Best World

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(15-07-2017, 10:10 AM)Boon Wrote: It looks like all videos on recognition of China PD, GD, SD etc from the 2017 Convention have disappeared from the web.
Soon the two videos on DMJ - SDA would disappear as well, I guess.
Cleaned out by BWI
Ha-ha!
What to WORRY if there is nothing to hide?
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I saw their pictures on the facebook page. Were they originally videos?
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@ JanQuin
Yes, there were originally MANY videos

Back to the issues: 

http://bestworld.listedcompany.com/newsr...M7TC.1.pdf
“Best World has established a strong foundation in China, a market which it entered in 2013 using an export model. Under the current export model, the Group is exporting its core direct selling brand lines to an agent, who in turn distributes them to members through a network of beauty salons, nail & hair salons and spas all over China. Over the years, the Group has built up a strong network of local agents as well as completed the registration for all of its products and is now poised to tap the mammoth potential of China’s direct selling market.”


“an agent” = the Export Agent (EA) referred to in the finacial reports.

BWI exports / sells the products to the EA. Export revenue is recognized when goods are shipped.

BWI has a contractual relationship with the EA.

The EA in turn distributes them to members through a network of beauty salons, nail & hair salons and spas all over China.

Presumably “outlets/workshops” = beauty salons, nail & hair salons and spas (assuming workshops= places or premises)
“workshops” could mean organised meeting or events.

“outlets/workshops” are premises or events that do not have “legal personality”, the Owner or legal entities that own the outlets (and/or the legal entities that organize the events) do.

From the above description

Goods Flow: BWI > EA > outlets owners (OO) > members/end consumers

Possible Existense Contractual Relationships: BWI ó EA ó OO ó Members(End Consumers)

Who is the Local Agents (LA) referred to above ?

Where do they fit in ?

With whom they have a contractual relationship ?

Where does DMJ fit in? Is she a local agent?

Is LA=EA ?

Is LA=OO?

Who are the “foreign agents” that had been given recognition awards?
__________________________________________________________________________________________________________________________
Research, research and research - Please do your own due diligence (DYODD) before you invest - Any reliance on my analysis is SOLELY at your own risk.
Reply
Has anyone downloaded any bwl convention videos which have been deleted now ?
Research, research and research - Please do your own due diligence (DYODD) before you invest - Any reliance on my analysis is SOLELY at your own risk.
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I thought I read in this thread a posting #524 by "Millionfaith" but now I can't seem to find it anymore. What happened? I thought the posting was beneficial and insightful from a person who has had experience with a direct selling company. It gives a balanced view of Best World.
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(16-07-2017, 04:35 PM)ftaalee Wrote: I thought I read in this thread a posting #524 by "Millionfaith" but now I can't seem to find it anymore. What happened? I thought the posting was beneficial and insightful from a person who has had experience with a direct selling company. It gives a balanced view of Best World.

The post is still there : https://www.valuebuddies.com/thread-1033...#pid141013
Isn't it ?
Specuvestor: Asset - Business - Structure.
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The article titled "Amway thrives in China, with Harvard's help" Washington Post-4 Oct 2013 would provide a good glimpse of the operations of Amway, the biggest direct sale company and hence a better understanding of Best World.

"On a sweltering July in the inland Chinese city of Hefei, 1,000 people whistle and clap as Cao Yuchao tells them about Amway, the household-products giant named after the “American Way.”

Against a rainbow backdrop and the Chinese characters for glory and dreams, Cao, Amway’s local chief, paints a glowing portrait: China has been its top market for nine years, with booming sales of Artistry cosmetics and Nutrilite dietary supplements. Amway sponsored China’s team at the 2012 Olympics.

“I can’t say for sure that these champions were successful because of Nutrilite products, but I can say for certain that every medalist has taken a Nutrilite product before walking up to the winner’s podium,” Cao says.

Amway offers great rewards, Cao tells the salespeople and recruits gathered before him: The company has paid $9.3 billion in commissions and royalties to Chinese distributors. It’s taken the best salespeople on free trips to Paris and Rome. And it gives all of its 300,000 Chinese representatives the chance to be their own boss.

Cao introduces successful representatives, who tell the audience, “Believe in yourself and nothing is impossible.” Gao Hanping, who left a job with the railway ministry for Amway, shows a video of his luxury car, a home with a garden and photos of his Las Vegas vacation.

“People say working for Amway is tough; they don’t want to do it,” Gao says. “Hard work is the key to success.”

Since its founding in small-town Michigan in 1959, Amway has pitched its direct-sales system — a corporatized version of peddlers going door to door — as a path to wealth and happiness. Now, its “American Way” depends increasingly on China, which accounted for almost 40 percent of parent company Alticor’s $11.3 billion in global revenue last year. That’s remarkable, considering that China banned direct selling 15 years ago, endangering Amway’s growth.

Amway won back its place in China by changing its business model and opening stores. It also improved its reputation by teaming up with the United States’ most prestigious school: Harvard University.

In a program bankrolled by Amway at a cost of about $1 million a year, Harvard’s John F. Kennedy School of Government has been training Communist apparatchiks known as Amway fellows. Since it started in 2002, the program has brought more than 500 Chinese officials to Cambridge, Mass., to study public management for a few weeks. They also visit Amway’s headquarters in Ada, Mich.

In a country where nothing is more valuable than guanxi, the term for the connections considered crucial to doing business, Amway has supersized its network thanks to Harvard. Though there are no public lists of participants, Bloomberg Markets identified 50 alumni through references in résumés in official publications and on Web sites.

The Amway fellows include leaders of Henan, Ningxia and Shaanxi provinces, with a combined population of about 138 million; the party secretaries of the cities Nanjing and Wuxi; and the national vice ministers of civil affairs and industry and information technology.

Also on the list are two officials who became heads of provincial branches of China’s Food and Drug Administration, which approves the sale of nutritional products and cosmetics, Amway staples. Another alumnus is a former official in the agency that polices direct selling.

Since the program began, Amway’s sales in China have surged more than fourfold. The turnaround is all the more striking because Amway — a company dogged around the world by accusations that it’s a pyramid scheme — won over Chinese officials in part by painting itself as a crusader against such abuses. Pyramid schemes lure people to join a business that grows mainly by recruiting people rather than by selling products.

Harvard has benefited from its association with Amway. The program has raised the profile in Asia of the Kennedy School, whose mission is to train enlightened public leaders and which was less well known there than the university’s vaunted business school.

The Amway fellows get to put the prestigious imprimaturs of Harvard and its partners in China — a policy research arm of China’s State Council and Tsinghua University — on their résumés. (Of 20 fellows Bloomberg contacted, three declined comment and the rest didn’t respond to interview requests.)

Scott Balfour, vice president and lead regional counsel for Amway in Asia, says the Harvard program is just one of many the company is involved in.

“We’d have the same success without this program,” he says. “I don’t think this is a linchpin of our success, but we certainly are very proud of it.”

Amway’s guanxi with officials is impressive, says Corey Lindley, who helped Provo, Utah-based Nu Skin Enterprises establish its skin-care direct-selling business in Asia and spent four years in China for the firm. “You have to build relationships with the government, and Amway has been a master of that,” he says.



Anhui, the province in which Cao presided over the July rally, shows how strong Amway’s ties to local officials can be. Hefei, 250 miles west of Shanghai, in July announced the winners of its Amway Cup, which solicited cartoons and poetry illustrating illegal pyramid schemes. The contest was sponsored by the city government, including the local Administration for Industry and Commerce, which polices direct selling.

In 2011, the province staged Anhui Sword, a campaign to combat pyramid sales schemes. In four months, the province shut down 1,302 pyramid schemes involving about 7,200 people, provincial officials announced that December.

The top official at a news conference announcing the campaign was Anhui’s vice governor, Tang Chengpei, according to another news release. Tang, who has since been promoted to provincial party secretary, was a 2002 Amway fellow.

Amway, which was founded in 1959 by Richard DeVos and his friend Jay Van Andel to sell a liquid household cleaner, has become a global giant. It employs more than 21,000 people in 100 countries and territories and sells 450 products through a network of more than 3 million “independent business owners,” its term for its non-employee sales force.

DeVos, 87, had a net worth of $8.3 billion as of Sept. 15, making him the 144th-richest person in the world, according to the Bloomberg Billionaires Index. In addition to a 50 percent interest in Alticor, he’s the principal owner of the Orlando Magic basketball franchise and funds Christian organizations and

free-enterprise groups such as the Heritage Foundation, a think tank. His son Doug, 48, is president of Amway. Van Andel, who died in 2004, was also a billionaire. His son Steve, 57, is Amway’s chairman.

Traditionally, direct sellers ply their wares to consumers face to face rather than through stores, says Bill Keep, dean of the business school at the College of New Jersey. Many such companies employ something called multilevel marketing: Their salespeople earn money not only by selling products; they also get rewarded for recruiting more salespeople — qualifying for bonuses or other compensation based on purchases made by those that they enlist, Keep says.

“The burden of recruiting and training is on the salespeople, and it lowers fixed costs for the parent firm,” he says. “But that recruitment aspect of it carries the risk of pyramid-scheme behavior.”

Therein lies a gray area, Keep says. In legitimate marketing, the main purpose is to make sales to the consumer. In a pyramid scheme, salespeople are primarily rewarded for recruiting others, he says. Telling the difference between the two requires transparency about how much of salespeople’s earnings ultimately come from selling to consumers vs. to recruits, he says. Amway says it doesn’t break down sales in that way.

“The traditional plan, which operates in most of the world, can’t be deemed a pyramid, because no one earns a thing based on the act of recruitment,” says Michael Mohr, Amway’s general counsel and secretary. “Benefit is only accrued based on the sale of product. That has been misunderstood.”

In China, Zheng Yimei, 23, heard about Amway from someone at a bus stop five years ago. Since then, she’s attended meetings in Hefei. Zheng says she wanted the opportunity to work for herself after dropping out of school at 14 and toiling as a garment worker, in a bakery and at a grocery weighing produce, where she earned 700 yuan, about $115, a month. She has bigger ambitions now.

Two salespeople in China told Bloomberg Markets how Amway’s compensation system works: The more products you sell, the higher the commission you get. One of the salespeople showed a document on the Internet that detailed the system. In the fiscal year that ended on Aug. 31, 2,500 yuan (about $410) in net sales earned a commission of 9 percent, sales of 7,500 yuan ($1,225) earned 12 percent, and on up to the top rate of 27 percent on net sales of 125,000 yuan ($20,400) or more.

The salespeople said they would also earn a bonus on the sales of each person they brought into the organization. If the salesperson made 8,000 yuan (about $1,300) in net sales and enlisted four people, who each also made 8,000 yuan in sales, he would get a 3,360 yuan ($550) bonus (18 percent of the total 40,000 yuan in revenue minus the 12 percent, or 960 yuan, that would go to each of his four recruits).

It’s not correct to say a salesperson would get a bonus for sales made by recruits, Amway’s Balfour says. The online document isn’t an Amway document and isn’t accurate, he says. The company has two categories of distributors in China: representatives, who earn commissions solely on their own sales, and authorized agents, individuals who register with the government as businesses.

“Sales representatives are true direct sellers in that they’re going out and selling the product to family and friends,” Balfour says. “Authorized agents actually have a fixed location.”

The sales from agents’ shops are counted as personal volume, he says. Under Chinese law, Balfour adds, “networks and groups are not allowed,” so Amway structures its business differently than in the rest of the world.

China’s regulations stipulate that “the remuneration paid by the direct-selling enterprise to its direct salesman shall be calculated only based on the income of the products sold to the consumers.”

In Beijing, framed photos of Amway executives with Chinese leaders going back to Jiang Zemin plaster the wall at Amway’s office, which takes up the 11th floor of a building across the street from the Ministry of Commerce.

“We have a fabulous government relations team, and the origin of that is that we were really born out of a crisis,” says Audie Wong, president of Amway’s business in China. “We had to solve crises over and over again.” Wong, 61, joined Amway in Hong Kong in 1981.

The crisis came in 1998. Amway meetings like the one in Hefei made the Chinese authorities nervous because they feared the gatherings might be a cover for religious or other rallies, says Herbert Ho, a former Amway China executive and the author of a 2004 U.S.-China Business Council report.

Entrepreneurs with fraudulent sales schemes also brought scrutiny, Ho’s report says. In one notorious case in a town in Guangdong province, a Taiwanese company persuaded farmers to buy a foot massager for 3,900 yuan — about eight times the regular price — and pay 800 yuan to join its sales force, it says.

Participants rioted when they realized they’d been scammed. Similar incidents of social unrest triggered an official backlash, according to the report.



China banned direct selling in April 1998. The timing was lucky, Wong says, because China had begun negotiations to enter the World Trade Organization and didn’t want to be perceived as shutting down
U.S. companies.

Later that year, China agreed to let Amway and other international companies continue operating, with modifications, including opening stores. Amway also began manufacturing in China and advertising there.

“We needed to demonstrate that Amway would be a long-term honorable corporate citizen in China,” Doug DeVos, Amway’s president, wrote in an article chronicling the company’s China experiences that was published in the April issue of the Harvard Business Review. The article doesn’t mention Amway’s connection to the Kennedy School.

China isn’t the only place Amway has had crises. In the United States, the Federal Trade Commission investigated the company in the 1970s for price fixing and misrepresentation of the potential profits salespeople could make. The FTC in 1979 found that Amway was not a pyramid scheme but ordered the company to stop making misleading earnings claims and fixing prices and to disclose information on the average income for its salespeople.

Active U.S. salespeople earn an average of $202 a month, according to company figures. Balfour says Amway doesn’t publish such information for China.

Any big company faces critics, he says. “Many of these sites or groups are operated by former distributors that were sanctioned by the company,” he says.

Mao Shoulong, a professor of public policy at Renmin University in Beijing, argues that Amway’s funding of the Harvard program is inappropriate.

“Of course this influences Amway’s position in China; they’ve got provincial governors and department heads visiting their headquarters each year,” he says. “Government officials shouldn’t be taking money from a company to travel to the U.S. or visit sites around the country.”

Says Balfour: “I don’t think our success is dependent on this program. Any educational program just helps the business environment generally.”

Corporate backing isn’t unheard of at the Kennedy School. Out of 1,049 sponsored awards from July 2000 through June, 39 were from for-profit companies such as Amway, according to school records.

The school began a push to focus more on Asia in the late 1990s and hired Anthony Saich, who had run the Ford Foundation in Beijing, to make it happen. In 1998, the school began training about 20 Chinese officials a year through a fellowship funded by New World Development, a Hong Kong-based real estate company. Lu Mai, a policy researcher for China’s State Council who had attended the Kennedy School in the 1990s, sought Saich out to propose a more ambitious initiative to train local officials.

Saich liked the idea. He drew in Tsinghua as a Chinese partner, alongside the State Council’s Development Research Center. Tsinghua had created a school of public policy in 2000, and Saich says he was eager to promote ties with it, as well as to have a partner on curriculum and training development. Money quickly became a sticking point.

“Sending 50 senior officials to America was not approved of by some people in China,” says Saich, 60, a Brit who has written or edited more than 20 books on China. “There were a lot of fears about what the program would teach.”

So Saich began looking for a company that would be willing to pay for the program in exchange for a chance to improve its relations with the Chinese government. Edward Cunningham, then a 24-year-old program officer who worked with Saich, suggested Amway. Cunningham was well versed in Amway’s travails in China; he’d written a paper about its corporate strategy there for a class at MIT, where he earned a PhD in political science. “I at least had an idea of what Amway had gone through,” says Cunningham, now an assistant professor at Boston University and director of the Asia Energy and Sustainability Initiative at the Kennedy School.

Cunningham sent a letter to Doug DeVos that ended up on Wong’s desk in Beijing. Wong saw opportunity. “It has this combination of the best brands,” Wong says, laughing. “You have Harvard, you have Tsinghua, and you have the State Council.” Amway signed up.

Amway fellows, who are selected by the Communist Party, prepare for two weeks at Tsinghua before studying government functions, such as budgeting and crisis management, at Harvard. Lectures taught by well-known Harvard faculty members — Joseph Nye, famous for his study of political power and influence, for instance — are translated into Chinese.

Saich says the sponsorship lets Amway show it’s interested in more than profits in China. “It gives them something to talk about with senior government officials,” he says. “Secondly, it probably gives them a local network base that they can interact with. They have people from the program in every single province.”

Amway has accomplished things other foreign enterprises haven’t. It was the first and only foreign company allowed to register a charitable foundation with the Ministry of Civil Affairs, Wong says.

The Kennedy School’s Ash Center for Democratic Governance and Innovation, which Saich heads, trains city staff from Shanghai and Indonesian and Vietnamese officials. State-owned China Southern Power Grid Co. and Thai investment firm Charoen Pokphand Group Co. have sponsored training programs at the Kennedy School, whose graduates include Bo Guagua, son of Bo Xilai, the disgraced member of China’s ruling Politburo.

Meanwhile, in China, Amway’s network continues to grow. Zheng, the saleswoman in Hefei, is devoting herself full time to selling Amway products, though she has yet to make any money.

“Amway is my China dream,” she says. “If you speak about education, I don’t have much. If you focus on relevant work experience, I haven’t got much either. It’s my ticket to a better life.”
The full version of this Bloomberg Markets story appears in its November issue.
https://www.washingtonpost.com/business/...story.html
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(15-07-2017, 02:14 AM)Squirrel Wrote:
(14-07-2017, 05:23 PM)moneyspinner Wrote:
(12-07-2017, 02:14 PM)Boon Wrote:
(12-07-2017, 12:23 PM)moneyspinner Wrote: If as what you have said that BWL has been engaging in DS activities for years in China using the MLM model, then how are these activities reported as these apparently are not reflected anywhere in the financials?

Ha-ha ! If all ground activities as depicted in the the convention videos "matched" or is consistent with what has been reported in the financials, we wouldn't be having this discussion in the first place, would we?

Question is: "do they match ?"
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Hi Boon, 

Further to the discussion on the illegality issue of direct sales by BWL in China, I have raised the issue with BWL.  Append below, their response.  Let's discuss further.

Quote
1.       Is Best World in compliant with the legal requirements required of Direct Selling companies operating in China?
 
·        All DR’s Secret products freely sold in China by Dr’s Secret outlets/workshops come with individual import permit numbers (进口批文). 
·        All DR’s Secret service outlets/workshops in China are operationally independent and do not have any contractual agreement with Best World and any of its subsidiaries. 
·        It is common market practice for foreign brand owners to recognize the sales achievement of their foreign agents, especially during their incentive trips. Strategically, we confer these distributors with relevant ranks based on their sales achievements. Although their qualification mechanisms are different, we chose to recognize their achievement together with BWL leaders from other markets from day one (which is not difficult). This would be just one of our several deliberate efforts to inculcate them with the attitude of a direct selling leader as early as possible, so we could integrate them as seamlessly as possible into our direct selling operations before converting our China business into Direct Selling. As a late mover in applying for our license, we have had the opportunity to refer to other companies as case studies for ourselves. As such, our strategy is not only to obtain our license within the shortest period possible, but also to address integration from the onset to ensure undisrupted transition moving from a retail model to a full fledge direct selling company when the time comes. 
 
2.       Has Best World obtained the Direct Selling License to conduct such operations in China?
·         Best World already has the necessary license to import our products into China.
·         All DR’s Secret outlets/workshops being independent entities, will be fully responsible for the necessary licenses and permits they need to hold in order to operate.
·         Our current operation does not require any license and our direct selling license will only be applicable when we convert our operations into a direct selling model. 
 
3.        How is Best World positioning itself to meet the online challenge of eCommerce in China as mentioned by the article?
Preparations for our online strategy commenced as early as December 2015. This led to the launch of our Taiwan Android apps in November 2016 and our Taiwan iOS apps in May 2017. The app, aptly named BWL Mobile, at its first phase of launch is an online store platform for order and fulfilment purpose only. Today, almost half of the sales generated in TW is ordered and fulfilled through the BWL Mobile. The significance of this is that the online store platform architecture has been completely designed and coded in-house. As such we will be able to port this over to our Wechat 微店immediately after we have converted to Direct Selling. 
In March 2017, we launched our first content in our WeChat 微信公众平台 (WeChat ID: BWL-official). This official account serves as an information platform for our customers & distributors and a platform for original content marketing. Since launched, our editorial team have been generating contents on a weekly basis to be shared with our followers. Today, a skin care related article would garner more than 10,000 views upon posting. We have almost 14,000 followers to date which are mostly customers and distributors.
On April 2017, we have also launched our 微博 (全美世界 BestWorld Lifestyle) a micro blogging website akin to a hybrid of sites such as Facebook and Twitter, which serves to share content with DRs Secret outlets and workshop owners. We have at least 1000 followers so far for this platform.
Finally, upon conversion to the Direct Selling model, we will execute a phase by phase strategy where we will link up all the above functions with the addition of new functions to support our Direct Selling operations such as, membership registration, online store (similar to our iOS & Andriod app BWL mobile) with payment gateway and order fulfilment etc.

Unquote 
 

From their response, they seem to be implying that

1) the company has done nothing wrong on their part
2) they have no control over how operationally their agents does business
3) the awards only serve to recognize the achievement of the foreign agents (does this actually equate to "export agent" in their annual reports?)

And yet from the videos, the Chinese distributors and staff
1) repeatedly reference the success of implementing the "663 system" that is used in Taiwan distribution business
2) refer to themselves as joining the BWL business
3) make references to each other as direct/indirect 上级 and 下级 distributors (does this term infer downlines?)
4) having the top producer in Taiwan as an international mentor to DMJ

It's interesting that they are attesting that the outlets/workshops are operationally independent while allowing the SDA network to make use of their brand name (not Dr Secret but BWL itself) and promote their multi level 663 system. How would this aid a transfer to a single level "door to door salesman" type of business which is the only kind allowed under direct selling law in China (correct me if my interpretation of the rules by MOFCOM is wrong).

Perhaps more pointed questions needs to be asked to BW

1) is what Chao Yue Ti Xi doing legal?
2) which segment does sales revenue by DMJ's network go under Best World's financial reporting? Direct selling or Export model?
3) by further obtaining licenses, would these distributors still be using the 663 system advocated by Dora and how would this be relevant in the Direct Selling model allowable in China? Or would these stay as "non direct selling business" in BW's eyes as they have yet to report any Direct selling revenue so far and Dr Secret is not yet permitted as part of the allowable direct selling merchandise under their direct selling license

It's great that the company is responding to queries. Perhaps the analysts covering the company should be questioned as well. They would have a much bigger say and more indepth reach to the company's workings. They might get better answers than the vaguely worded replies from BW to Janquin and moneyspinner.

As usual, please do your own due diligence.

BWI has an Export Agent.
BWI has a strong network of local agents in China, built up over the years.
BWI recognize these Foreign Agents.
 
What is “Agent”?
 
person who acts for or represents another”
 
"An agency relationship is created by the consent of both the agent and the principal ; no one can unwittingly become an agent for another. Although a principal-agent relationship can be created by a contract between the parties, a contract is not necessary if it is clear that the parties intend to act as principal and agent. The intent of the parties can be expressed by their words or implied by their conduct."
 
http://legal-dictionary.thefreedictionary.com/agency
_____________________________________________________________________________________________________________________
Research, research and research - Please do your own due diligence (DYODD) before you invest - Any reliance on my analysis is SOLELY at your own risk.
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Rainbow 
China’s regulations:
“the remuneration paid by the direct-selling enterprise to its direct salesman 
  shall be calculated only based on the income of the products sold to the consumers.”

It's clear to me that MLM (no matter what it's called) is practised by China "Direct selling" company.
This MLM propelled the numbers (revenue, profits and memberships).
Without MLM, numbers will drop (significantly).

One could argue that salesperson and/or export distributor is free to do anything they wanted 
  because they are accountable to themselves. (doing legal or illegal stuffs)

One could argue that award/recognition is *extra* means to boost the morale of the salesperson/partner etc.
This booster unfortunately can only achieve some results.
The main satisfaction does not come from incentive trip (to me);
  it must come from real numbers.

Direct selling? no way.
MLM? definitely boleh.

Code:
Direct selling -> direct salesman sell goods to consumers (not another salesman)
                 -> get commission from the product he sell
                 aka only one level of commission payable

MLM -> sell thru network and group aka Multi-level of salesman
       -> recruit downline salesman
       -> get commission from downline sales

Pyramid scheme -> recruit downline
                       -> get commission by number of recuits
                       -> don't focus on sales of product or if there is a focus then extremely inflated price relative to production cost

Code:
Amway salegirls shown an internet doc:
2,500 yuan    9%
7,500 yuan   12%
125,000 yuan 27% 

They also said earn bonus on the sales of each person they brought into the organization. 
e.g 8,000 yuan sales and enlisted four people (each also made 8,000 yuan)
                  bonus -> 3,360 yuan
bonus for each recruits ->   960 yuan

Amway dispute:
1. It’s not correct to say a salesperson would get a bonus for sales made by recruits
2. Two categories of distributors in China: 
   a. representatives, who earn commissions solely on their own sales.
      Direct sellers in that they’re going out and selling the product to family and friends.
   b. authorized agents, individuals who register with the government as businesses.
      Authorized agents actually have a fixed location.
      Sales from agents’ shops are counted as personal volume because networks and groups are not allowed.



I lie awake at night
See things in black and white
I've only got you inside my mind
You know you have made me blind
感恩 26 April 2019 Straco AGM ppt  https://valuebuddies.com/thread-2915-pos...#pid152450
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(16-07-2017, 11:24 AM)Boon Wrote: Has anyone downloaded any bwl convention videos which have been deleted now ?

Where did you see those videos prior? From their facebook website or youtube?

Anyone else can verify that those videos are gone? Not sure where they come from in the first place. If they are really removing posts its worrisome.

Currently, the biggest worry is the risk of having its direct selling license revoked in China even before they start direct selling. Went digging a bit around but seems like mostly are fines except for one case in news in which the the product is exaggerated. (商务部决定吊销珍奥集团公司直销经营许可证).

Just some information as follows that is interesting on the nine situations a license can be revoked.

直销牌照不是护身符 这九种情况可吊销

Seems like most situations should start with a slap on the wrist in the form of a fine, unless its really serious then a license will be revoked.

Please do your own due diligence.
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(15-07-2017, 12:48 PM)Boon Wrote: @ JanQuin
Yes, there were originally MANY videos

Back to the issues: 

http://bestworld.listedcompany.com/newsr...M7TC.1.pdf
“Best World has established a strong foundation in China, a market which it entered in 2013 using an export model. Under the current export model, the Group is exporting its core direct selling brand lines to an agent, who in turn distributes them to members through a network of beauty salons, nail & hair salons and spas all over China. Over the years, the Group has built up a strong network of local agents as well as completed the registration for all of its products and is now poised to tap the mammoth potential of China’s direct selling market.”


“an agent” = the Export Agent (EA) referred to in the finacial reports.

BWI exports / sells the products to the EA. Export revenue is recognized when goods are shipped.

BWI has a contractual relationship with the EA.

The EA in turn distributes them to members through a network of beauty salons, nail & hair salons and spas all over China.

Presumably “outlets/workshops” = beauty salons, nail & hair salons and spas (assuming workshops= places or premises)
“workshops” could mean organised meeting or events.

“outlets/workshops” are premises or events that do not have “legal personality”, the Owner or legal entities that own the outlets (and/or the legal entities that organize the events) do.

From the above description

Goods Flow: BWI > EA > outlets owners (OO) > members/end consumers

Possible Existense Contractual Relationships: BWI ó EA ó OO ó Members(End Consumers)

Who is the Local Agents (LA) referred to above ?

Where do they fit in ?

With whom they have a contractual relationship ?

Where does DMJ fit in? Is she a local agent?

Is LA=EA ?

Is LA=OO?

Who are the “foreign agents” that had been given recognition awards?
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How does EACH Business Owners along the Export/Retail distribution channels make money?
1)  BWI sells to Export Agent (EA) in China
a)   Export revenue is recognized once goods are shipped.
b)  FY2016 China Export Revenue ~SGD 53 million
c)   Profit to BWI = Export Revenue less COGS less operating expenses.
2)  EA sells to “Outlets Owners”  (OO)
a) Profit to EA = Selling price (received from OO) less purchase price (paid to BWI) less operating costs
3)  Outlets Owners (OO) sells to members/end consumers
a)   Profit to OO = Selling price (received from members/end consumers) less purchase price paid to EA.
 
1)  is being referred by BWI as the “Export Model”, and 2) + 3) is referred by BWI as the  “Retail Model”.
 
If 2) + 3) above is a legit retail set up, that’s how business owners along the distribution channels make money.
 
To boost sales: 
ðEA could engage “salaried and/or commission based salesperson” to “find” more “OO “ or “outlets”
ðOO could engage “salaried and/or commission based salesperson” to “find” more “members/end consumers.
 
Questions:
1)  Where does DMJ fit in in the distribution of DRs Secret in the above retail model in China?
2)  What role does she play?
3)  Is she an EA, OO, member, end consumer or a “salesperson”?
4)  How does she make her money?
5)  How does she make so much money in FY2016, worthy of becoming the top 10 earners among BWL distributors ?
6)  How does she make so much sales in 2016, worthy of a first SDA award?
7)  Isn’t the 663 system (developed by BWI), a multi-level commissioned based system developed for DS business?
8)  What is the relevance and usefulness of DMJ in applying the system in her participation of the “legit retail model/operation” in China?
9)  To earn the SDA award, one of the requirements is to have 5-PD-downlines. What is the relevance of “uplines/downlines” to a “legit retail” model?
10)  Is DMJ running a “shadow multi-level commission based DS model” along the so called “legit retail model”?
11)  Is the whole “retail model” actually being run as if it is a DS model?
12)  Is the “legit retail model” actually a “illegit DS model in disguise”?
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Research, research and research - Please do your own due diligence (DYODD) before you invest - Any reliance on my analysis is SOLELY at your own risk.
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