Thursday, November 15, 2007

QUIXTAR: Joint memo from Quixtar and Network 21

Original Source

Joint memo from Quixtar and Network 21 to
all IBOs affiliated with Network 21

As part of our ongoing efforts to assure that Independent Business Owners affiliated with Network 21 are aligned with Quixtar's Best Practices, we again are communicating our desire to encourage balance and responsibility in building our businesses and training our downline IBOs.

We know there is much excitement concerning the benefits of focused activities in certain active teams through coordinated depth- and relationship-building. However, we must always remember to “begin with the end in mind.” Ultimately, a successful business will require balance between width and depth, a proper emphasis on the sale and use of product, and the commitment to help people become profitable.

The leadership at Network 21 continues to work with Quixtar to assure proper principles are followed when building our businesses. With the recent buzz over the term “stacking,” as opposed to proper depth-building, we felt it wise to again provide clarification on the differences between the two as well as some basic guidelines to follow as you build your business. Below is the latest position from Quixtar, and we believe you will find that what you have been taught, if followed, will lead to acceptable practices and a sound, profitable business.

Guidelines for acceptable business-building using a team/depth approach

“Stacking” is an unacceptable business-building practice. It is defined as the strategic and artificial structuring of an organization by an upline IBO who places new IBOs in depth, regardless of whether there are relationships between those who are sponsored and those who sponsor. It is a method of doing business that creates an imbalance in depth and potentially inhibits profitability.

Characteristics of acceptable depth-building

Quixtar believes acceptable depth-building is an important part of building a balanced, successful business, along with the development of width and the sale of product. Acceptable depth-building articulates the following:

Any business-building strategy, such as a team approach, is optional and should be so stated.
Building a balance of both width and depth is vital and must be taught in a group as the basis of profitability. Width is important for profitability, depth is important for stability, and together they make a balanced business.
The line of sponsorship may not be restructured by use of the transfer rules for strategic realignment of depth.
Product education is vital and a requirement for a successful business, which is based on building a balance of product sales and recruiting.
It is important that each IBO has a prior relationship with his sponsor, who agrees to fulfill the obligations of being a sponsor.
It is every IBO’s responsibility to communicate and clearly educate all who enter the business that profitability comes from the sale of products and the development of both width and depth.
A team approach does not take away the fact that building a business requires hard work and it is the responsibility of each individual IBO to build his business.

Unacceptable practices associated with stacking

Claims from IBOs that they have a special deal with or special rules from the Corporation.
Confusion about the role of Quixtar and the role of the support organization.
The omission or denigration of the fact that the sale of products is part of the QUIXTAR IBO Compensation Plan or that profitability comes from the balance of selling and sponsoring.
The new applicant does not know his sponsor.
Applicants are placed in the line of sponsorship without regard to the sponsor having been involved in the sponsoring activity and being aware of and engaged in fulfilling the responsibilities of a sponsor.
The applicant is instructed to leave fields blank on the application, which is subsequently filled in by the upline.
The upline holds the applications until the end of the month to artificially control the volume for qualification or income purposes.
Guarantees or implied guarantees of swift downline results.
Requests for transfers or the use of the six-month inactivity rules to realign existing IBOs in groups in depth so that they provide more value.
Legs are 25, 50, or even 100 deep, with little or no volume or width.
I think we can all agree that these guidelines are proper and sensible and that our goal must always be to assure each new IBO understands the rules and is treated with respect and care so that he/she can have a positive and profitable experience from their business. Remember the key words: balance, profits, relationships, integrity, optional strategies, and no rewards without effort.

We want all of you to continue to have confidence as you grow your business, so please use these guidelines to successfully build your business in depth.


Gary VanderVen
Director, Business Conduct and Rules

Jim Dornan
President, Network 21


Anonymous said...

bury them in rules and restrictions, sounds like a true goverment run organization to me. Do it for the good of the organization and not the people involved. Q/A --If a person is independent then why do you control them so horribly? Why must you demand how to do it when you run behind their back and direct sell to the public? I doubt your "new" business model will last very long, then you will "rule" change some more -------- I may be a small fish in the big pond but even I can see the very poor decisions on your part ---

Anonymous said...

This sounds exactly what i was always taught and what I practiced with TEAM.

Where is the difference....

Network 21 cowtowed to Q/A after they blowup TEAM for doing and building to these same quidlines!!

LUCHADOR said...

what i see here is a humbled thumb sucking amway, that has changed its mind again on who they are going to attack and who they will pet on the head.

glad i quite

were praying for you network 21