Why can’t it be just customers only with a simple commission payout and not have the multi-level payout structure?
The remainder of this response will address that question more fully, but it is helpful to note at the outset that we already provide a pathway that works exactly that way. Our Affiliate program allows individuals to enroll at no cost and earn commissions when they generate customer sales. Affiliates participate through a commission structure and are not involved in the multi-level aspects of the compensation plan.
We highly value the contribution Affiliates make in introducing new customers and expanding awareness of the products. At the same time, the broader compensation structure exists for a different purpose. The multi-level framework is designed to encourage leadership, education, and the development of teams that serve customers well over time. In other words, one approach rewards simple referral activity, while the other supports the building of a durable and expanding customer community.
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 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 relationships—not merely internal activity circulating within the organization.
The multi-level hybrid binary compensation structure exists to recognize and reward those contributions. 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. In doing so, the structure helps ensure that participants have access to guidance, resources, and leadership as the network grows.
And a significant part of our focus was 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 leadership opportunity 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.