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“Network Marketing Fundamentals” – Should The Focus Be On Recruiting Or Moving Products?

One of the hottest issues discussed is whether you should focus heavily on recruiting new reps, or retailing the product being offered. In other words, should you spend the heaviest amount of their time on recruitment meetings, or should you develop skills sufficient to move massive amounts of goods?

The real issue should be, are you trying to obtain time and financial freedom, or just bring in some extra income? The answer to this question will settle exactly what activities should be the focus. However, we have to make a detour before when head to this destination.

The first thing needed along the lines of network marketing fundamentals is an understanding that there are really two types of network marketing organizations: 1.) Wholesale Focused Group; 2.) Retail Focused Group

I would probably guess that the majority of network marketers would be surprised to know that there was such a difference, so for the most part they just assumed that all groups were created equal. So, let’s define each and move on to acquiring the answer to the primary topic of this debate.

Wholesale Focused Organization = purchasing products at wholesale prices for yourself and recruiting others to do the same.

Retail Focused Organization = purchasing products for yourself and get coaching on how to sell merchandise and train others to do the same.

When we begin discussing “time and financial freedom,” that can be achieved in a retail focused organization, NOT a wholesale focused group.

The problem that most of us network marketers face is that we are advertising “time and financial freedom,” which is the function of a RETAIL FOCUSED group, but we do business as a WHOLESALE FOCUSED group by being too preoccupied with enrolling people into our business. You can’t mix the two and expect to get the best result.

Did you know that most comp plans have rules that you must have a decent amount of personal volume in order to benefit from the compensation plan? This minimum order is usually in the area of $200-$300 and the average rep tries to consume all of this themselves (i.e. they get on auto-ship).

The next thing you know, you have a garage full of the stuff!

The basic skills that you need to achieve time and financial freedom are:

1. Order the goods (if nothing else so that you are knowledgeable about your product line).

2. Secure new retail product buyers (non-downline members).

3. Train your organization to duplicate steps 1 and 2.

Think for one moment that you purchased a McDonald’s franchise with the rights to sell franchises to potential buyers. Would you only sell the franchise opportunity and never open your business to retail the product line? OF COURSE NOT! Unfortunately, the average network marketer will primarily “sell the franchise opportunity” and never attempt to master the training necessary to sell the “burgers, fries and shakes.”

The large money is in the movement of the retail product, not the opportunity itself. Of all the so called “network marketing fundamentals,” this is the one with the most importance.

So, back to the beginning: Should the focus be on recruiting or on moving the products? Of course you want to do both, but the serious income is in bringing on recruits and teaching them how to move the product in a retail setting and teaching others to duplicate this effort.

About the Author

In order to master the network marketing skill of moving massive amounts of products through your organization, you’ll need professional help. The network marketing fundamentals taught by expert trainer Larry Beacham are second to none.

Customer Focused Innovation

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Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results $49.95 Organizations worldwide have employed the Balanced Scorecard and yielded swift benefits—including increased financial returns, greater employee alignment with overall goals, improved collaboration, and an unrelenting focus on strategy, to name just a few—from this revolutionary methodology. Balanced Scorecard Step-by-Step, Second Edition enables your organization to reap these rewards with a strategy-focused plan including steps on: determining your guiding rationale for using the scorecard; testing your mission; building a strategy map; developing measures and targets; placing the scorecard at the center of your management system; and sustaining your success.Updated and enhanced with the latest Balanced Scorecard topics, this influential book empowers your organization to turn strategy into performance at every organizational level and translate your intangible resources, such as innovation, customer relationships, and intellectual capital, into real value. The Second Edition of Balanced Scorecard Step-by-Step includes updated case studies as well as new and expanded coverage on:Strategy maps, the powerful communication tools that convey to the entire workforce (and beyond) what is most critical in executing the organization’s strategyThe linkage between the Balanced Scorecard and corporate governanceThe critical importance of “strategy-centered” management meetingsThe emerging trend of the Office of Strategy ManagementThe latest trends in Balanced Scorecard implementation methodologyPost-implementation guidanceSharing his extensive experience in developing Balanced Scorecards for Fortune 500, public sector, and not-for-profit organizations, Paul Niven takes you through the complete Balanced Scorecard journey—from creating powerful new performance measures that drive the execution of your strategy, to the tools necessary to make the Scorecard the cornerstone of

Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results $30.72 Organizations worldwide have employed the Balanced Scorecard and yielded swift benefits—including increased financial returns, greater employee alignment with overall goals, improved collaboration, and an unrelenting focus on strategy, to name just a few—from this revolutionary methodology. Balanced Scorecard Step-by-Step, Second Edition enables your organization to reap these rewards with a strategy-focused plan including steps on: determining your guiding rationale for using the scorecard; testing your mission; building a strategy map; developing measures and targets; placing the scorecard at the center of your management system; and sustaining your success.Updated and enhanced with the latest Balanced Scorecard topics, this influential book empowers your organization to turn strategy into performance at every organizational level and translate your intangible resources, such as innovation, customer relationships, and intellectual capital, into real value. The Second Edition of Balanced Scorecard Step-by-Step includes updated case studies as well as new and expanded coverage on:Strategy maps, the powerful communication tools that convey to the entire workforce (and beyond) what is most critical in executing the organization’s strategyThe linkage between the Balanced Scorecard and corporate governanceThe critical importance of “strategy-centered” management meetingsThe emerging trend of the Office of Strategy ManagementThe latest trends in Balanced Scorecard implementation methodologyPost-implementation guidanceSharing his extensive experience in developing Balanced Scorecards for Fortune 500, public sector, and not-for-profit organizations, Paul Niven takes you through the complete Balanced Scorecard journey—from creating powerful new performance measures that drive the execution of your strategy, to the tools necessary to make the Scorecard the cornerstone of

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Building a Chain of Customers By Richard J. Schonberger $14.99 Richard Schonberger, in his fourth and most important book yet, introduces a powerful new concept: that the many links between and within the four main business functions — design, operations, accounting, and marketing — form a continuous “chain of customers” that extends to those who buy the product or service. <I>Everyone</I> has a customer — the next department, office, shop, or person — at the hundreds of pioneering companies Schonberger has studied throughout the world.<P>Schonberger demonstrates the universality of customer wants: Both the next and final customers want ever better quality, quicker response, greater flexibility, and lower cost. This condition provides a common strategy and calls for common methods to be used across the organization. Every employee is a data gatherer and analyst, unearthing more and better ways to provide for these customers’ wants — before the competition does so.<P>As the new thinking and methods permeate every comer of the firm, they topple departmental walls and adjust gang-like mind-sets and “them-versus-us” attitudes. Performance is no longer measured by internal costs but by improvement as seen by the next customer; direct control of causes generally replaces after-the-fact control of costs. Design is brought out of isolation. Finally, with the rest of the firm reoriented toward customer service, marketing escapes from a “negative” mode — covering up for failures — to a positive one — crowing about the firm’s competence and ability to improve.<P>With the close attention to detail for which he has become famous, Schonberger constructs a blueprint for unifying corporate functions, brilliantly describing the new microcosms that will make up the company of the 1990s — focused teams of multi-skilled, involved employees arranged according to the way the work flows or the service is provided — that compose the chain of customers. Aetna, for example, is organizing customer-focused teams that cut across underwriting and

Building a Chain of Customers By Richard J. Schonberger $22.95 Richard Schonberger, in his fourth and most important book yet, introduces a powerful new concept: that the many links between and within the four main business functions — design, operations, accounting, and marketing — form a continuous “chain of customers” that extends to those who buy the product or service. <I>Everyone</I> has a customer — the next department, office, shop, or person — at the hundreds of pioneering companies Schonberger has studied throughout the world.<P>Schonberger demonstrates the universality of customer wants: Both the next and final customers want ever better quality, quicker response, greater flexibility, and lower cost. This condition provides a common strategy and calls for common methods to be used across the organization. Every employee is a data gatherer and analyst, unearthing more and better ways to provide for these customers’ wants — before the competition does so.<P>As the new thinking and methods permeate every comer of the firm, they topple departmental walls and adjust gang-like mind-sets and “them-versus-us” attitudes. Performance is no longer measured by internal costs but by improvement as seen by the next customer; direct control of causes generally replaces after-the-fact control of costs. Design is brought out of isolation. Finally, with the rest of the firm reoriented toward customer service, marketing escapes from a “negative” mode — covering up for failures — to a positive one — crowing about the firm’s competence and ability to improve.<P>With the close attention to detail for which he has become famous, Schonberger constructs a blueprint for unifying corporate functions, brilliantly describing the new microcosms that will make up the company of the 1990s — focused teams of multi-skilled, involved employees arranged according to the way the work flows or the service is provided — that compose the chain of customers. Aetna, for example, is organizing customer-focused teams that cut across underwriting and

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CRM at the Speed of Light: Social CRM Strategies, Tools, and Techniques for Engaging Your Customers $34.99 A social revolution in how we communicate has taken place in recent years. Smartphones, social web tools, and the instant availability of information in an aggregated and organized way provide real-time intelligence to customers, not just the enterprise.Social CRM is critical to business success in today’s hyper-connected environment. Customers’ expectations are so great and their demands so empowered that a Social CRM strategy must be built around collaboration and customers engagement, not traditional operational customer management. It’s the company’s response to the customer’s control of the conversation that makes Social CRM work.Written by CRM guru Paul Greenberg, CRM at the Speed of Light, Fourth Edition, reveals best practices for a successful Social CRM implementation. Greenberg explains how this new paradigm involves the customer in a synergetic discussion to provide mutually beneficial value in a trusted and transparent business environment.Throughout this definitive volume, you’ll find examples of the new strategies for customer engagement and collaboration being used by cutting-edge companies, along with expert guidance on how your organization can and should adopt these innovations.CRM at the Speed of Light, Fourth Edition, reviews the lat4est technological developments in the operational side of CRM, including vertical applications, and explains the fundamentals of the multifaceted CRM framework.Find out why Paul Greenberg was named the #1 CRM influencer by InsideCRM in the completely recast edition of this international bestseller.In addition to being the author of the bestselling CRM at the Speed of Light, Paul Greenberg is President of The 56 Group, LLC, a customer strategy consulting firm focused on cutting-edge CRM strategic services; a founding partner of the CRM training company, BPT Partners, LLC, a training a consulting venture composed of a number of CRM luminaries that has become the certification

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Climate Change: What’s Your Business Strategy? $18 Believe or not-climate change is one of the most pressing challenges facing the world today. Most of all, it is quickly becoming a crucial business issue. But how will you and your company respond? You need fast and reliable advice from the world’s foremost experts. Climate Change delivers just that: four strategies from two MBA professors with broad and deep experience with environmental issues. Written in a concise, actionable style, authors Andrew Hoffman and John Woody explain how to:· Measure your organization’s carbon footprint· Set a climate target that meets environmental needs–and your own· Actively engage your operations in climate change initiatives· Help shape future regulations by gaining a seat at the policy development tableClimate Change gives you a first-hand look at how world-class thinkers would react to this pressing issue if they were in your shoes. From our new Memo to the CEO series– solutions-focused advice from today’s leading practitioners.

Corporate Entrepreneurship And Venturing $115 Corporate Entrepreneurship and Venturing is positioned at the crossroads of the strategy and entrepreneurship fields. The common theme is how and why corporate entrepreneurship and corporate venturing can contribute to innovation and strategic renewal in large established companies, in particular it explores ways to balance exploitation and exploration in established companies. The issue is how the locus of entrepreneurship affects the way corporate entrepreneurship addresses the exploitation/exploration challenge. In some chapters corporate entrepreneurship is dispersed across the organization and they examine the key elements of an entrepreneurial culture and the organizational conditions that are favorable to entrepreneurial initiatives. The other chapters contribute to the discussion on the potential role of corporate venturing which is separated from the main parts of the organization. They examine the advantages and disadvantages of corporate venture capital programs as particular forms of focused corporate entrepreneurship.

Creating a Learning Culture: Strategy, Technology, and Practice $54 Chapters on strategy, practice, and technology demonstrate how to achieve immediate lasting results by encouraging curiosity and learning at all levels of the organization. Profiles of organizations (including General Motors, Home Depot, and WD-40 Company) using learning-focused approaches, accompany leading-edge research into how and why people best work together when learning as they work. This book is intended for business leaders and educators seeking innovative approaches to cultural transformation, with learning at the center of their corporate strategy.

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Cultural Change Through Measurable Management $3.49 Used – A guide to developing a culture that embraces change as a welcome opportunity. A vehicle for translating strategy into measurable outcomes. Measurable Management is a people focused approach to delivering improvement into any organization with minimal resistance to change. The other version of this book “Quality Sales Through Measurable Management” is essentially 85% the same book but will appeal to readers with a background in Sales and Marketing.

Decision Making for Minimally Invasive Spine Surgery $74.99 Decision Making for Minimally Invasive Spine Surgery provides the critical tools needed to determine exactly when, for whom, and why minimally invasive spine surgery (MISS) is a viable option.Ten tightly focused chapters each begin with a decision making algorithm that explains how to ascertain if MISS will benefit the patient more than traditional open surgery. Following each algorithm, concise yet detailed information on the preoperative evaluation, surgical techniques, and possible outcomes helps the reader to formulate a clear surgical strategy. The book closes with an incisive analysis of radiosurgery, instrumentation systems, image guidance, and promising advances in MISS that will stimulate further discussion of this emerging area.Features:A realistic assessment of both the advantages and drawbacks of MISS by pioneers in the field Evaluative algorithms allow readers to form rapid, fully informed treatment decisions Intuitive organization by spinal region facilitates quick referenceSpine surgeons, residents, or fellows in orthopedic surgery or neurosurgery will refer to this easily accessible manual every time they consider performing a minimally invasive spine procedure.This is an excellent book with no comparisons, useful for neurosurgeons, spine surgeons, and radiologists.–Doody’s