 crore) to liquidate eligible ESOP options. </li><li>In this programme, which is a first for the company, eligible employees can liquidate 35% of their shares. </li><li>With the announcement, <keyword id="3966270" type="PERSON" weightage="20" keywordseo="FarEye">FarEye</keyword> joins the long list of <keyword id="6362513" type="UNKNOWN" weightage="20" keywordseo="startups">startups</keyword> who have been doling out rewards in <keyword id="173739" type="PERSON" weightage="20" keywordseo="Esops">ESOPs</keyword> to employees.</li></ul>Indian logistics platform FarEye is the latest to dole out rewards for employees by announcing a liquidation programme for ESOPs (Employee Stock Option Programme). The Microsoft-backed startup has announced the distribution of $739,000 (over ₹5 crore) to liquidate eligible ESOP options. In this programme, which is a first for the company, eligible employees can liquidate 35% of their shares. “We announced this liquidation to make employees partners in our success and to ensure they are able to create wealth for themselves and their families. The team has been able to generate significant liquidity for themselves, which gives us immense happiness &amp; satisfaction. With this program, we will be able to reward our most important asset - our employees,” said Kushal Nahata, CEO, FarEye in a statement. With the announcement, FarEye joins the long list of startups who have been doling out rewards in terms of ESOPs to employees. Recent startups which rolled out ESOP buyback plans <table style="border-width: initial; border-style: none; width: 468pt; table-layout: fixed;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Swiggy </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$7-9 million <a href="https://entrackr.com/2020/11/swiggy-to-reward-its-employees-with-esop-liquidity-program/">(reported value)</a> </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Unacademy </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$4 million </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Urban Company </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$5 million </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Zerodha </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$8.7 million </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">CRED </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.2 million </td></tr></tbody></table> During the lockdown months, FarEye saw a spike in usage, expanded internationally and most recently raised $13 million in funding, closing the round where it raised $24.5 million in April. FarEye saw a month-on-month 180% increase in usage during the lockdown months as it enabled B2B (business to business) and B2C (Business to consumer) last mile delivery. “The sector in which we operate is currently digitized to less than 10%, so there is a race for the rest 90%. We want to separate out in the play where the SAPs, Oracles operate. The last mile market is reported to be $55 billion by 2025, our aim is to be in the top 4 players in the market and for that you need just 5% of the market,” Amit Bagga, Chief Revenue Officer, FarEye told Business Insider in a<a href="https://www.businessinsider.in/business/startups/news/microsoft-backed-fareye-sees-a-trillion-dollars-in-wasted-costs-across-the-global-supply-chain/articleshow/77864135.cms"> recent interview.</a> The Microsoft-backed 11-year old startup offers predictive analysis in the logistics sectors – where it gives its clients visibility over demand and buying trends. It works across channels – from manufacturers to retailers. Some of FarEye’s current clients are DHL, Amway, Hilti, Walmart, Domino’s, and Zomato.

FarEye is the latest to buy back shares from employees —  to liquidate ESOPs worth over ₹5 crore

Truisms are more or less like soothsaying, in generic terms. When it comes to business or a profession that has a wide reach, truisms may sound clichéd as well. But then, they happen to be true, all the time and every time. There is no disputing that. 
 
A few things like ‘a leader drives business’ is a truism that we probably know as much as we know the theory of evolution. We know men came from monkeys and businesses came from their leaders who always worked hard. In business, vision is as important as pragmatism and sometimes truisms can actually show the way, where there is no light yet. 
 Provide a service or product that people want to buy – well, there can never be any other absolute and ever-relevant truth than this one. Whether it is <keyword id="75190" type="CITY" weightage="60" keywordseo="Nestle">Nestle</keyword> or <keyword id="6354742" type="COMPANY" weightage="60" keywordseo="Flipkart">Flipkart</keyword>, Amway or Tupperware, Infosys or Tesco – you do need your customer base. You need to create customers that will yearn to buy what you are selling. In other words, create your market and your end-users, too. 
 
This truism can never be dated. It is certainly the most applicable truth of all times, no matter which company forays into the market and survives. Sometimes, when you think in the Indian context, a truism is something that exists in every line of work philosophy. Corporate houses call it ‘professionalism’ and ‘business truths’ that apply across ages and business models. 
 
Business truisms don’t just extend to the nature of business or the manner in which it has to be run. For instance, to understand that a business will be making losses or is likely to underperform during the first year is something that is ‘understood.’ But it is never completely comprehensible unless someone undergoes the pain. In that case, trust and loss are two things that truisms can explain, but won’t be able to drive the point home. 
 
A truism on planning is a direct derivative of the English adage – well begun is half done. Revisiting a plan, revising it and realigning it with changed goals make for an excellent atmosphere in which businesses will thrive. But this is known by businessmen who do revisit their business plans whenever the times are not so good. 
 
However, there are a few truisms that have made good sense for emotional people whose ship would have sunk owing to having too many relatives around. This truism is worth being written in gold. It’s actually the writing on the stone. A friend or a relative can never be a good business partner – isn’t this something that every businessman has learnt the hard way? There are no relatives in business. That world speaks in only two words – profit and loss. 
 
Statements on focused marketing, networking, having a trusted bank by your side, attorneys and friends – all things that keep the buzz going in the world of business – ring true ever so often. 
 
But the value of truisms is lost because they are flat statements. Many a times, it is their timing that makes sense of the statement than the words themselves. They are those business adages that don’t have a body of their own, but will come to life through situations and challenges. They are to be applied to one’s own reality in specific situations and at crucial times when business decisions have to be taken without much supportive statements; truisms then serve as the guiding light. 
 
Apart from that, there are those terse truisms that have emerged with changing times. Here are a few examples: 
 
Company culture: It is directly related to the CEO. He defines the company. 
 
Trust: It is the difference between a team with potential and team with performance. What really matters is what you will want to bank on, at the moment. 
 
Pareto principle: Always. The ever-true 80/20 rule on sales, profit and revenue. 
 
‘New’ does not mean better: Whether it is leadership or business plan or customer, new does not necessarily mean better. Haven’t you heard: Known devil is better than the unknown angel? 
 
A successful business LOOKS successful: It sure does. When the going’s good, it shows in more places than one. And it is more evident to a person who is looking at it the first time than the one who visits the place every day. So, stop making extra efforts to ‘show’ success. After all, it’s already showing well. 
 
Mistakes repeat: Success looks for new pathways. When you do something year after year, without giving as much thought as to its need and significance, success does not arrive riding on a white horse, clasping a shining armour. Just because it was done last year, one doesn’t have to do it this year, too, unless there is a need and a proper reason for it.

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