1. Elements of Amway Culture Operation
(1) brainwashing
When it comes to culture, people often think of its important influence on values and beliefs. In this regard, we can use brainwashing to describe Amway's cultural influence-helping every employee to live more actively, changing the original negative attitude towards life, and inspiring employees' enthusiasm and fighting spirit.
Buried in people's hearts, deep or shallow, there is a pursuit of career or family. However, the reality makes these pursuits either eclipsed or disappeared. However, sales is indeed a job that requires great enthusiasm of employees, and these enthusiasm comes from people's pursuit. Therefore, changing people's passive concept of life and stimulating people's inner potential have become the primary task of Amway culture. As many Amway people feel, "Before I came to Amway, I felt that my life lacked goals. It is Amway that gives us passion and makes me feel the joy of life. It turns out that life can be so alive. It's not how much money we really earned, but that we have seen our obvious progress. "
(2) dreaming
Building dreams includes helping direct sellers set personal and sales goals and show their career development prospects. Around these goals, Amway has a series of organizational measures and human and material support to help them achieve their goals.
Because everyone has different experiences and dreams: family, children, career or realizing the value of life. For this reason, Amway must personalize different direct sellers to arouse different types of people. However, although there are great differences among many direct sellers, Amway's dream-building mechanism generally includes three elements: choice, familiarity and emotion. When Amway introduces dreams, it usually does not directly persuade direct sellers to accept certain concepts or influence their thoughts, but gives people full freedom of choice. Usually people in Amway are excited by these emotional and familiar dreams, and they will start to become excited and passionate. It turns out that we have the ability to choose our own lifestyle, as long as we are willing to work hard. Under the influence of Amway corporate culture, "I feel excited and full of strength. We are all working hard for our dreams, and it feels so clear that it seems that we can achieve it as long as we work hard. "
The fifth discipline mentioned that the tension of dreams is usually simple and powerful, and the driving force of this tension comes from the gap between ideals and their own reality. Through the measures and methods implemented by different corporate cultures, Amway makes the members of the organization feel that there is still a certain gap between their achievements and their ideals, and at the same time makes them firmly believe that they can approach or even realize their ideals through hard work. However, members of the organization may also reach the so-called "comfort zone", and they will be satisfied with their current living conditions and do not want to fight for their ideals. In Amway's view, "comfort zone" means failure, and a successful salesperson will not be satisfied with the status quo. Efforts are a continuous and lasting process, so Amway's dream building is also a cyclical process, so as to urge members to constantly establish new goals or dreams and work hard for them.
(3) recognition
An important purpose of Amway to brainwash sales people and build their dreams is to gain their recognition of the organization. Conversely, whether an organization can brainwash its members and instill their dreams depends largely on their recognition of the organization. However, in contact with many Amway direct sellers, it can be found that identity is not based on the economic success of individuals in the organization. In the eyes of many Amway people, this place has changed their negative views on life and given them confidence and vitality in life. It gives them a stage to show and a dream for the future. The people here are friendly and warm, giving people a feeling of home, which money can't do. These direct sellers naturally agree with Amway and try their best to maintain their relationship with the organization. It is the integration of Amway culture that makes them regard themselves as an integral part of the organization and take pride in Amway people everywhere. Some people even regard Amway's lifestyle as a belief.
As mentioned above, Amway cultural communicators, for everyone, dreams reflect past experiences, and building dreams must vary from person to person. For most Amway people, the most direct and frequent contact with Amway comes from the Internet, so the Internet plays a key and irreplaceable role in Amway cultural communication. In the process of spreading Amway culture, they first establish a good relationship with the downline and gain their trust and recognition. Then, they will help and guide Amway direct sellers to choose suitable books and tapes, guide them to adapt to the whole Amway system and learn how to do business. They even become mentors and friends in the life and beliefs of members of the organization. In addition to providing opinions and information, online also helps its members to cope with the negative influence of non-organization members on Amway and help them adjust their mentality. Online has such a great influence on offline, and the sales work is challenging. For any Amway person, if you can't keep a good relationship with your own online, it is bound to be difficult to integrate into Amway culture and achieve good results. The interdependence between online and offline has promoted the establishment and development of the deep relationship between the two sides. Some Amway salespeople even think that "my online is like my parents, and they care about me." As we spend more and more time with Amway members, Amway culture has more and more influence on individuals. This seems to cast a layer of communication barriers between Amway members and non-members. It is no wonder that Amway members and non-members have such different opinions on Amway.
In addition to going online, Amway also carries out overall cultural communication through various forms. The most common way is to invite successful Amway direct sellers to talk about their hardships and how they grew up step by step in Amway and realized their dreams. In contrast, there is a lack of perceptual knowledge through Amway tapes, books, magazines and slides. Even so, beautiful success stories can have a more lasting and extensive impact. I heard and saw that people who were similar to or even worse than themselves a few years ago could earn quite rich income and be respected by people. Even similar stories happened around me and on their own websites. How can they not make people feel excited and eager to try?
Whether from online or the whole organization, financial and emotional help and dedication are the two most important characteristics of Amway's direct selling culture. In most organizations, it is difficult for people to realize what they really care about. On the contrary, they are more competitive with each other, and the relationship between superiors and subordinates is cold and heartless (subordinates dare not expect their superiors to help them, and superiors are only concerned about the quantity and quality of their tasks). But in Amway's direct selling system, people care about and help each other. No wonder many Amway people lament that "Amway gives people a feeling of home".
2. Amway cultural communication means
Amway training shows us an all-round and multi-level training means and methods, and also shows us how corporate culture is transmitted and instilled in training.
(1) professional training
Amway's product professional knowledge training is quite distinctive and fruitful. It requires every Amway direct seller to have the courage to show himself, be familiar with the performance and cost performance of products, and show his unique sales proposition. After mastering the above basic sales skills, Amway also strives to improve its communication skills with potential users. In this process, Amway's direct sales staff constantly demonstrate the product quality and correct use. Through professional training, Amway direct sales personnel can use professional testing tools to make customers' understanding of product efficacy rise from theory to practice, and it is easier to further persuade them to buy related products.
(2) Psychological training
Amway's training is not only listening, but also the self-display and the accumulation of behavioral perseverance of salespeople. In the actual sales work, you will encounter all kinds of problems, such as customers not giving you the opportunity to show products or services and despising your existence. At this time, salespeople need perseverance and good psychological endurance. This endurance comes from Amway's psychological quality education: make a predictive analysis of some problems that each salesperson will encounter in his future work; Provide them with objective solutions and reference methods to avoid their embarrassment when answering customer inquiries; At the same time, through this continuous training, Amway has also increased the cohesion of the entire sales team.
(3) Emotional training
Simply providing product knowledge education and psychological quality training for salespeople can only improve their working ability, but has little effect on the overall quality, work enthusiasm and feelings for Amway. It is on the basis of professional training and psychological quality training that the charm of Amway culture really shines: the connotation and quality of effectively trained salespeople have made a qualitative leap; Have a beautiful and rational understanding of the prospect of selling Amway products; It also makes them feel that Amway not only satisfies their material desires, but also gives them career and spiritual pursuit.
Amway corporate culture can improve the enthusiasm of sales staff and communication ability with customers. However, in order to obtain the long-term recognition of direct sellers, enterprises must also have truly reliable strength. For example, the whole Amway (China) is a big tree transplanted from abroad. With its good cultural integration and operation ability, Amway has attracted many salespeople to join it. This big tree is flourishing and constantly sprouting, showing people a vibrant overall image. However, to achieve sustainable development, this big tree must be supported by developed roots. As the saying goes, how big a tree is and how deep its roots are, the sustainable development of Amway must be based on honesty and quality.
3. The foundation of Amway culture operation
Amway products are mainly non-circulating daily chemical products, which have the characteristics of repeated purchases and rely on the long-term recognition of customers (including employees); Most of Amway's direct sales business starts with friends and relatives. If you can get the approval of people around you, the resistance at work will be much smaller, and the resistance at Amway cultural institutions will be much smaller accordingly. The main problem of direct selling in China is fraud. To dispel people's doubts about direct selling, it is not enough to integrate internal culture. All these require that Amway's corporate culture can not only have a positive impact on Amway's direct sellers, but also extend to a wider range outside the enterprise. The integrity and quality of products naturally become the fundamental guarantee of Amway's survival and the spirit and soul of the whole enterprise.
For a company that uses the sensitive word of direct selling as its marketing means, the integrity of the company is very important. To this end, Amway actively expands its influence in China, and all its business activities revolve around honesty: it participates in a large number of social welfare undertakings in China; Allow direct sellers to opt out and get a refund at any time within the first year after joining; Do not charge huge participation fees, and do not force direct sellers to subscribe for large shares; Strictly regulate the behavior of sales staff; If the customer is not satisfied with the quality of the product, he can return it for a refund. As the core content of Amway corporate culture, honest Amway is not only a slogan, but also embodied in all aspects of enterprise management to guide enterprise behavior. At this point, it can really inspire the operation of corporate culture in China. Since the introduction of corporate culture into China in 1980s, the importance of corporate culture has been gradually recognized by the business and theoretical circles. However, due to the long period of corporate culture, the difficulty of operation and the limitation of economic operation environment, the core elements of organizational culture still remain more on slogans. Take the establishment of a credit organization as an example. Few companies are willing to really pay short-term costs, resist short-term temptations and stick to it.
We know that only by truly producing high-quality products can we retain customers, so Amway has always attached importance to product quality since it entered the China market. In fact, many salespeople join Amway because of the good quality of its products. "I didn't know Amway at first. After a friend introduced me, I began to try Amway products. I only bought a small product (freckle) at first. A few months later, my friend said that my skin spots were less. After that, I began to use Amway a lot, and I feel good so far. By chance, I attended an Amway meeting and found it interesting to join Amway. " More than one Amway direct seller we contacted had a similar experience. Excellent quality not only attracts more people to join Amway, but also makes salespeople confident when selling products.
4. Amway cultural operation trap
Amway has not announced the staff turnover rate, but it is estimated that the staff turnover rate of Amway (International) is as high as 40%- 100%. At present, Amway (China) is still in the stage of rapid development from a low starting point, and the personal economic benefits brought by development can dilute many internal problems. Therefore, the employee turnover rate of Amway (China) is much lower, and we hear few complaints from Amway direct sellers. However, we can foresee that the future development of Amway China will inevitably face the same high staff turnover rate as Amway in other countries. Although the nature of Amway's direct selling business itself determines that employees must face psychological and physical adjustment for a long time, the high turnover rate under high pressure is indeed understandable. But it also shows that although Amway has a strong corporate culture and is good at it, it still faces the risk of falling into its own trap.
(1) Interest-driven orientation
Corporate culture is strengthened by influencing employees to play their roles and by economic benefits. However, if Amway employees misinterpret this meaning and pay too much attention to profiteering, it is likely that the negative impact of pyramid schemes will spread among Amway direct sellers. In this way, Amway's direct sales can not only save sales costs, but also facilitate customer service, and may even fall into the crisis of pyramid selling again.
There are two sources of income for Amway marketers, one is their own sales income; The second is the so-called "market development fee". The former comes from the profits created by serving customers and selling products. The latter is obtained indirectly through the development of offline, which is an economic means used by Amway to motivate sales staff to train and coach offline employees, thus promoting the development and growth of enterprises. It should be said that these two kinds of incentives are an indispensable part of the whole Amway marketing incentive system. Because the sales revenue of serving customers needs to consume a lot of energy of marketers, the scope of service is very limited. Therefore, for most Amway direct sellers, the proportion of service income will gradually shrink with the development of their careers, even reaching an insignificant position, although the proportion of service reward for a single product is indeed not small. Developing downline can gradually put itself at the top of the pyramid by building a sales pyramid, and gain benefits from successful sales and developing downline. This way is relatively easier and faster, so it will get more attention. The most fundamental reason why pyramid selling is banned in China is that the interests drive too much attention to attract offline.
Benefit-driven is an important means of marketing, but benefit is also an important factor that leads people to forget the essence of things. The so-called heart full of interests is nothing more than that. Amway is also aware of this problem, so it repeatedly emphasizes in Amway's cultural propaganda that "our cause needs hard work". However, even correct and well-intentioned dissuasion may be ignored, not to mention the uneven quality of Amway direct sales personnel, which puts forward higher requirements for the infiltration of Amway culture in this respect.
(2) the relationship between the upper and lower lines is broken.
Amway's up-and-down relationship is linked by feelings and economic interests, and emotional rejection of the other party or conflict of interests may lead to the breakdown of the up-and-down relationship.
Under Amway's incentive system, online income largely depends on successful offline management and communication. Therefore, relatively speaking, online is more inclined to maintain the relationship between teams, and usually does not feel divided from offline in consciousness. Even if there is, it will not be easily shown. On the contrary, offline may feel that online management is too much, and even interfere with their private lives. "Sometimes when I'm in a bad mood, I'm called to attend an Amway meeting online, which makes me feel restricted, so I get angry with her." Some people feel that they can't agree with their work style when they get off the assembly line, and their values are quite different. Although the operation of Amway's strong culture can narrow the gap between people's ideas, and the training of working methods is almost gradual, after all, personal experiences and backgrounds are very different. Along with emotional conflicts, there are also economic conflicts. Although the close economic income relationship between online and offline can be diluted by Amway's vigorous publicity, it is inevitable that people will feel more or less exploited. Once this feeling is brought into the communication between superiors and subordinates, it becomes a potential factor threatening their relationship. The breakdown of the relationship between the upper and lower lines caused by the above reasons can be improved by re-selecting the upper line, but it is more likely to choose to leave.
(3) the dream is shattered
When the dream and its corresponding scheme are successful, its members will reposition their significance in the organization and fight for their dreams; On the contrary, if it fails, it may lead members to leave the organization and eventually leave.
From the corporate culture of Amway, we can see that although it is abstract and seemingly unpredictable, it is indeed an effective management tool, which can be operated and bring efficiency to the enterprise. Of course, the operation of corporate culture should be different because of the different industry background and development process, but for China enterprises, there seems to be more to be done.
What you do is up to you.