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why Amway products are best in the world?
Because Amway products are genuine products. We can find the values in the products. Vitamins and food supplement produts are really gives good results . Nutrilite is the global brand name. Nutilite products are made with real values whatever in its natural form.it is full of phytofactors and phyto nutrients
Wednesday, February 22, 2012
Monday, February 13, 2012
Amway challenges biggies, beats Nivea, L'Oreal in size
Amway challenges biggies, beats Nivea, L'Oreal in size
NEW DELHI: Direct selling company Amway now outsells several mainstream brands in select segments. Amway's Nutrilite protein powder, for example, is far ahead
of rivals like Wockhardt's ProtineX, while its supplement pill Nutrilite Daily is neck-and-neck with Ranbaxy's heavily advertised Revital and its Glister toothpaste is on
the heels of Dabur Red.
"Our competition now spills beyond direct selling companies," Doug DeVos, Amway president and youngest son of its co-founder Rich DeVos, told ET in an exclusive
interaction.
As a company too, Amway has outgrown multinationals like L'Oreal, Nivea and Kellogg in India by reporting Rs 2,130 crore in sales for calendar 2011.
The US company, which started operations in India 14 years ago, attributes its success to 550,000 active distributors, aggressive pricing and advertising, and it plans
to double its advertising spends this year to Rs 58 crore from Rs 30 crore in 2011 as it targets double-digit growth to follow 19% rise in sales last year.
"The strategy is to gain market share and tell consumers our value story," DeVos says. Industry experts and analysts, however, say scalability is a challenge. "For
direct selling firms, achieving scale in the long term for top line and distribution is much more challenging compared to traditional firms like, say, a HUL or a Marico,"
says Pinakiranjan Mishra, partner and national leader (retail and consumer product practice) at consulting firm Ernst & Young.
Unlike traditional model of selling through retailers, direct-selling firms appoint distributors who sell products directly to customers against a commission, which varies
from company to company.
Anand Mour, senior analyst at financial services firm Ambit Capital, says Amway is operating smartly with its pricing and advertising. "But it will take time for Amway
to directly challenge traditional FMCG brands in established categories," he says.
Another long-term strategic challenge for the Rs 4,200-crore direct-selling business is the lack of a legislation to regulate it. Top players such as Amway, Oriflame,
Avon and Tuppeware have been lobbying for legislation and industry status, unsuccessfully.
"Without good regulation it's tough for consumers to figure out what's legitimate and what is not. If the legislation issues would not have been there, growth could
have been faster," says DeVos.
He is confident that the legislation will eventually happen. Amway India, a wholly owned subsidiary of the Michigan, US-based $9.3-billion Amway Corp, accounts for
half of the total direct-selling market in the country.
Its Nutrilite protein powder, launched in year 2000, is now a Rs 250-crore brand, and Nutrilite tablets is a 200-crore brand, having grown 34% last year. Glister
toothpaste too crossed Rs 100-crore turnover in 2011.
Amway's Satinique shampoo-which is available in Rs 5 sachets too-is competing with Hindustan Unilever's Sunsilk and Procter & Gamble's Pantene.
Amway India MD & CEO William Pinckney says, "We have value products that compete directly with market leaders and we offer a full-money back guarantee that
competitors don't.
Further things found in
http://economictimes.indiatimes.com/articleshow/11830730.cms?prtpage=1
NEW DELHI: Direct selling company Amway now outsells several mainstream brands in select segments. Amway's Nutrilite protein powder, for example, is far ahead
of rivals like Wockhardt's ProtineX, while its supplement pill Nutrilite Daily is neck-and-neck with Ranbaxy's heavily advertised Revital and its Glister toothpaste is on
the heels of Dabur Red.
"Our competition now spills beyond direct selling companies," Doug DeVos, Amway president and youngest son of its co-founder Rich DeVos, told ET in an exclusive
interaction.
As a company too, Amway has outgrown multinationals like L'Oreal, Nivea and Kellogg in India by reporting Rs 2,130 crore in sales for calendar 2011.
The US company, which started operations in India 14 years ago, attributes its success to 550,000 active distributors, aggressive pricing and advertising, and it plans
to double its advertising spends this year to Rs 58 crore from Rs 30 crore in 2011 as it targets double-digit growth to follow 19% rise in sales last year.
"The strategy is to gain market share and tell consumers our value story," DeVos says. Industry experts and analysts, however, say scalability is a challenge. "For
direct selling firms, achieving scale in the long term for top line and distribution is much more challenging compared to traditional firms like, say, a HUL or a Marico,"
says Pinakiranjan Mishra, partner and national leader (retail and consumer product practice) at consulting firm Ernst & Young.
Unlike traditional model of selling through retailers, direct-selling firms appoint distributors who sell products directly to customers against a commission, which varies
from company to company.
Anand Mour, senior analyst at financial services firm Ambit Capital, says Amway is operating smartly with its pricing and advertising. "But it will take time for Amway
to directly challenge traditional FMCG brands in established categories," he says.
Another long-term strategic challenge for the Rs 4,200-crore direct-selling business is the lack of a legislation to regulate it. Top players such as Amway, Oriflame,
Avon and Tuppeware have been lobbying for legislation and industry status, unsuccessfully.
"Without good regulation it's tough for consumers to figure out what's legitimate and what is not. If the legislation issues would not have been there, growth could
have been faster," says DeVos.
He is confident that the legislation will eventually happen. Amway India, a wholly owned subsidiary of the Michigan, US-based $9.3-billion Amway Corp, accounts for
half of the total direct-selling market in the country.
Its Nutrilite protein powder, launched in year 2000, is now a Rs 250-crore brand, and Nutrilite tablets is a 200-crore brand, having grown 34% last year. Glister
toothpaste too crossed Rs 100-crore turnover in 2011.
Amway's Satinique shampoo-which is available in Rs 5 sachets too-is competing with Hindustan Unilever's Sunsilk and Procter & Gamble's Pantene.
Amway India MD & CEO William Pinckney says, "We have value products that compete directly with market leaders and we offer a full-money back guarantee that
competitors don't.
Further things found in
http://economictimes.indiatimes.com/articleshow/11830730.cms?prtpage=1
Wednesday, February 8, 2012
pest control
Controlling Bed Bugs and Other Pests
Pests have always been part of the major problems or concerns that affect the industries of agriculture and production.
Along with it, when pests proliferate, diseases follow, so health agencies and organizations come in.
Through the years, mankind has developed different and potent equipment and chemicals to control pests. History and current pest standing will then judge if those efforts have been effective, or if they have gone to the brink of futility.
Bed bugs
Bed bugs are one among those pests that affect households. They may not affect plants, but did you know that bed bugs can prey on poultries and birds?
Yes, scientists believe that ancient bed bugs used to prey solely on birds. Maybe, centuries or millenniums ago, bed bugs did not like blood of people. All they sucked was birds’ and poultries’ blood.
But now, bed bugs thrive not just in bird nests but also in people’s ‘nests.’ It is believed that in developed countries, five out of ten apartments have bed bugs in it. In the developing countries, the figure can be worse.
It can be because third world countries may not have enough budget to be allocated to the control of bed bugs. Or it can be that because governments in third countries do not spend much on education about the particular pest.
Bed bugs are small insects. They are among the millions or billions of insect species. They have proliferated through the years and can be widely spread in all countries across the globe.
Bed bugs are scientifically known as Cimex lectularius. They are wingless creatures. Imagine how it would be harder and more dangerous if bed bugs have wings. If that happened, then, bed bugs would surely be uncontrollable.
Bed bugs are very resilient insects. It is because bed bugs, in their entire lifespan can survive by having only one meal or feeding time.
It is like they are one time big time. Eat today, sleep tomorrow, see you next year. That is how they are.
Pest research found that bed bugs’ life span is only about more than a year. But female bed bugs can lay eggs three times during that span. Each egg-laying session by the female bed bug can be equivalent to 300 eggs.
The fact makes bed bugs one of the most rapidly spreading pests in the planet.
Pest control substances
In general, pest control substances or pesticides and insecticides used to control pests, including bed bugs can be categorized into three groups:
o Insect Growth Regulators. IGRs aim at affecting or hindering the development of larvae or eggs of bed bugs and pests. It can be noted that though, these insecticides to not effectively exterminate adult pests, they work to impair reproduction.
Thus, no new generation of a particular pest is expected to arise from the same site. IGS also make up for the slowest pest control group because results will not be evident until a few time.
But IGRs are certainly an effective way to control pests. It has the most unique strategy among all pest control insecticides and pesticides.
o Contact pesticides. This group of pest control substances kill pests instantly. The group can be considered the fastest way to kill insects. Within seconds, or minutes, or instantly, the target pests or insects will be exterminated.
Contact insecticides can be the fastest, where results can be seen and evaluated instantly, but among the pest control substance groups, they are the least effective
It is because contact insecticides have that repellant property that insects and pests can easily identify.
Thus, insects and pests will repell from or avoid the surfaces that contain the pesticides’ residues.
o Insecticidal dusts. This is the group is in between. They are also fast, but not as fast at contact insecticides in controlling pests, but they are a sure bet, like the IGRs.
Insecticidal dusts work by attacking the protective layer covering the pests’ skin. They destroy the pests’ skin so the chemicals can get into their systems and poison them.
The group is the most harsh and sure way of controlling pests.
Pest control is not an easy task but it is an activity you must do, anyways. Just be good and do your homework before starting the mission.
Pests have always been part of the major problems or concerns that affect the industries of agriculture and production.
Along with it, when pests proliferate, diseases follow, so health agencies and organizations come in.
Through the years, mankind has developed different and potent equipment and chemicals to control pests. History and current pest standing will then judge if those efforts have been effective, or if they have gone to the brink of futility.
Bed bugs
Bed bugs are one among those pests that affect households. They may not affect plants, but did you know that bed bugs can prey on poultries and birds?
Yes, scientists believe that ancient bed bugs used to prey solely on birds. Maybe, centuries or millenniums ago, bed bugs did not like blood of people. All they sucked was birds’ and poultries’ blood.
But now, bed bugs thrive not just in bird nests but also in people’s ‘nests.’ It is believed that in developed countries, five out of ten apartments have bed bugs in it. In the developing countries, the figure can be worse.
It can be because third world countries may not have enough budget to be allocated to the control of bed bugs. Or it can be that because governments in third countries do not spend much on education about the particular pest.
Bed bugs are small insects. They are among the millions or billions of insect species. They have proliferated through the years and can be widely spread in all countries across the globe.
Bed bugs are scientifically known as Cimex lectularius. They are wingless creatures. Imagine how it would be harder and more dangerous if bed bugs have wings. If that happened, then, bed bugs would surely be uncontrollable.
Bed bugs are very resilient insects. It is because bed bugs, in their entire lifespan can survive by having only one meal or feeding time.
It is like they are one time big time. Eat today, sleep tomorrow, see you next year. That is how they are.
Pest research found that bed bugs’ life span is only about more than a year. But female bed bugs can lay eggs three times during that span. Each egg-laying session by the female bed bug can be equivalent to 300 eggs.
The fact makes bed bugs one of the most rapidly spreading pests in the planet.
Pest control substances
In general, pest control substances or pesticides and insecticides used to control pests, including bed bugs can be categorized into three groups:
o Insect Growth Regulators. IGRs aim at affecting or hindering the development of larvae or eggs of bed bugs and pests. It can be noted that though, these insecticides to not effectively exterminate adult pests, they work to impair reproduction.
Thus, no new generation of a particular pest is expected to arise from the same site. IGS also make up for the slowest pest control group because results will not be evident until a few time.
But IGRs are certainly an effective way to control pests. It has the most unique strategy among all pest control insecticides and pesticides.
o Contact pesticides. This group of pest control substances kill pests instantly. The group can be considered the fastest way to kill insects. Within seconds, or minutes, or instantly, the target pests or insects will be exterminated.
Contact insecticides can be the fastest, where results can be seen and evaluated instantly, but among the pest control substance groups, they are the least effective
It is because contact insecticides have that repellant property that insects and pests can easily identify.
Thus, insects and pests will repell from or avoid the surfaces that contain the pesticides’ residues.
o Insecticidal dusts. This is the group is in between. They are also fast, but not as fast at contact insecticides in controlling pests, but they are a sure bet, like the IGRs.
Insecticidal dusts work by attacking the protective layer covering the pests’ skin. They destroy the pests’ skin so the chemicals can get into their systems and poison them.
The group is the most harsh and sure way of controlling pests.
Pest control is not an easy task but it is an activity you must do, anyways. Just be good and do your homework before starting the mission.
How many of you know the history of amway?
Amway Co-founders and childhood friends, Rich DeVos and Jay Van Andel, worked together in a variety of small entrepreneurial ventures since their teens. From these initial experiences, the two learned that they shared many common values, interests and aspirations.
The Beginning
In 1949, they were introduced to NUTRILITE™ Food Supplements and the direct selling method by which they were sold. Success as Nutrilite sales people convinced DeVos and Van Andel that anyone who was willing to work hard, could have a business of their own through the direct selling method.
1950´s
In 1959 Van Andel and DeVos co-founded Amway, adopting key concepts of the Nutrilite sales plan: a low risk business opportunity open virtually to anyone, no territorial or income limits, low initial investment and the potential for new distributors to surpass the earnings of the individual who introduced them into the business (sponsor) depending on their capabilities and on the time and efforts they are willing to spend on their business.
Amway started by developing and selling its own product line of high-quality, highly-concentrated home care products. Multipurpose Liquid Organic Cleaner, known now as the L.O.C.™ product line, was the company's first product.
1960´s
In its first year, Amway sales reached an impressive US$500,000. While the business continued to grow rapidly in the United States, DeVos and Van Andel decided in 1962 to expand to Canada.
Amway added more products, including SA8™ Laundry Detergent launched in 1961 and AMWAY QUEEN™ Cookware. The new personal care line included women's fragrances, grooming products and ARTISTRY™ cosmetics. A Personal Shoppers Catalog featuring 300 other brand name products was also introduced.
By decade’s end, Amway US and Canada operations had a distributor network of 100,000 and turnover of US$85 million. Some 200 products were manufactured at Amway’s extensive complex in Ada, Michigan where more than 700 people were employed.
1970´s
The 1970s marked Amway's overseas expansion to Australia, Europe and Asia.
Acquisition of the controlling interest in Nutrilite Products Inc. allowed Amway distributors in the United States to retail the complete line of NUTRILITE™ Food Supplements.
The Amway production facilities continued to grow to become a self-contained city covering more than 232,000 m2, with its own power generator, water treatment plant, recycling facility, shuttle bus and fire department. Throughout the world, Amway facilities totalled 418,000 m2.
By the decade’s end, Amway sales increased nearly tenfold to an impressive US$800 million.
1980´s
With no slowing down in sight, Amway's sales passed the billion-dollar mark in 1981.
A new cosmetic plant completed in the first half of the 80s, allowed the company to develop and manufacture the ARTISTRY™ products from the headquarters in Ada, Michigan, USA.
Amway also successfully pioneered an entirely new product category, the AMWAY™ Water Treatment System. In fact, this product line, now even more advanced and marketed under the eSpring™ brand, continues to hold a top position in the marketplace today.
In 1989, Amway was recognized as a corporate leader in promoting environmental awareness and education when it received the prestigious United Nations Environmental Program Achievement Award.
1990´s
Following in their fathers’ footsteps, the sons of Jay Van Andel and Rich DeVos succeeded as Amway Chairman and President sharing the Office of the Chief Executive responsible for managing Amway’s day-to-day affairs. At the same time, a new generation of leaders also began to emerge within distributor families, building upon and continuing the successes of their parents.
The 90’s saw dramatic international expansion. In just the first half of the decade, Amway doubled the number of its international affiliates. Annual sales kept pace – tripling during that same period. By decade’s end, more than three million sales people in some 80 countries and territories were involved in the Amway Business worldwide and the estimated retail sale volumes reached US$5 billion.
Around the world, Amway's regional and country affiliates continued to support their distributors with the launch of e-commerce sites that extend the Amway Business Opportunity into cyberspace. The web-based Amway businesses around the globe, supported by local distribution and warehousing facilities, has assured timely and accurate order processing and product delivery.
The Enterprise Today
The parent company Alticor Inc. (www.alticor.com) continues to be privately held by the DeVos and Van Andel families.
Today Alticor has:
net sales of US$7.1 billion (fiscal year 2007)
a worldwide sales force of more than three million independent business owners and contracting agents
operations in more than 90 countries and territories
more than 13,000 employees worldwide
more than 160 distribution centres
offices in 57 countries
more than 500 scientists developing quality products
more than 600 granted patents and another 400 pending
Alticor Inc. and its subsidiaries reported record sales of more than $7.1 billion for the year ended Dec. 31, 2007, a 12-percent increase over the $6.3 billion recorded in 2006.
This is information taken from Amway UK
The Beginning
In 1949, they were introduced to NUTRILITE™ Food Supplements and the direct selling method by which they were sold. Success as Nutrilite sales people convinced DeVos and Van Andel that anyone who was willing to work hard, could have a business of their own through the direct selling method.
1950´s
In 1959 Van Andel and DeVos co-founded Amway, adopting key concepts of the Nutrilite sales plan: a low risk business opportunity open virtually to anyone, no territorial or income limits, low initial investment and the potential for new distributors to surpass the earnings of the individual who introduced them into the business (sponsor) depending on their capabilities and on the time and efforts they are willing to spend on their business.
Amway started by developing and selling its own product line of high-quality, highly-concentrated home care products. Multipurpose Liquid Organic Cleaner, known now as the L.O.C.™ product line, was the company's first product.
1960´s
In its first year, Amway sales reached an impressive US$500,000. While the business continued to grow rapidly in the United States, DeVos and Van Andel decided in 1962 to expand to Canada.
Amway added more products, including SA8™ Laundry Detergent launched in 1961 and AMWAY QUEEN™ Cookware. The new personal care line included women's fragrances, grooming products and ARTISTRY™ cosmetics. A Personal Shoppers Catalog featuring 300 other brand name products was also introduced.
By decade’s end, Amway US and Canada operations had a distributor network of 100,000 and turnover of US$85 million. Some 200 products were manufactured at Amway’s extensive complex in Ada, Michigan where more than 700 people were employed.
1970´s
The 1970s marked Amway's overseas expansion to Australia, Europe and Asia.
Acquisition of the controlling interest in Nutrilite Products Inc. allowed Amway distributors in the United States to retail the complete line of NUTRILITE™ Food Supplements.
The Amway production facilities continued to grow to become a self-contained city covering more than 232,000 m2, with its own power generator, water treatment plant, recycling facility, shuttle bus and fire department. Throughout the world, Amway facilities totalled 418,000 m2.
By the decade’s end, Amway sales increased nearly tenfold to an impressive US$800 million.
1980´s
With no slowing down in sight, Amway's sales passed the billion-dollar mark in 1981.
A new cosmetic plant completed in the first half of the 80s, allowed the company to develop and manufacture the ARTISTRY™ products from the headquarters in Ada, Michigan, USA.
Amway also successfully pioneered an entirely new product category, the AMWAY™ Water Treatment System. In fact, this product line, now even more advanced and marketed under the eSpring™ brand, continues to hold a top position in the marketplace today.
In 1989, Amway was recognized as a corporate leader in promoting environmental awareness and education when it received the prestigious United Nations Environmental Program Achievement Award.
1990´s
Following in their fathers’ footsteps, the sons of Jay Van Andel and Rich DeVos succeeded as Amway Chairman and President sharing the Office of the Chief Executive responsible for managing Amway’s day-to-day affairs. At the same time, a new generation of leaders also began to emerge within distributor families, building upon and continuing the successes of their parents.
The 90’s saw dramatic international expansion. In just the first half of the decade, Amway doubled the number of its international affiliates. Annual sales kept pace – tripling during that same period. By decade’s end, more than three million sales people in some 80 countries and territories were involved in the Amway Business worldwide and the estimated retail sale volumes reached US$5 billion.
Around the world, Amway's regional and country affiliates continued to support their distributors with the launch of e-commerce sites that extend the Amway Business Opportunity into cyberspace. The web-based Amway businesses around the globe, supported by local distribution and warehousing facilities, has assured timely and accurate order processing and product delivery.
The Enterprise Today
The parent company Alticor Inc. (www.alticor.com) continues to be privately held by the DeVos and Van Andel families.
Today Alticor has:
net sales of US$7.1 billion (fiscal year 2007)
a worldwide sales force of more than three million independent business owners and contracting agents
operations in more than 90 countries and territories
more than 13,000 employees worldwide
more than 160 distribution centres
offices in 57 countries
more than 500 scientists developing quality products
more than 600 granted patents and another 400 pending
Alticor Inc. and its subsidiaries reported record sales of more than $7.1 billion for the year ended Dec. 31, 2007, a 12-percent increase over the $6.3 billion recorded in 2006.
This is information taken from Amway UK
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