Millionaire comes out of retirement

Learn what company he chose after spending $500,000 and comparing 342 companies.

 The COLD FACTS EXPOSED!

FREE report below.

 

"Heavy Hitter" with

30+ years of experience

comes out of retirement

Reveals the PITFALLS and HYPE of MLM!

Save 1000's of Dollars in MisMarketing!

Read on pages 4 & 5 how heavy hitters

and companies are holding you back!

“Cold Facts Exposed” Copyright © by Mike Akins

THIRD EDITION

3YEAR

STUDY OF THE MLM INDUSTRY

AND MORE THAN 300 PROGRAMS

REVEALS STARTLING FACTS!

2

ENDORSEMENTS

“Mike is well known in the network marketing industry for his outstanding

leadership skills. His successful legacy covers several decades. Recently,

Mike was rated as 1 of the top 50 networkers in the world. We enjoy

working with professionals such as Mike.” Phil Longnecker, President

and CEO of Cutting Edge Media.

I have been involved in network marketing for 35 years. I joined Mike’s

organization 26 years ago. I have known the best minds in this industry.

Mike has proven to be the wisest leader that I have ever known. His

marketing philosophies and strategies have assisted a great number of

people in their quest for success, not only in his groups but for thousands

of people outside his organizations.” Richard Potts, Wichita, Kansas.

I have been in this industry for a great number of years and have known

the best of the best in this industry. For the past six years have worked

with Mike Akins. Mike knows more about this industry than anyone I

have ever heard.” Richard Talkington, Illinois.

I was a Lt. Commander in the Navy. I served in a corporate liaison

position for the international Boeing Aircraft Company to congressional

investigators, and key negotiation positions within a Fortune 500

company, Honeywell Corporation. I taught communication related

subjects for UCLA and the University of Washington, and continue to be

on the U of W Board of Advisors. I have been in the MLM industry for a

number of years. My point is I have been around. I have never met anyone

with the insight that Mike has in life, especially in this industry.” Dick

Helgeland, Seattle, Washington.

Overall content has remained the same since 1997.

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My name is Mike Akins. I have been successfully involved in the network

marketing industry since 1967. This is a third edition to a booklet I wrote in 1997.

The basic content has remained the same. In this booklet I am going to expose facts

that only individuals who are in the inner cycle of leaders and company owners are

aware of. I will share information with you that could give you the edge in this

industry. The information in this booklet is based on my three decades ofexperience

and from a 1/2 million dollars study of the network marketingindustry. As far I know this is the most extensive study of the industry ever

conducted. This information is a courtesy, from me to you. I will not even share with

you what program I am promoting in my personal business. The purpose of this

synopsis is to enlighten the “grassroots” distributors in this industry of the hiddendynamics that are affecting their success. This is my tribute to the industry for the

blessing it has been to my life and the lives of my loved ones for more than three

decades. I have become wealthy through this industry.

I am an insider in this industry. I have participated in Advisory Board meetings,

listened to the thoughts of founders and leaders in this industry. You may be

shocked by an insider’s perspective of the truth behind the propaganda

promoted by some MLM companies and network marketing

leaders. This is a wonderful industry but you must learn to

navigate around its pitfalls. Many grassroots distributors and

even leaders are being used by some of the heavy hitters and

companies in this industry. Often heavy hitters and corporate

management are actual blind to what they are doing. It is

time for a change. I have thousands of distributors that have

been with me for years. Some of these individuals have been

associated with me for more than 30 years. I have one ofthe lowest attrition rates in the history of network

marketing. I want you to know what I have discovered.

If something has been tried in Network Marketing, I have tried it. I’ve learned a

lot the hard way. I grew up in poverty, was an insecure introvert, and stutteredprofusely at the age of 19. I entered this industry at the age of 19. For eight years I

worked night and day, trying every technique possible, scratching my way to the top.

Some of what I found at the top I didn’t like. Although I had reached the top of the

industry, in my heart I was still the “grassroots” distributor.

What I have learned about this industry has allowed me to build organizations

totaling more than 150,000 distributors (as of the revision date). My intentions are

not to edify myself in this expository. I want to establish my credibility so that you

know that you can depend on what I share with you. In June, 2001a editorial in

Money Maker's Money referred to me as the “greatest networker in the world.”

What is more important to me was an article in May 1998, the trade magazine

Money N' Profits said, "Mike Akins is a professional networkers with a true

heart for the members of his organization."

This is the reason I am writing this synopsis. I have more “grassroots” distributors achieving success than any other

leader in this industry (that I know of). You can know how to avoid stumbling

4

stones and have the wisdom to achieve your full potential in this industry.

Hundreds of testimonies are already flowing into our offices proclaiming how

the information in this synopsis has revolutionized their approach to Network

Marketing!

I will give you a little background. At the age of 41, I was able to retire and live

on the residual income that I had developed throughout my career. During this period

of time, my staff serviced my downline members. For seven years I was able to

devote my life to humanitarian causes and to things of great value to me. I was

touched by the tremendous suffering that a vast number of people are experiencing in

our great country. I found that I needed more income to touch more lives. I decided

to reenter

the industry at the age of 48 with the goal of increasing my income to

ten million dollars per year. I live on approximately 5% of my income. The rest

is invested in supporting my downline organizations and used in humanitarian

causes. I do not intend to edify myself. I only desire to give you a clear picture of

why I am sharing this information with you.

In reentering

the industry, I desired to develop one more organization in a

program that was relevant to the current market dynamics. The programs that I had

existing downlines in, did not mature with the evolving paradigm within the

industry. I realized that I could not accomplish my goals in these programs. I had no

desire to disrupt my existing organizations. My fulltime

staff, to this very day,

provides support to every distributor in all of my downlines that requests it. My

passion was to develop one more organization that would be lighthouse to this

industry.

In order to make the best possible selection, I decided to finance the most extensive

study of the network marketing industry ever conducted. I am a partner in a research

and marketing firm, Research & Marketing Consultants. I have another company,

ABM Investments. I authorized these companies to conduct a study of 40 years of

network marketing history. In this study, more than 300 current programs were

examined. (since the initial study more than 1,000 programs have been

examined).

Market trends, marketing techniques,

commissions structures, product philosophies,

leadership migration, reasons for company

failures, attrition, and many other factors were

carefully analyzed. These research firms leased

genealogies containing the statistics on two

million marketers. They were able to study their

sponsoring and buying patterns. The results of

this study confirmed much of what I have

suspected.

We discovered through this study that many of the ideologies that have been

promoted in this industry were wrong. I am sure you have heard these perspectives

before. One such cliche was that the average networker only sponsors two people.

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We found that the average distributor that sponsors anyone actually sponsors more

than two people. The idea of “only two” was actually created approximately 1112

years ago by the binary crowd. You probably have heard that your chances of

success are greater in companies that have been around 5 or even 10 years. Our study

found that more people have failed in companies that have been around more than 10

years than in all the programs that have gone out of business.

From this study, I selected six programs that fit the criteria derived from the

study. In the following synopsis, I will share an overview of this three year

study,

and my observations developed during my three decade

plus career. This synopsis is

generic and does not promote a particular program, because the need to get the truth

out far exceeds my personal financial ambitions. I believe the industry is in trouble.

We need to clean house from within. This is my part of that process. The information from this study can make the difference between success and failure

for a majority of people.

Throughout my career, I have been frustrated at the percentage of people that

have worked their hearts out, without achieving a decent degree of financial

success.

At first, leaders like myself blamed the lack of results on the lack of

personal effort of the part-time

networker. Sometimes we blamed it on the product

line. When companies failed, we would blame it on the owner’s mismanagement orlack of ethics. We blamed the type of product or service we offered.

Little did we

know that the majority of company failures and the individual marketer’s failureswere many times connected. There were and are certain

dynamics at work in the

overall Network Marketing industry, structured into the majority of programs that

have created this negative market scenario, guaranteeing failure for millions of

innocent marketers while lining the pockets of an elite few and earning big

profits for the company It is vital for you to understand these factors so that

you can avoid these pitfalls.

The Network Marketing industry developed, and

presently maintains, an attrition problem that is not being addressed in an effective

manner. The attrition challenge has prevented thousands of networkers from

developing the residual income they deserve. There are specific reasons for this

problem.

In response to this fundamental problem, certain trends developed

that only confused and worsened the challenge. As the years have

come and gone, a clearer picture has formed of the realities involved.

It is time to address these fundamental problems. Never before has the

economic “climate” been so “ripe” for the Network Marketing industry. Due to corporate mergers and a competitive investment

environment, downsizing has become commonplace. Replacing

more costly, older wage earners with less costly, younger wage

earners is a frequent practice. Many of the elderly face a “Social

Security Crisis.” In general, avenues that were available to the

American public in the past are no longer open. The average family

has less personal time and money to pursue their dreams in life.

WILL

WORK

FOR

FOOD

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In concept, Network Marketing is one of the few avenues, within reach of

average American wage earners, that can radically change their financial

picture.

In spite of the attraction of the Network Marketing industry, there are

serious obstacles that must be overcome before the benefits of Network Marketing

are made more available to the majority of networkers.

A survey conducted by “Money Makers Monthly” estimates that there are 11

million people in the USA involved in the Network Marketing industry, with an

additional 50,000 joining weekly. Individuals from all walks of life are entering the

Network Marketing arena. Verifiable testimonies of truck drivers, waitresses, and

grandmothers in their 60’s, alongside medical doctors, business owners, and

lawyers, who earn $10,000250,000per month,

generate hope and excitement in

thousands of frustrated Americans. Network Marketing has gained a certain degree

of legitimacy in our society. Hundreds of professionals, from all walks of life,

have entered the Network Marketing arena. Many of them have done very well inthe business. Renowned magazines, such as “

Success Magazine,” have added to this credibility. Unfortunately, this credibility and success have not been financially

beneficial to the majority of networkers.

Our study revealed that, for a ten-year

period, the number of people working in

Network Marketing stayed fairly constant at around six million networkers.

Approximately the same number of networkers dropped out, as joined the industry.

For an industry with the power of geometric growth at the very foundation of its

existence, these are disturbing facts. If, in ten years, the Network Marketing industry

would have averaged just one new enrollee per member, the industry would have

doubled.

Network Marketing is a powerful tool through which to enhance lifestyle, but

this opportunity, by design, has been outside the reach of the majority of

networkers! It doesn't have to be!

The high rate of attrition reflects certain challenges that networkers encounter,

such as companies going out of business, owners changing the program midstream,

wrong marketing philosophies, illusionary products, systems that sizzle then fizzle,

flawed marketing strategies and legal problems. In legitimate programs we

discovered that the number one reason for failure at the grassroots level was the

lack of training and support

. There is plenty of motivational training but a lack of

practical training. There is also a lack of support because very few “players” in theindustry are willing to reinvest into their downlines

.Greed and ignorance are key issues here. In the past

few years there have been shifts in marketing paradigms.

There are more programs that are designed for the

majority of marketers. I am, along with a few other

leaders, setting a standard that we believe is slowly

effecting the paradigm in this industry. I reinvest 60% of

my overall income back into the people that are

responsible for my income. I have learned through my

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conventional businesses that you have to invest into your employees if you are

going to become very successful. The principle is the same in network marketing, but

leaders are slow to learn this reality.

One of the greatest obstacles to success for the majority of network

marketers has been compensation programs that are not designed to benefit themajority of networkers.

During the past three decades, more than twenty fivehundred programs have come and gone. Only a very few have survived. The

startling fact is that there are more people that have failure in the companies

that have survived than the total number of distributors in all the companies

that have went out of business.

This ratio is true even when comparing equal time

periods.

Our extensive, three-year

study revealed that the greatest threat to the

networker is not companies going out of business, but it is the common

paradigm or “mind set” held by company and industry leaders.

Although the danger of a program disappearing is a real threat, the real danger to

a networker is in the programs that do succeed at the company level, but 85% of

their distributors fail to break even on their own product purchases.

Our survey

indicates that this percentage is an industry average. From our extensive survey, we

were astonished at the results. Regardless of how large the organization becomes, the

percentage stays the same. Our research uncovered that an underlying attitudeamong industry leaders is the fundamental reason for this crisis. I chose the word

“crisis” because I believe that the very existence of the

Network Marketing industry is at risk. Any industry that has

such a high level of attrition will eventually encounter a

major backlash.

Attrition is more than a statistic. It

represents discouragement, frustration, and emotional

suffering at a personal level. The very nature of Network

Marketing lifts the individual’s hopes and expectations to

unparalleled heights. When these hopes are destroyed,

personal injury is experienced.

Thousands of networkers have poured their hearts out, doing exactly what

the industry leaders have trained them to do, only to fall short of their goals.

The majority of training available is flawed, because it is based on propaganda

promoted by individuals who are attempting to maintain the imbalance in wealth

distribution. The negative legal climate is a result of this condition. The number of

complaints received by state and federal legal entities is unprecedented. There are a

number of individuals who feel that they have been wronged by the networking

industry and have used the legal channel to express their hurt and outrage. Unless

a greater percentage of networkers are allowed to achieve

success in the Network Marketing industry, “our days may benumbered.” In the past few years, a new, aggressive attitude has

surfaced with the FTC. Large companies, such as Omnitrition,

JewelWay, Destiny, and FutureNet, considered legitimate within

8

the Network Marketing industry, have been attacked by legal agencies.The future of Network Marketing is in the hands of networkers like you and I.

We need to make better decisions concerning the programs that we work. Twenty

years ago, Network Marketing was at a crossroad. In reaction to an FTC report,

exposing a major attrition problem in the Network Marketing industry, a few

companies, such as Olde Worlde and Enhance, offered programs that shared a greater

percentage of the wealth with its distributors, while spreading the commissions more

fairly between a few “heavy hitters” and the rest of the majority of networkers. For

example, I had a large group in Olde Worlde. Due to the structure of the pay plan, for

seven years my organization experienced one of the lowest attrition rates in the

industry, while a greater percentage of the members made a nice income.

Company leaders, with traditionally structured programs, conducted an effective

propaganda campaign against this potential revolution. The majority ofdistributors bought this dogma and the revolution died. We are at this crossroadagain.

Several Network Marketing companies have introduced revolutionary

programs. Dozens of magazine articles, books, and reports, written by industry critics

and leaders, are flooding the market with this traditional propaganda. If they succeed

with their campaign, the part-time

networkers are once again the losers!

If we

become more informed, we can make better selections and force the industry to

modify its approach to the part-time

distributor.

What the majority of networkers do not understand is that

the company owners and “heavy hitters” are incompetition with them for the “commission dollar.” The

more the company pays the average networker, the less there

is for the owners and their “front” leaders to keep.

Traditionally, pay plans are designed so that a few Network

Marketing leaders earn astounding incomes quickly. They

know that the experienced networker can put together a

sizable organization, through their promotional skills, in spite

of poor payout to the majority of networkers. A few largechecks

are created at “breakneck” speed, at the expense ofthe majority of networkers, to give the appearance of a

lucrative program. It is much more lucrative for the company to pay out a few large

checks than to pay a fair amount out to a large distributorship base. In structuring the

pay plan to distribute the majority of commissions in depth, the company generally

does not pay out the maximum potential of the bonus schedule. Only “players”

that can build large organizations can really earn a great deal of income.

There is only so much gross profit to divide within the pay plan. When

companies imbalance the pay plan toward the “heavy hitter,” windfall is stolen fromthe rest of the distributors.

There is a great deal of misinformation distributed

from companies and “heavy hitters” concerning this subject. Why? They areprotecting their incomes and profits.

I have been the “heavy hitter” for most of my career. We have studied my genealogy reports that probably number close to a few

hundred thousand members. The independent research firm that conducted our study

9

leased genealogies containing the purchasing and sponsoring patterns of two million

individuals. Approximately 90% of all networkers, that we studied, had most oftheir downline organization within their first three levels (excluding binaries,

which use a different basis for analysis). By placing the majority of the commissions

below that level, companies are able to retain a greater share of the gross profit. Only

a few individuals earn “indepth”

bonuses.

By paying a few people very large

bonuses, the companies, overall, pay out far less in commissions than if they

paid the majority of networkers a fair bonus. In addition to this maneuver, they

can boast of having the highest paid distributors, attracting even more deceived

beginners.

In reality, this is a shortsighted approach. For personal gain, the industry leaders

have forfeited the longterm

stability of the Network Marketing industry. The

attrition rate in Network Marketing is atrocious! The highest paid networkers do

not reinvest

enough of their earnings back into supporting the very distributors

who have generated these huge incomes. It is typical in any other industry for

those who benefit most from the efforts of others to reinvest

a portion of their

earnings back into the base that generates these earnings. “Heavy Hitters” in

the network marketing industry have a legacy of being greedy and that is a

major reason so many them last only a short time in any one particular

program.

(I reinvest

more than 60% of my income back into my distributorship

base in support services.) After they are in a program for a few years, the attrition

rate forces them to work harder, trying to maintain what they have built. Only a

handful of “heavy hitters” stay with the same program long term. Those that have a

large downline must have new members coming in at the same rate as the

number of members leaving.

At that point, they don’t grow any larger, but only

maintain what they have. The average attrition rate for most Network Marketingcompanies is

85% every 1824

months. Our study revealed that company leaders

distort how they report growth statistics by leaving members on the books long after

they have stopped ordering. Generally, the company spokesperson quotes the number

of networkers that have been in the company at one time or another, even though a

majority of them are not ordering. I know how the upper echelon think and

function because I have worked at this level for most of my career.

The key to any pay plan, and the survival of Network

Marketing itself, is to get a greater percentage of participants

into profit.

Notice that I said percentage, not number. Just

increasing the number of successful people is not the answer.

Increasing the percentage is vital. There are seven categories of

marketers. It is important that each segment receives a fair share

of the commissions. An important key to a succesful pay plan is

the number of members that is required for one person to get

into profit (at the average purchasing rate).

Traditionally, 1015

distributors are

required

to put one distributor into profit (with the 5% and 10% bonuses). This percentage never changes because it is built into the pay scale. That means that a

majority of the organization is not breaking even on personal product

10

purchases, let alone breaking even on what it costs to build a business. Even with

geometric overlap, the percentage does not change enough to make a great

difference. As a greater number of individuals get involved, the number of failures

only increases because it is a “lockedin

percentage.” When you bring in your 10 or

15 members to get into profit, then you have 10 or 15 new networkers that are not

into profit, and each need their own 10 or 15 customers or recruits. The problem just

compounds as the organization grows. This scenario forces many networkers to

spend their savings, fill up their credit cards, or finance their network

marketing business by squeezing the family budget.

A marketer could live with

this scenario if it would lead to achieving success. The sad fact is that a great

percentage of these networkers will never recover their investment.

When companies pay more up front, the networker can finance their growth with

profits from their business. There are several programs that now offer higher

percentages on the first three levels. These types of pay structures will allow a

greater percentage of networkers to get into profit quickly. It is not uncommon in the

“compressed pay structure” to have 1 in 3 or 5 distributors breaking even on

qualifying purchase instead of the 1 in 1015

scenario. This will drastically cut

attrition and provide a solid foundation for a longterm

residual income.

In examining these types of programs be

very careful. Never before have companies paid out so much

so soon. A company will have to be in great financial shape

to pay this out so quickly. Many of these programs will go

out of business. Pay plans that place from 20% up within the

first two or three levels are referred to as compressed pay plans. A few companies

pay out as high as 4565%

on the first or second levels. Only the most financially

secure companies will survive such heavy frontend

payouts. When analyzing the

pay plan, make sure to adjust all bonuses in their true value. The ratio of BV to

wholesale will make a major impact on the actual commissions paid. Various

companies use different terms for BV or Bonus Volume (example PV or LP). BV is

the actual figure that bonuses are paid on.

Companies such as LifeForce offer a 40% bonus on their second level. When you

average all their products together you come up with an average of only a 66% BV of

wholesale. The 40% bonus becomes only a 26% bonus. They have added a few

products that have a better BV but overall the average is 6575%

BV.

Although compressed pay plans will increase the percentage of successful

participants, companies that overcompress

will suffer similar challenges as

companies that undercompress

.

Companies that overcompress

have a tendency to

shortcut product quality or innovation. Don’t let anyone sell you on the propaganda

that you can succeed in this industry by using the pay plan as a lead feature. I

mentioned early in this booklet that I financed an extensive study of this industry.

Three hundred current programs were examined. I selected six programs that

represented different market paradigms and testmarketed

each of them.

I

developed organizations totaling more than 25,000 distributors in these programs.

One of these programs was the most compressed program in the market. Although

11

my attrition rate was the lowest in the company, it was still much higher than what

we expected. We had more distributors in profit but they were still experiencing

excessive attrition. The program was too compressed. How can a program pay too

much up front?

There is a geometric factor that is important to understand. This feature creates a

dynamic that demands a balance between the investment into the pay plan and

investment into the products. At least seventy five percent of all participants in a

program can never breakeven on their qualifying product purchase, regardless

of how much the plan pays out

. Work the figures out yourself. The percentage willnot change no matter how large the organization becomes. It requires at least 34

people in the highest paying compressed programs to breakeven on your

qualifying purchase. What is going to keep this 75% in the program? It has to bethe products

. The product has to be one that they cannot run down to the local mall

and buy cheaper or at the same quality. The company has to keep enough money to

provide cutting edge products. If only money hungry networkers enroll into yourdownline, eventually it will unwind from the bottom of your matrix up. Under

the networkers you must have the productfocused

marketers. Only a productfocusedprogram can achieve this balan

ce. Companies that promote their

opportunities on the basis of money only attract a lopsided distributorship of moneyfocused

marketers. Eventually when the program slows in growth due to saturation in

exposure, the 75% will look for another program. You have to have a balanced

program that will attract a diverse distributorship. A compressed pay plan is vital to

the majority of networkers, but overcompression

will be problematic to the same

segment.

Recently, a large Network Marketing company bragged that they had 700,000

distributors, and in that particular month only 40,000 distributors earned checks. This

is only 1 in 17 distributors receiving a check! Although they boasted of paying out

more than 50% in commissions, an imbalance of the commissions went to a few at

the top. I would not brag about such an atrocious ratio. Personally, I would run from

a program that allows a few people to earn super large checks within a very short

period. There is only so much money to go around. Measure what the heavy hitter

must do to achieve such huge checks. If the work doesn’t match the check,someone is going to be shortchanged. Guess who? A pay plan needs to be

balanced. Remember, what happens to the “grassroots” distributor today is a

reflection of what will eventually happen to the “heavy hitter.” Why do you think so

many “heavy hitters” change programs so often?

What is really ironic is that the “heavy hitters’” big

checks, that attract so many parttimers

into a program,

are the very reason why the same parttimers

can’t earn a

decent check

. We need to wise up. An intelligent and unselfish

“heavy hitter” should avoid programs that overpay them. In the

long run, you will earn more and develop a more secure

income in a program that is fair to all.

12

A great majority of companies use the huge checks of a few heavy hitters to

attract tens of thousands of networkers. These thousands of networkers work theirhearts out

and bring in approximately 1015%

product users. Eightyfive

percent of

the networkers fall victim to attrition and go their own way, leaving the company

with the product users. In essence, the company uses the networkers’ time and

money to develop a productuser

base. Think about the lost investment. If

10,000 distributors each invest $1,000 into building their business, it totals 10

million dollars.

If the networker fails to earn enough income to stay in the program,he/she loses their investment, while the company retains the product users that were

brought in, and benefits from all of the exposure. The company and a few “heavy

hitters” become rich at the expense of the naïve distributor. I have served on

Advisory Boards and have been personal friends of company founders. I know their

paradigms.

There are other factors to be aware of in your search for a viable

opportunity. Scrutinize companies that have been around awhile but have

recently have made major changes in their program

. They may have survived for

a great while under a different set of circumstances. When the dynamics of the

program change, the financial balance may be affected. Companies that have been

around for awhile can go under. Sterling Health was around for more than four years

before they went under, and Matol was in existence twelve years before they

experienced a shake up (they did recover).

Beware of companies that sell founder memberships; generally that indicatesthey are undercapitalized.

The great majority of companies that start in this

manner have failed. Instead of sharing a greater amount of the gross profits with the

overall distributorship, company leaders invest in securing celebrities to promote

their programs. The companies can spend millions of dollars buying someone’sname

and still save millions of dollars that would be required to pay everyone more

in commissions. What does William Shatner have to do with the quality of a product

or viability of a program? I like William Shatner as an actor but what does he have to

offer me as a networker? Instead of paying 50,000 distributors more commissions,so that the pay plan attracts more prospects, companies pay a celebrity $500,000 to

narrate a tape. The big name attracts prospects for a while. Eventually, the networker

drops out because he can’t make enough money. Again, the company retains the

product users.

Names of M.D.s are bought to endorse product formulations.

What does the average M.D. know about nutrition? They have

very minimal training in nutrition. I know much more about

nutrition than my own physician. He comes to me for nutritional

information. You can spot a superficial endorsement of a medical

professional. Generally, the endorsement is vague. If the company

offers medicinal nutritional products, a doctor’s testimony will have

more credibility.

13

The individual’s notoriety, such as Earl Mindell, RPh,Ph.D., is bought to attract

prospects, not to formulate products. (I was sponsored directly under Dr. Mindell’s

business associate, who helped set up his arrangement with FreeLife.) Dr. Mindell

authored one of the most popular books on nutrition. Have you read it? The

information is fairly generic; you can find this information in many different

sources. Does Dr. Mindell have special knowledge about nutrition? Have you read

the footnotes at the end of his books or articles? Many nutritionists have all of these

same sources, if they choose to use them. The company is not buying special

knowledge, but is paying for the popularity of the endorser. Does this approach

provide you with a better opportunity? I am not putting down Dr. Mindell. I like him.

I’m just using him as an example of a principle. Using celebrities to promote a

program will attract distributors. But if the pay plan doesn’t pay right, they will drop

out as fast as they enroll. As I have already pointed out, traditional pay plans

guarantee a high failure ratio. Bringing in more prospects does not always earn

you more income, and definitely does not keep the marketers involved.

One of my distributors had 243 members in his FreeLife downline, which istraditionally structured. He also had 24 distributors in a compressed program that

we were test marketing. These companies require approximately the same qualifying

purchase. He earned more money in the latter program with fewer people.

Building your organization through the popularity of a celebrity does not necessarily

earn you more money or provide you with longterm

security.

An income that is built on the merits of the program itself,

along with the proper training of its participants, is a secure

income.

Our study found that, although there are “pockets” of individuals making money

throughout the Network Marketing industry, there is growing disillusionment. Inreaction to this disillusionment, there are

emerging trends that are “dead ends” and

have the potential to rob millions of people of the real opportunity, whileendangering the

very existence of our industry. Our study traced these trends back

to the “roots.”

Thirty years ago, networkers were better trained. The

average distributor sponsored several people and had a few

customers. The traditional pay plans reduced the number of

successful marketers. Our research suggests that a greater

percentage of people were more successful in sponsoring and

retaining distributors longer. This was due to a difference in the

general attitude and perspective of the marketers of that day.

Since the “cards were stacked against them,” because the payplans were designed in favor of the companies, this attitude

evolved into what is predominant in the present market.

Once, thousands of distributors followed “the right way” without desired results,

and new trends emerged. In general, distributors were confused and disillusioned

concerning what is required to achieve success in Network Marketing. Since all of

14

the Network Marketing companies offered similar pay plans, networkers assumed

that the pay plans were fair, and that the problem existed elsewhere. In search of

success, new avenues were explored. A great number of individuals developed a

distorted perception of networking. This perception left networkers vulnerable to

“gimmicks” and “distortions.”

Because of greed and selfcenteredness,

the Network Marketing industry

reached a crisis or plateau

about 15 years ago. As a result of this “leveling off,” the

industry experienced superficial changes. These changes did not get to the root ofthe problem

. Since that period, new pay structures have gradually been introducedsuch as: binaries, forced matrixes, phase programs, straightline or linear

expansion, Australian twoups,

coding bonuses, matching bonuses, sponsoring

bonuses, and floating bonuses. Basically, these variations

did little to get more consistent cash into the majority of

networkers’ pockets, and definitely did little for a lasting

residual income. All of these types of pay structures only

repackaged an “old problem,” and made it more difficult for

the “average” networker to understand the dynamics of the

program. Matrixes have become very popular. You arepromised spillover. The average matrix still only pays 5%

per level. It will still require 1220

distributors to break even.

You still will have 8090%

of your downline not into profit.

What little spillover you receive will not make the difference.

Only the “heavy hitter” will make money for awhile, until

his downline drops out, and then he will move on to the next scam.

As I mentioned earlier, companies have made cosmetic changes in pay structures

as an attempt to postpone real change and to keep the money in the pockets of afew “hitters” and the company owners. These modified pay structures do not

address the primary problem, an imbalance in how the money is distributed. For

example, binaries generally don’t start paying until you have 812

members in

the business

, with a certain balance between legs. Shouldn’t you get paid on the

first person that you put into the business? Who does this affect the most? The parttimer!

A portion of the income is generally flushed. Why? In a typical binary

program, you will always have approximately 55% of your downline not making

anything and approximately 8085%

not into profit. It is built right into the structure.

Get your calculator out and figure it out yourself. For the benefit of the “heavy

hitter,” his/her legs are kept at a near balance. Power legs are used as a “carrot.”

Power legs splinter off and a majority of networkers end up without the support

of a strong power leg.

The power leg promotion is just a diversion from the fact that

the plans do not pay enough to the parttimer.

Our research found that binaries have

the worst attrition problem of any pay structure. The problem is still how the

earnings are being divided between the company, “hitters,” and the majority of

networkers.

Another substitution for fixing the real problem is the matching bonus, which

again, rewards the wrong segment of Networkers. There are only so much

15

commissions to share. When a bonus is created it has to come from somewhere. Thematching bonus still favors the “heavy hitter.” It is the startup

or parttime

distributor that needs a break. They make up more than 80% of all networkers. The

attrition in this segment is “killing” Network Marketing. “Heavy hitters,” wake up!

If you keep them in, you will not spend half your time replacing them. Weak

marketers sponsor weak marketers, and the strong sponsor the strong. A matchingbonus on “a little” equals “a little.” Matching bonuses promote the “hope I will get

lucky and sponsor a hitter” approach, instead of encouraging personal development.

The segment that is working hard with small results, is the segment that requires a

greater reward for their efforts. Generally, matching bonuses are paid on 5% creating

a 10% bonus, which is still ineffective. After adjusting for the BV ratio the matching

bonus will generally be 68%.

Sponsoring bonuses are a temporary fix! They can be

beneficial but more money needs to be paid, on a consistent basis, to the parttimer.

Temporary bonuses are smoke screens that camouflage the regular pay out that will

determine the success of the distributor.

Phase programs are another real loser. For an example, let us say it requires

six people to complete your first phase, at which time you are paid and move into the

second phase. At this point, one out of seven people are receiving a check. In order

for you to complete the second phase, each of these six people will require six people

to push them through to the second phase. With geometric overlap you will require

30 individuals to move the original six into phase two. At this point, you have 1 in 30

networkers being paid a phase two check. Eighty percent of your downline willnever receive a check. It doesn’t matter how large your organization gets, you cannot

escape this percentage because it is built into the pay structure.

Along with phase marketing, the “one time purchase marketing”

is very popular. What an attraction; you only pay once and make

thousands. Onetime

purchase plans do not create residual

incomes.

They run “hot and heavy” for awhile and then collapse

under the increasing numbers needed to feed the machine. This is

just another avenue to feed the incomes of a few “players” and

leave the majority of networkers frustrated and disappointed.

The sad fact is thousands of networkers keep falling for the same

old tricks.

Company owners and Network Marketing leaders developed market

philosophies that were designed to protect the status quo. These old, failedmarket philosophies

have been redressed. The “product driven” dogma has now

become the “sizzle product” dogma. New techniques, such as “downline building,”sizzle tape waves, and virtual messaging

have swept the nation in response to the

problem. All of these techniques can be helpful but do not replace proper training

and effective support. People are desperate to find a way to tap into the magic ofnetworking. Without fundamental changes in the structure of traditional

compensation plans, all of these methods and gimmicks will not work for the

majority of networkers. Along with changes in the pay plans there must be

16

effective marketing strategies and effective training provided for the “grassroots”

marketers.

Our $500,000 study and test marketing endeavor provided the type of statistical

information that allowed us to examine each of these philosophies and marketing

strategies exhaustively. Our research tracked the history of each of these approaches.

We found that these cosmetic changes have actually created a “lottery” or “casino”

approach to networking. Instead of marketers learning sound business principles

and practical marketing techniques, networkers are searching for a “sizzle,” a

“wave” or “luck” to make them successful. People have lost faith in themselvesand in the right approach to Network Marketing.

Generally, sizzle techniques

only make a few “heavy hitters” a great deal of money and don’t last. A secondary

group of networkers will make moderate earnings but will, within a year, lose a

majority of that income. A third group will bring in a number of new distributors but

will not earn any significant income. The fourth group will consist of the great

majority of the people that will be too late to take advantage of the wave and receive

nothing for their effort or investment. The majority of networkers do not have the

necessary statistical information that will allow them to make viable decisions.

There are many different types of sizzle features that are used by companies and

leaders to create a growth wave. A “sizzle feature,” we found, distracts the

prospect from carefully examining the program on the merits of the program.

Also, a “sizzle feature” often gives the individual a false sense of success. The

networker places too much value on the “sizzle” and does not develop the personal

skills needed to achieve and maintain success. Generally, sizzle products build

unrealistic expectations, and blind you to other weaknesses in the program.

Unrealistic expectations lead to premature disappointment.

As soon as there is a comparable product on the market, the

attrition of distributors skyrockets. Networkers jump on the “sizzle

bandwagon” until they finally realize that there is not a fair pay

plan to back up the product.

Unrealistic expectations lead to premature failure. The

networker judges the success of the program according to his/her

expectations. What could have been a successful journey ends up in

an unnecessary abortion. The organizations that we studied, that were built on

“sizzle,” experienced a quicker peak in recruiting, but also a much greater attrition

overall than did organizations developed on a balanced business approach.

Another interesting finding was that companies that focused on sizzle products had

the poorest pay plans. If you build your organization on a “sizzle” eventually the

sizzle plays out and your organization is “left adrift” with out the skills to maintain or

continue building their business.

It is important to have a unique flagship product as a door opener. The

“grassroots” distributor requires a lead product in order to reduce the level of skill

that is required to sell the prospect. This product should have a broad foundation of

science behind it and be able to produce a great number of specific testimonies. A

17

person who is in good health is not going to feel the benefits of the product. He needs

to have confidence that the product really is doing something. This broad foundation

of science will provide the subjective confidence to the healthy distributor.

Another sizzle that has gained popularity during the past few years is the system

craze, such as “hot tapes,” virtual messages, and direct mail systems. We studied

these methods very carefully. The right duplicable systems can be important in the

growth and retention of your organization. The right system attracts prospects, but

alone does not create success for the majority of marketers. Again, a “sizzle

marketing technique” distracts you from examining the merits of the program and

developing the skills that can be duplicated beyond the life of a “wave.”

Yielding to the temptation to prey upon the emotions of prospects with a tape or

system focused on sizzle, our study found, has always ended in skyrocketing

attrition, wasted time and money. New Vision

and Cell Tech tape programs are

examples of this approach. Each of these was built on the “tape craze.” In ouranalysis, they both have

poor pay plans. A few people got rich, but thousands ofindividuals have been very disappointed. Our office has received hundreds of calls

from distributors in these companies that are looking for something that can make

them money. Again, the companies and a few “heavy hitters” are the winners.

They picked up thousands of product users. While thousands are dropping out,

thousands of “late wishers” are joining in response to the previous growth records of

these programs. It takes a few years for the word to get around before the companies

really feel the impact. The “heavy hitters” have invested their money outside of Network Marketing and, in many cases, have moved on. Many of these leaders

are sincere but ignorant of the dynamics of this industry

Beware of the “Network Marketing legends,” who claim that if you do what

they did, then you too can be rich. Some of the methods that I originally used to build

my organization do not work for a majority of networkers. Thousands will follow a

“heavy hitter,” hoping that the “heavy hitter” will help to get them somewhere. If all

they are going to teach you is how they built their business, you may only be

making them richer.

You need to know what is going to work for you, and even

more importantly, what works for your future downline. Some people have a

golden tongue and sign up everyone they talk to. The “heavy hitter” might have beenat the right place at the right time. After that original luck, he/she may have just

brought the group over to other opportunities or used his/her reputation to build the

next opportunity. Most “heavy hitters” are magicians that sell you on illusionsthat make them rich

. They must have started in Network Marketing with good

intentions, but just do not have what is required for the average networker to be

successful. I was guilty of this earlier in my career. There is a difference between

having the ability to “talk people into” joining a program, and teaching them howto develop a

successful business. It’s time to share success and teach principles that

work for the average parttimer.

Another area to be cautious in is the Internet marketing arena. There is no

doubt that the Internet will be a fantastic tool that can assist

18

you in building your business. Don’t be fooled into thinking that the Internet will

replace conventional marketing. There are certain principles that supercede

technological advances. There are factors that are consistent in how they effect

marketing. The Internet will create a new wave of scams and new approachesthat will only confuse the average networker. Because it is new and there is not a

great deal of proven knowledge by which to effectively analyze Internetbased

MLM

programs, the scam artist will have a “hay day” on the net.

The Internet creates an avenue through which companies can enter the market

without a sound foundation of experience, financial security and a viable product.

You will see a great number of programs appear quickly and disappear just as

quickly. Given the paradigm of regulatory agencies, you will find a great amount of

Internet programs come under scrutiny. Another drawback is that the Internet will be

an avenue through which a great number of tirekickers

or lessthanserious

networkers can quickly join a program to see if it “fits.” This type of scenario willcreate an atmosphere for reduced focus and lack of commitment. The Internet

will accommodate other systems and marketing tools. I suggest that you be diverse in

your approach to marketing. Build your future on a sound foundation. There is not

enough space in this booklet for me to effectively address every aspect of this issue.

You can learn more on this subject by visiting my archives on mikeakins.com.

In response to the huge amount of networkers that are trying and failing, new,

“make it easier” promotions appear. One of these is the downline builders. “All you

have to do is spend your money and we will do all of the work for you,” promoters

proclaim. Wouldn’t that be nice? Thousands flock to these magicians, hoping this is

the answer. Does it work? Can it work? Our threeyear

study reveals that it is

impossible for this approach to work. As part of the research, and in response to the

heavy competition being generated from these “builders,” we attempted to operate a

modified, downlinebuilding

program. With the largest fulltime

staff in America,

we believed that if anyone could make it work, we could.

For the twoyears

that

we attempted this, we experienced the greatest “nightmare” that we have experienced

in 22 years. In the last week that we offered this service, we mailed more than 2,000

information packets, at a cost of $4,000. We had more than 5,000 prospects that we

could not get to, that had been waiting for more than 60 days to be contacted. We had

20 fulltime

phone consultants, working six days a week. We refunded thousands of

dollars. Let’s look at the mathematics involved in downline building.

If you promise only five individuals that you will sponsor five under them, and

continue the same promise for just four levels, on the fourth level you have 625

people. In order to sponsor five prospects for only 125 people, you must talk to4,000 people. An average, sharp networker sponsors approximately 15% of the total

number of individuals that he/she talks to. Four thousand information packets cost

from $6,000 to $8,000. Sharp phone consultants spend an

average of 45 minutes (on at least two occasions), talking to

each prospect. Fortyfive

minutes multiplied by 4,000

prospects totals 3,000 hours on the phone. At 10 cents per

19

minute longdistance

service, the total cost for phone time will be $18,000. If the

downline builder has five fulltime

phone consultants working five days a week, it

requires 100 days to followup

on the 4,000 prospects. How many prospects are

going to wait months to be followed up on? (This total is derived by figuring 5 phone

consultants working on the phones, 6 hours a day, five days a week. In reality, they

would not be able to even keep up with that pace.) Not including any type of

overhead, the phone and packet cost to followup

on 4,000 people is $26,000.

The downline builder will have 730 members in his downline. If the program

pays 10% per level, the downline builders will earn $7,300. If the pay plan pays 5%

per level, they will make $3,650. In a 45%, second level program, the benefit is much

better in the above scenario. If there are 5 builders involved, that would be $1,400

for each phone consultant or $466 per month. They spent $26,000 and made

$1,400. What a deal! In 30 years, not one downline building group has ever stayedin the same business

for very long. Usually, the motive behind downline building is

ignorance, or lack of integrity. The downline builder will put together several

hundred networkers before they crash. They will change their systems at some point.

At that point, they have a group of distributors to work with as a nucleus for

themselves, but have accomplished very little for any particular distributor. The

most troubling effect is the damage that is suffered by all of the victims who

were looking for an easy ride

. They lost valuable time!

They could have been learning how to build a real

business. Possibly, one more nail has been hammered into

their “coffin” of disbelief and hopelessness.

In today’s market there are two paradigms that are clashing. The first promotes

the idea that majority of networkers are involved to earn extra income. The other is

that you must be productfocused.

Both concepts are correct. The product, the

service, the pay plan, and the security of the program are all important features. The

company would prefer that the distributorship be only productfocused,

because the

company is in competition with its distributors for commission dollars. As more

commission dollars are paid out, less is left for profit. Competition between Network

Marketing companies is the driving force to encourage a company to pay more

commissions. If the company can successfully promote the propaganda of “focusing

on the product,” it can attract distributors without paying them what they are

worth.

It is best to select a program that markets a balance between company

security, quality products, a lucrative pay plan focused on the parttimer,

and

effective support. I suggest that you keep yourself from being blinded by any one

feature.

Another work of the “spin doctors” is, “What constitutes security for the

distributor?” Company security does not equal distributor security. Amway is one

of the most secure companies in MLM. Amway earns $5 billion in gross sales every

year, and the owners are listed as multibillionaires.

When the FTC investigated

Amway, it found that Amway experiences a 79% attrition rate each year with new

distributors joining. That is not security for the distributor. Wealthy owners do not

20

always mean more security for the distributors. “How much wealth are they willing

to risk?” is a better question. Our research revealed that more marketers have failed

while companies were in business, than from the result of companies going out of

business.

Another charade that is being sold to the marketers is that public stock companies

provide more security. By transferring the ultimate control of the company to

investors, the distributors’ security is in danger. Investors are not necessarily

interested in the distributors. They do not necessarily understand the personal

dynamics of networking. They want the greatest return on their investments.

Sometimes, this means changing the payout to the detriment of the distributorforce. After Pangea sold out to one of the largest pharmaceutical giants in the world,

the pay plan was changed twice in a short period of time.

Keep an eye on Changes International in the next fewyears.

Why should Twin Labs keep paying out so much

money, when other giants, much larger than Changes, attract

distributors with much less commissions? Investors that are

with Twin Labs may be more of a liability than an asset.

Benefits to Changes are capital investment and the sizzle of the Twin Labs name.

Twin Labs is involved to make an investment return. This is just one more “bill” to

be paid from sales profits.

The Changes compensation philosophy was developed by the Paulsons. Will

Twin Labs maintain that philosophy once the Paulsons are no longer key

managers/executives? Why would you sell your ownership in a company if you had

longterm

commitment? My hunch is that the pay plan may be changed in the next

few years! Although Changes has added several renowned individuals to its

leadership team, they come from traditionaloriented

backgrounds. Will they be able

to neutralize the will of the stockholders? I will have to give Changes credit for

launching the shift to “the front end pay” in 1995. Others have built upon their efforts

by improving the opportunity even more for the majority of networkers. (Since the

printing of the first edition of this booklet three years ago, Twin Labs has

changed the Changes pay plan and the Paulsons are gone.)

Companies that are owned by wealthy entrepreneurs are just as risky as stock

owned companies. An owner who views the company only from an investment

perspective may not choose to continue to support a particular company. I have

found it best to attach yourself to a company that has a founder who is focused on

one endeavor and has his heart in the venture. The founder that is emotionally

attached to the future of the company will weather through rough times. A wealthy,

detached owner can easily decided to spin off one of his investments. It happens all

of the time. Another dead end in this industry can be experienced by selecting a

program because it has a flashy president who has been successful in some other

industry

. One such leader in this industry is the president of an upcoming marketing

company. This individual managed Avon from a small company into a billiondollar

21

company. His first venture in the MLM arena as a primary consultant to VHS was a

major flop. Managing a major conventional company is not comparable to managing

a network marketing company. Many of the dynamics involved are different.

The independent study of this industry examined several different markets.

Our study did conclude that nutrition is the best industry to be in. There were only

6 million people in the industry in 1994. A majority of them were in companies that

had nutritional products. In the next four years, Cell Tech added 400,000

distributors; Mannatech added 400,000 distributors; Kaire International added350,000 distributors;

Life Plus put in 500,000; New Vision added 700,000

distributors; and another dozen nutritional companies added another 1½ million

distributors. Eighty percent of all distributors that were added to the MLM industry

during this period were enrolled in companies that offered nutrition. Companies that

offered home care and personal care products, along with nutrition products, did

especially well. With 70 million baby boomers becoming more focused on nutrition,

along with exploding research that is gaining more media attention, nutrition is just

getting started! Since nutrition is still an infant industry, we can compete with

conventional companies more effectively. Nutrition is a very personal product. It is

the only product that we consume. There is a greater chance of developing

product loyalty. Who is going to be loyal to a long distance rate, computer,

personal development course, travel package, or tax service?

There is much more information that I would like to share with you, but space

does not allow. Our research company studied several other dimensions within the

Networking industry. I have training material based on this study. We share research

information through monthly newsletters and weekly conference calls. Our research

provided us with information on the type of support and training that is mosteffective in Network Marketing.

We discovered the “pitfalls” and “dead ends” on

one hand, and the strengths on the other. If you would like to learn more about the

dynamics of this industry, you can subscribe to my Internet newsletter at

mikeakins.com. It does not promote anyone particular program but only shares

generic training information.

Since 1967, I have been intensely involved in Network Marketing. I semiretired

on residual incomes for a short time, to pursue personal goals. During this period, I

maintained a fulltime staff in support of my downline organizations. Network

Marketing has been the avenue through which to capture my “American dream.”

With earnings from Network Marketing, I have been able to purchase conventional

businesses, start a private school for disadvantaged children, start and support

ministries to the elderly, terminally ill, the homeless, and to Native Americans. A

few years ago, I came out of semiretirement

to develop a

larger financial base so that I could help more people in

this life. Few things bring joy to me more than to assist

others in pursuing their personal dreams and goals.

Helping others to break loose from the financial vice, so

22

they are able to spend their time with their families and on things of greatervalue, is most enjoyable to me.

Initially, I wrote this generic synopsis, solely to provide insight to the thousands

of networkers who are hopelessly trapped in a spiral of misinformation, and not to

use as a prospect tool. A distributor, who has been with me for 23 years, shared

insight with me that changed my mind. She shared with me how our “heartfelt

support” and this type of knowledge had changed her life, and how unfair it was for

me not to expose as many people as possible to our wisdom, training, and support.

That is why I have allowed marketers that are in programs that represent the

principles in this synopsis to use this booklet in their sponsoring efforts.

My research has continued beyond the 3year

study. The industry is constantly

evolving and maturing. It is important to have cuttingedge

information on where the

market is going. I suggest that you find a mentor or support group that follows the

principles found in this booklet. Find a mentor that follows a marketing philosophy

similar to what I am sharing with you. Find a unselfish leader that will put you first. I

know what it requires from me to assist my downline partners to achieving their full

potential. With our experience, superior training and support, we have always been

able to be leaders in developing strong and solid organizations that last and providetrue residual income for our members. I have members that have been with me

for more than 2530

years

in existing program that I have developed over the past

three decades, even out lasting a few of the companies they belong to. Armed with

the results of this comprehensive study, we are expanding our networking family.

With Professional Networkers, you are literally building a permanent downline

organization. No more starting over again!

Drawing from the extensive research of 300 programs, and my many years of

experience, we have selected a program that focuses on the dynamics that are

the cornerstones of success.

After testing marketing several programs to see if our

theory works as well in actual practice, we selected our primary program and back up

programs that we will focus on growth for the next decade. In order to protect our

organizations from company failures we develop backup

programs. You stay

focused on one program and we protect your investment by having a “backup”

strategy. We will never build another organization and have it disappear on you

because a company vanishes or makes a mistake in judgement. I have a fulltimestaff of more than 32 professional consultants that assist me in training and

servicing the members of my organization. I invest close to a million dollars into

supporting my downline partners, to personally assist each member of my

downline.

I have a research company that surveys and studies our efforts, constantly

providing information that allows us to improve our results. We have in place a

variety of systems (some that other groups haven’t even thought of) and training for

all levels of experience. We have virtual message, telemarketing support and

personalized training for the networker who feels very uncomfortable in presenting

23

the program, and we have training and strategy for the leaders who have refined their

skills. Each member starts their business with a strategy session. Professional

Networkers provides both shortterm

and longterm

strategy that is duplicated

throughout the downline organization.

We design, and provide testmarketed

postcards, booklets,

flyers and other direct mail literature for our distributors.

Professional Networkers provides a fulfillment center that has

several departments that will provide an assortment of services

for you, ranging from designing and mailing prospect packets

for you, to designing and providing a FREE 100page,

selfreplicating

website for each of our members. Our website has a

full presentation on it. We have more than 18 phone consultants

to train your downline on 3way

calls. I provide “nut & bolt” training through

conference calls. We provide a periodic newsletter packed with information that

assists our members in building their businesses as well as keeping them informed on

the latest in the industry. We provide nationwide coop

advertising. We assign a

special team of consultants to provide proactive support to each leg

I have just completed stage two of my fourstage

development strategy. In this

stage I added 30,000 (as of 2005 150,000) distributors to my organization. We are

developing a worldwide organization that is taking network marketing to a higher

level of longterm

success than any other organization that I know of.

Thank you for reading this synopsis. I wish you well in whatever you do. Be a

part of the answer. Be a part of the revolution. Remember, success is a team

endeavor. Learn correct marketing philosophy, develop effective marketing

strategies, create duplicable techniques, systems, and marketing tools. Build your

organization solid, one person at a time. Be blessed.

Mike Akins and Professional Networkers have been referred to in national trade

magazines as “professional networkers with a true heart for their distributors.” Mike

has written articles for trade magazines. Several trade journals have referred to

Mike as the “Charles Schwab” of network marketing. Mike has been rated by a

major trade journal as the “greatest networker in the world.”

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