Earlier this year we reported our 2013 annual sales — a record breaking $11.8 billion.
How did we get there? Through unsurpassed products, unparalleled support and unlimited opportunities. Take a look…
That’s the thinking behind the Harvard Business Review’s (HBR) “How I Did It” column, which gives CEOs a platform to share how they tackled a challenge and what other companies can learn from their experience.
Last year Amway President Doug DeVos penned a piece for the column about how Amway reinvented itself in China to not just survive, but thrive. Doug detailed four key lessons – understand the market, stay true to your mission, build strong, trusting relationships and take a long-term view – that helped Amway become the industry leader in China.
Doug’s contribution was recently selected as one of the best of these columns by the editors of HBR and included in a new book, “How I Did It: Lessons from the Front Lines of Business.”
The book also includes lessons by the leaders of General Electric, Google, Prada, Zappos and other admired companies.
“How I Did It” is available now at bookstores, online and through Harvard Business Publishing.
At Amway, every month is start a business month, whether in the U.S. or around the world! In fact, every day, we equip new entrepreneurs with the mentorship, confidence, products and training they need to own and run a business.
In the video below, Amway Chairman Steve Van Andel said, “We’ve never lost sight of our belief in entrepreneurs. They have been the essential . . . driving force of our business for over 50 years.”
“Entrepreneurs fuel our success, as well as the economies of communities around the world,” added Amway President Doug DeVos. “Today, the spirit of entrepreneurism is alive and well.”
The findings of the 2013 Amway Global Entrepreneurship Report – which measured the dynamics of entrepreneurism among 26,000 people in 24 countries – reinforces these statements.
In 2014, Amway will continue to study the entrepreneurial landscape, looking at what helps and holds people back from bringing their entrepreneurial ideas to life.
We’ll also be adding 13 new countries to our study this year, including India, Korea, China, Brazil, South Africa and Norway. A total of 37 countries will be surveyed, and the release of our results will coincide with Global Entrepreneurship Week in November of this year. (Check out this great video of coverage from last year’s release of the report.)
Until then, follow us on Twitter or Facebook to join the conversation about the role that Amway, and the entire direct selling industry, plays in building and fostering the entrepreneurial spirit around the world. Search for #AGER to find posts specifically about the Amway Global Entrepreneurship Report.
They are the fuel behind our products. And they are the fuel behind our innovation, which is visible in the more than 1,000 patents held by the organization. It is prominent in the partnerships established by our open innovation scouts, and it is proof positive that the company’s products perform under the most stringent conditions.
All that combined makes for a robust function of scientific excellence that arms our global distributor base with quality, top-line products that are in demand in more than 100 countries and territories.
So check out our new site and see some of the stories of the people who help advance the organization and its products every single day.
Melissophobia is the fear of bees; blennophobia is the fear of slime; and chorophobia is the fear of dancing. In fact, from A to Z, clinical names for numerous fears exist.
In the 2010-2012 editions of Amway’s Entrepreneurship Report, the “fear of failure” was consistently among the highest obstacles to becoming self-employed. We believe this fear leads to a high gap between people who can imagine starting their own business and those who actually do.
So in our 2013 report, we took a closer look. We wanted to know: Did the fear exist because people did not believe in their abilities, their networks and ideas? Or because they did not feel supported by their environment?
Among the polled countries worldwide, 41 percent of respondents feared “financial burdens up to bankruptcy.” For 31 percent, “the economic crisis” turned out to be a considerable obstacle (even truer in the European Union). Non-financial fears included disappointing one’s family, loss of reputation, and and not being unable to handle the high level of responsibility.
The percentage of respondents who are fearful of starting an enterprise is represented below for six of the 24 countries studied.
These fears may not have clinical names, but at Amway we seek to “treat” them with a business model that is low-risk, low-cost and has built-in mentorship and support. And fear not, if it doesn’t meet a person’s expectations, it has a money-back guarantee.
The World Fact Book tells us that the ratio of men to women in the entire world population is 101 males to 100 females. Amway data tells us that our world looks a little bit different: More than 3 million people around the world have joined Amway, and two-thirds of them are fearless females — hard-working, independent entrepreneurs who joined Amway to earn extra income, be their own boss, learn new skills, set their own schedules and be rewarded for their accomplishments.
Every one of them has a unique story, and some of them are not building the business on their own. In most Amway markets, husband-and-wife teams are common. In some cultures, it’s mothers and daughters who start and work an Amway business together.
Busy mothers are building Amway businesses to earn extra income and flexibility for their families. And in some economies, women have become successful Amway business owners where few other entrepreneurial opportunities exist for them.
Two-thirds. We believe it’s a formula that’s producing many happy returns.
Vertical integration. Seed-to-supplement. Supply chain. Regardless of what you call it, Amway controls much of the process (and, in several cases, the entire process) when developing and manufacturing high quality nutrition, beauty and home products for the world.
By controlling as much of the process as possible, Amway is able to have heightened oversight of product quality – from the core ingredients that serve as the source of the products, to the manufacturing of goods in our 15 manufacturing facilities, to the complex delivery systems that allow millions of Amway distributors in more than 100 countries and territories to secure goods close to home or ship directly to the ultimate consumer.
The source/make/deliver process that Amway has built is truly unique. It is a point of pride for the company, its employees and Amway Business Owners and it is detailed in a new website called AmwaySourceMakeDeliver.com.
The site helps to chronicle some of the many reasons why customers who buy Amway products from Amway Business Owners continue to make the company a trusted part of their daily lives.
Every single day, someone launches their Amway startup. They are entrepreneurs. They want to control their own destiny. They are difference-makers.
But unlike many others who are attempting to set their own course, these entrepreneurs are backed by an $11.8 billion company. One supported by 21,000 people who are working hard to make that individual startup a success. These entrepreneurs are supported by more than 1,000 patents, 15 manufacturing sites, 75 R&D and quality assurance labs and a distribution network that is nearly unmatched in the world of business.
We want to bring that story to life. That’s why we have launched Amway Startup — a news site dedicated to telling the story of the backroom that supports Amway startups all around the world. From stories on scientific excellence and new products to beauty and nutrition, Amway Startup will be your source for detailed coverage of the fuel that helps power Amway startups globally.
So, check it out here, and tell us what you think.
The Amway Insider has brought you several stories about the Georgetown University Leadership Program, known more commonly as GULP.
The partnership between Amway, Georgetown and the Japanese Times daily newspaper brings Japanese professionals to Washington D.C. and Grand Rapids, Michigan, to get a primer on the American political system and see public-private partnerships in action.
In D.C., they visit prominent attractions and meet with well-known political insiders — most recently former White House Senior Advisor and Deputy Chief of Staff Karl Rove. In Michigan, they meet with local politicians, including Grand Rapids Mayor George Heartwell, and visit local attractions, such as Frederik Meijer Gardens & Sculpture Park and the Gerald R. Ford Presidential Museum.
Now, over at the Amway Newsroom, we have an in-depth look at the whirlwind program, its history and its impact. The session is only a week long, but Georgetown officials say they can do a lot in that week.
James V. Parenti, senior associate dean for Georgetown’s School of Continuing Studies, called GULP “the most energetic international engagement we have (at Georgetown).”
And GULP Principal Instructor Bradley A. Blakeman said the value of education is not judged in time, but in content.
“We can be flexible and nimble and entrepreneurial enough to create programs for a student body that only visits for a week,” Blakeman said. “But the content will last a lifetime.”
Have you ever wondered: What does Amway believe in?
We recently sent a team on a world tour armed with a film crew to answer that question. They went to Los Angeles, Hong Kong, Istanbul, Guangzhou, Bangalore, New York and our own World Headquarters, meeting with Amway Business Owners along the way.
The resulting video is a powerful answer to that question: Amway believes in people – people and their potential.
As the video states, “This potential is a postive force within all of us, and, when it’s inspired, it can’t be contained by race or class or creed or anything else. This is why we started Amway: to help people live better lives by helping them realize their potential.”
So, what is our most precious resource? An energy so big it can transform the world? Just watch…