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If a diverse pay plan is meant to strengthen customer focus, then it should first make room for simple, customer-driven participation. That pathway already exists. Our Affiliate program allows individuals to enroll at no cost and earn commissions through genuine customer sales, without engaging in the multi-level structure. In fact, within my own marketing team, 87% participate as Affiliates, while only 13% choose to engage as Social Business Partners (SBPs).
We highly value the contribution Affiliates make in introducing new customers and expanding product awareness. At the same time, the broader compensation structure for SBPs exists for a different purpose. The multi-level framework is designed to encourage leadership, education, and the development of teams that serve both those teams and the customers they generate. In other words, one approach (Affiliates) rewards simple referral activity, while the other (SBPs) supports the building of a durable and expanding customer and team building community. This would be individuals who embrace a deeper level of leadership and responsibility, and who are privileged to tap additional pay plan rewards that reflect not just what they sell, but the expanded value they help create, organize, and sustain within a growing team of market-focused players.
This distinction is important because sustainable markets grow through leadership, shared learning, and the steady cultivation of market dynamics to keep real customers engaged and well served over time.
Both pathways play a meaningful role, but they reflect different levels of participation and responsibility within the overall business model.
One reason is that this model intentionally chooses a different kind of leadership structure. Instead of concentrating leadership inside a corporate headquarters filled with vice presidents and executives who may be practically removed from day-to-day market realities, the leadership in this system is distributed throughout the field. This is the advantage of direct sales—not concentrating leadership in a distant corporate hierarchy, but cultivating leadership among people who are actively engaged in the marketplace and who are excited to do so.
In other words, leadership is not confined to a boardroom. It exists among individuals who have stepped forward as social entrepreneurs and taken responsibility for helping the market grow. These are people who invest time learning the model, embracing the education process, and proactively building practical systems that support customers and teams.
They plan, they innovate, they mentor others, and they help translate the broader vision into real activity at the grassroots level. That kind of leadership requires effort, responsibility, and ongoing engagement. It’s a business standard we embrace and celebrate.
At the same time, the foundation of the model remains firmly rooted in the building blocks of a customer-centric culture. The total Customers is 94% of my organization. The goal is not simply to recruit internal participants, but to serve customers well, encourage genuine product use, and ensure that the marketplace grows through real demand and meaningful stewardship of the intricacies of purpose-driven engagement—not merely internal activity artificially stimulated by marketing ploys—short on the real and measurable anchor of consistent product value experienced and chosen by real customers.
As a way to recognize and reward leadership contributions we employ for SBPs the multi-level hybrid binary compensation structure. It creates a framework where the individuals who help educate, organize, and support others in the market can receive compensation apropos to the value they bring to the broader customer community and to the team that they help align with the Social Business 3.0 model. This includes rewards directly related to team building. In doing so, this structure and its rewards proves suitable towards helping ensure that these teams and team members have access to guidance, resources, and leadership as the network grows—provided by SBPs who commit to the stewardship, development, and support of the broader team structure.
And a significant part of our focus is borrowed from Social Entrepreneur, David Bornstein who said, “Social Business 3.0 looks beyond institutions to the change-making potential of all people and their interactions. It recognizes that Social Entrepreneurship is contagious and enables more people at every age to think and behave like changemakers and to help them work together powerfully in teams and in teams of teams.”
Rather than concentrating incentives only at the top of a corporate hierarchy, this model distributes diverse opportunities throughout the field among those who are proactively stepping into the market with our vision and mission in tow—while still committing to the essential principles of a customer-centered marketplace encouraging participation, initiative, and shared growth.
If a pay plan is designed to strengthen customer focus, it should also reflect clarity in how rewards are earned. The table below brings that structure into view, showing how each level of participation aligns with a different degree of involvement—from simple product use to active contribution and leadership within a growing customer and team-building community.
*94% of those who use our products are Customers Only. These Customers do not market the products as an Affiliate or SBP. However, when they refer our products to other Customers we reward them with Product Credits.
^87% of those who market our products (this would include Affiliates and SBPs) are Affiliates. They are eligible for Product Credits and are also rewarded with cash bonuses for Customer Acquisition and Retention.
~13% of those who market our products are Social Business Partners (SBPs). Individuals who wish to become SBPs embrace leadership and team development responsibilities. SBP’s are eligible for Product Credits and are also rewarded with cash bonuses for Customer Acquisition and Retention, as well as multi-level bonuses for Team Building growth.