By 1994 K'netix had already achieved some remarkable results. However, they found it difficult to document how such intangible theories equated to success. The statistics below are their best way of tangibly displaying the benefits of their business model.
• 65% of Buckman’s associates were out selling, compared to 16% in 1979.
• 33% of sales were from products less than five years old, compared to 22% prior to K'Netix. • 72% of associates were college graduates, compared to 39% in 1979.
K'netix had gained massive success and recognition by 1999, but challenges persisted to arise. The major new challenge introduced in this section is, "How do you build trust in a virtual world?" Some of the problems outlined are: loyalty, how to build trust and economic pressures. It is proposed that 90% of the trust and loyalty problems are cultural and rely on abstract concepts that you cannot see on paper in an accounting office. The article goes on to say that the core of the situation is wether or not people trust the sources of information. One of the most interesting things
about the whole journey of K'Netix, which is outlined in the concluding statement, is that it was not built on a road to a predefined destination, but rather a journey being led in whatever direction was most beneficial for the user. The end goal being to get to the creative use of knowledge. When asked if they know how they are going to get there the answer was, "Hell no."