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1. The BluRipple rewards program offers various rewards for purchasing products and sponsoring others but does not guarantee any level of success or earnings. Program terms and conditions are subject to change. 2. Rewards are earned through direct product purchases and sponsoring others to purchase products. The various reward programs provide points, entries into other drawings, and high-value prizes like phones and cars. 3. Larger rewards have requirements for higher levels of sponsorship, such as sponsoring 7 or 50 other distributors to qualify for matching reward points or a brand new car respectively. Eligibility is based on purchase history and the performance of one's sponsor network.
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1. The BluRipple rewards program allows members to earn points for product purchases and sponsoring others. Points can be used for daily rewards drawings or earning higher tiers with more direct sponsors.
2. Members begin in the Ultimate9 program and can earn 4,500 points for their first product purchase if 9 additional products are purchased through their referral link.
3. As members gain direct sponsors through additional purchases or referrals, they become eligible for higher reward tiers like daily drawings, free binary slots, phones, cash bonuses, and a car. Success and rewards are not guaranteed.
Just Need Plan
This document outlines the compensation plan for an MLM company. It describes 9 ways distributors can earn income:
1) Retail bonuses of up to 20% on product sales.
2) Super distributor bonuses that reward heavy retailers with 15-35% bonuses on sales volumes over 100PV.
3) Just Need promoter bonuses that pay 10% of secondary team's point volumes up to 20,000 rupees weekly.
4) Business generation bonuses that pay 2-6% on sales volumes in up to 8 generations of one's downline.
5) Leadership bonuses of 4% on entire downline volumes for emerald and higher ranks.
6) Mentorship bonuses of 4%
JUST NEED RETAIL PVT LTD
JUST NEED IS A SIMPLE AND SUSTAINABLE PLATFORM TO BECAME ENTREPRENEUR IN RETAIL AND DIRECT SALE INDUSTRY.
10. ibm s_shas
IBM created the Shared Hospital Accounting System (SHAS) in the 1960s to address declining mainframe sales and the increased billing complexities caused by the introduction of Medicare. SHAS allowed smaller hospitals to share the large costs associated with running applications on IBM's System/360 mainframes. While SHAS was successful in automating many hospitals, its complex job control language and system bugs caused issues. SHAS also had some limitations with field sizes that could eventually be outgrown. However, it established the concept of shared systems that became more widely adopted in the healthcare industry.
31. his inc_-_part_2
HIS Inc hired a new director of marketing to lead their entry into the IBM mainframe market. The director recruited experienced sales and marketing professionals from other companies. However, there was no working product yet as the programming team was still working on translating code. The director developed a strategy to sell the "vision" of the future product using marketing materials, sales demonstrations, and executive commitments, which generated some initial deals. However, delays in completing the product and increased competition from other companies entering the market led to challenges for HIS Inc.
57. dairyland _part_2
Dairyland grew rapidly under the leadership of Steve Klick and Mark Middendorf by offering very competitive pricing that undercut established vendors and through a series of acquisitions of other healthcare IT companies. In the late 1980s, Dairyland's pricing for a hospital information system was significantly lower than its three main competitors at the time. Dairyland grew from serving 3 clients in 1 state with 5 employees and under $1 million in revenue in 1981 to serving 400 clients across 38 states with 250 employees and $33 million in revenue by 2005 through this aggressive growth strategy of pricing and acquisitions.
Nelson mandela
Nelson Mandela was a South African anti-apartheid revolutionary and politician who served as President of South Africa from 1994 to 1999. He was born in 1918 in South Africa and spent 27 years in prison from 1962 to 1990 for fighting against apartheid and racial segregation. Mandela is celebrated for his leadership in dismantling apartheid and establishing a multi-racial democracy in South Africa. He received numerous honors for his work, including the Nobel Peace Prize in 1993.
8. clinical mainframe_systems
Mike Mulhall was IBM's young project manager for their pilot project at Monmouth Medical Center in the 1960s to develop the first clinical software applications to run on IBM mainframe systems. He studied hospital workflows and developed order entry and communication of orders between nurses and departments. However, getting nurses and doctors to use the computer terminals proved difficult. After various attempts, such as using transcriptionists, the high costs ended the project, but the experience helped Mike in his later role developing successful clinical systems at Shared Medical Systems.
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1. The BluRipple rewards program allows members to earn points for product purchases and sponsoring others. Points can be used for daily rewards drawings or earning higher tiers with more direct sponsors.
2. Members begin in the Ultimate9 program and can earn 4,500 points for their first product purchase if 9 additional products are purchased through their referral link.
3. As members gain direct sponsors through additional purchases or referrals, they become eligible for higher reward tiers like daily drawings, free binary slots, phones, cash bonuses, and a car. Success and rewards are not guaranteed.
Just Need Plan
This document outlines the compensation plan for an MLM company. It describes 9 ways distributors can earn income:
1) Retail bonuses of up to 20% on product sales.
2) Super distributor bonuses that reward heavy retailers with 15-35% bonuses on sales volumes over 100PV.
3) Just Need promoter bonuses that pay 10% of secondary team's point volumes up to 20,000 rupees weekly.
4) Business generation bonuses that pay 2-6% on sales volumes in up to 8 generations of one's downline.
5) Leadership bonuses of 4% on entire downline volumes for emerald and higher ranks.
6) Mentorship bonuses of 4%
JUST NEED RETAIL PVT LTD
JUST NEED IS A SIMPLE AND SUSTAINABLE PLATFORM TO BECAME ENTREPRENEUR IN RETAIL AND DIRECT SALE INDUSTRY.
10. ibm s_shas
IBM created the Shared Hospital Accounting System (SHAS) in the 1960s to address declining mainframe sales and the increased billing complexities caused by the introduction of Medicare. SHAS allowed smaller hospitals to share the large costs associated with running applications on IBM's System/360 mainframes. While SHAS was successful in automating many hospitals, its complex job control language and system bugs caused issues. SHAS also had some limitations with field sizes that could eventually be outgrown. However, it established the concept of shared systems that became more widely adopted in the healthcare industry.
31. his inc_-_part_2
HIS Inc hired a new director of marketing to lead their entry into the IBM mainframe market. The director recruited experienced sales and marketing professionals from other companies. However, there was no working product yet as the programming team was still working on translating code. The director developed a strategy to sell the "vision" of the future product using marketing materials, sales demonstrations, and executive commitments, which generated some initial deals. However, delays in completing the product and increased competition from other companies entering the market led to challenges for HIS Inc.
57. dairyland _part_2
Dairyland grew rapidly under the leadership of Steve Klick and Mark Middendorf by offering very competitive pricing that undercut established vendors and through a series of acquisitions of other healthcare IT companies. In the late 1980s, Dairyland's pricing for a hospital information system was significantly lower than its three main competitors at the time. Dairyland grew from serving 3 clients in 1 state with 5 employees and under $1 million in revenue in 1981 to serving 400 clients across 38 states with 250 employees and $33 million in revenue by 2005 through this aggressive growth strategy of pricing and acquisitions.
Nelson mandela
Nelson Mandela was a South African anti-apartheid revolutionary and politician who served as President of South Africa from 1994 to 1999. He was born in 1918 in South Africa and spent 27 years in prison from 1962 to 1990 for fighting against apartheid and racial segregation. Mandela is celebrated for his leadership in dismantling apartheid and establishing a multi-racial democracy in South Africa. He received numerous honors for his work, including the Nobel Peace Prize in 1993.
8. clinical mainframe_systems
Mike Mulhall was IBM's young project manager for their pilot project at Monmouth Medical Center in the 1960s to develop the first clinical software applications to run on IBM mainframe systems. He studied hospital workflows and developed order entry and communication of orders between nurses and departments. However, getting nurses and doctors to use the computer terminals proved difficult. After various attempts, such as using transcriptionists, the high costs ended the project, but the experience helped Mike in his later role developing successful clinical systems at Shared Medical Systems.
39. hmds _part_1
Frank Poggio was an early pioneer who built one of the first complete hospital information systems on microcomputers in the early 1980s. He created financial applications like cost reporting and general accounting that ran on Radio Shack TRS-80 and IBM PC systems. These applications sold over 1,000 copies through a partnership with Ernst & Whinney. Poggio then expanded his system into a complete hospital information system that used two PCs connected by physical transfer of diskettes. He utilized the Metafile database system to achieve online, real-time functionality on his microcomputer-based system.
48. med take_part_2
This document discusses the early history of bedside computing terminals in healthcare. It describes three pioneering systems - NCR's PNUT from 1982, CliniCom's CliniCare from 1984, and Patient Technology Inc.'s MedTake from the 1970s. These systems aimed to address the problem of illegible paper notes by allowing nurses to record data at the patient's bedside. The document then focuses on MedTake, describing its acquisition by Micro Healthsystems in 1986 and implementation at two early pilot sites. It introduces some of the individuals involved in developing MedTake.
31. his inc_-_part_2
HIS Inc hired a new director of marketing to lead their entry into the IBM mainframe market. The director recruited experienced sales and marketing professionals from other companies. However, there was no working product yet as the programming team was still working on translating code. The director developed a strategy to sell the "vision" of the future product using marketing materials, sales demonstrations, and executive commitments, which generated some initial deals. However, delays in completing the product and increased competition from other companies entering the market led to challenges for HIS Inc.
17. compucare
This document summarizes the early history of the Compucare healthcare IT company. It describes how founder Sheldon Dorenfest originally envisioned Compucare as a shared system vendor in 1969, but then pioneered the facilities management model of outsourcing hospital IT departments. Compucare grew quickly using this model before facing challenges developing clinical applications. It acquired applications from Meditech and eventually was sold to Baxter. Baxter later sold Compucare back to founder Ron Aprahamian, who rebuilt it and it was later acquired by QuadraMed, where remnants of the system still run today.
39 a. bill_corum
Bill Corum, a Vice President at McDonnell-Douglas Automation Company, passed away at his home in California. He had a long and distinguished career in the HIS (Healthcare Information Systems) industry, starting as an engineering draftsman in 1957 and working his way up to become VP. He was described as highly intelligent, a great leader, hard working, and always willing to help others. After leaving McDonnell-Douglas, he joined a consulting firm with a former colleague and helped many hospitals with Y2K issues until his retirement in the mid-2000s. He had a very positive impact on the HIS field over his many decades of service.
4. management fads
This document discusses evolving management fads in the healthcare IT industry over the past four decades:
- The 1970s saw the rise of "Management By Objectives" to set goals and track progress.
- Productivity measures became popular in the 1980s to increase efficiency.
- Total Quality Management and Continuous Quality Improvement were trends in the 1990s focusing on reducing errors.
- Six Sigma emerged in the 2000s building on prior methods but with a special infrastructure to minimize defects.
The document examines how each approach was adopted and later modified or replaced over time.
103. siemens, part 4
SMS developed many mini and micro-based products to complement their mainframe systems. These included ACTIon, which ran on Four Phase and DEC minis, providing front-end access to the mainframe. SMS also acquired total mini-based HIS like Allegra and MedSeries4. Additionally, SMS pioneered PC-based networks with Harmony and developed the first versions of their ancillary systems on DEC minis before moving them to client-server architectures on PCs as Novius. Today Siemens still supports many of these legacy mini and micro-based products in hundreds of customer sites.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed in the 1960s that acquired Ferranti in the late 1980s. Pentamation developed the Leadership Series on DEC minis, growing to 30 hospitals before Ferranti acquired its healthcare divisions. However, Ferranti collapsed in 1993 and sold the US operations including Leadership Series to Keane. Keane tried to convert customers to its Threshold product. Key people like Dave Shor had illustrious careers before and after HIS. Next week will cover Keane's acquisition of Infostat.
83. meditech part 1
This document provides an overview and history of Meditech, one of the leading healthcare IT vendors. Some key points:
- Meditech was founded in 1969 and is one of only a few vendors that has never been acquired or merged, remaining under the same senior management for over 40 years.
- It claims over 2,300 clients globally, with around 1,300 hospitals still using one of its three electronic health record systems in the US.
- Upcoming episodes will provide more details on Meditech's three different EHR systems and perspectives from industry experts on the company's long history in the healthcare IT field.
79. next gen part 1
NextGen began as Quality Systems Inc. (QSI), founded in 1973 developing dental software. QSI acquired several companies over time to expand into medical records and practice management systems, including Clinitec in 1996 and MicroMed Healthcare in 1997. This formed the basis for their "NextGen" solution. NextGen further grew their hospital information systems business by acquiring Sphere in 1984, Opus in 1987, and IntraNexus in 1992. Next week's episode will provide more details on these acquisitions and how they made NextGen a major player in both physician practice and hospital information systems markets.
59. hms, part 1
This document provides an overview of the founding and early history of Healthcare Management Systems (HMS), a healthcare IT vendor based in Nashville, TN. It describes how John Doss and Tom Givens co-founded HMS in 1984 after recognizing an opportunity to create a new hospital information system in response to the introduction of DRG-based reimbursement and the needs of hospital chains. The document sets up the story to be continued next week, providing more details from Tom Givens on how they started the company with initial funding from the sale of his previous employer and partnered with hardware vendors.
85. meditech part 3
Meditech began in 1969 using the MUMPS programming language and over time renamed their variant MIIS. Their first healthcare product was a lab system for Cape Cod Hospital in 1970. Around 1979, they introduced their Magic language which allowed screen designs to automatically generate code. In 1994 they released their first "Client/Server" system to move to a multi-tiered architecture, which then saw rapid growth. Their most recent platform release is 6.0 called Meditech Advanced Technology (MAT). The summary discusses Meditech's three main platforms over their 40 year history progressing from MUMPS to Magic to Client/Server and now MAT.
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This document summarizes the empowerment program and business opportunity provided by Orbit Digital Media. It outlines the various subscription package levels, requirements for KYC compliance, methods for earning loyalty points including working from home assignments and referring new subscribers. Loyalty points can be used to purchase additional subscriptions or withdrawn as cash after taxes. The terms also describe rewards programs for achieving high business volumes and subscriber counts within timeframes.
The Official Empower Network Affiliate Compensation Model
The Official Empower Network Affiliate Compensation Model
Join Here ===> http://mobilecashstreams.com/mobile-cash-env2rich/?c=mobile
En compensation-model
The document summarizes the Empower Network affiliate compensation model. It outlines four important points: 1) Commissions are only generated from product sales, not affiliate signups. 2) Each product has its own compensation plan. 3) Success depends on individual effort, not guarantees. 4) To qualify for commissions, affiliates must complete three steps - sign up, generate a sale, and activate a payment method.
It provides an example of how the compensation structure works, with affiliates earning 100% commission on most of their own sales and a portion of their downline's sales. It illustrates how the model aims to motivate affiliates to help their downline succeed without losing potential future value from customers.
En compensation-model
The Official Empower Network Affiliate Compensation Model
Join Here ===> http://mobilecashstreams.com/mobile-cash-env2rich/?c=mobile
JeunesseFinancialRewardsPlanUS
This document summarizes the financial rewards plan for Jeunesse, a company that sells anti-aging products. It outlines six ways distributors can earn income, including retail profits, bonuses for recruiting new distributors and customers, team commissions, and more. It also describes lifestyle rewards for top distributors, such as an all-expenses-paid trip to Hawaii for Emerald-level distributors. The financial rewards plan is designed to incentivize distributors to grow their business by recruiting others and selling Jeunesse products.
CompensationPlanDetails Feb 1 2016 v12
The document discusses the compensation plan details for SendOutCards, which offers multiple ways for distributors to earn income, including through direct retail profits, bonuses, and commissions. As a distributor, you can earn money by selling directly to customers, receiving bonuses for acquiring new customers and advancing in rank, and earning commissions based on sales volumes by your downline organization. The document defines terms like qualifying volume and commissionable volume that determine compensation.
Compensation plan us_en
Javita's compensation plan provides multiple ways for members to earn income, including direct sales profits, personal customer commissions, first order bonuses, and monthly bonuses based on achieving different ranks. The plan rewards building a team by sharing percentages of total sales volumes. It also includes benefits like a car bonus program for high-ranking members.
Jeunesse Financial Rewards Plan
1) The document describes Jeunesse's six ways for distributors to earn income, including retail profits, bonuses on new customer orders, team commissions, matching bonuses, and shares of a diamond bonus pool.
2) It provides details on Jeunesse's "Get 2, It's Paid For You" program which allows distributors to earn bonuses and free products for signing up new preferred customers.
3) It explains the requirements to qualify for earning team commissions and higher bonuses, including maintaining a certain monthly personal volume and sponsoring other distributors.
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39. hmds _part_1
Frank Poggio was an early pioneer who built one of the first complete hospital information systems on microcomputers in the early 1980s. He created financial applications like cost reporting and general accounting that ran on Radio Shack TRS-80 and IBM PC systems. These applications sold over 1,000 copies through a partnership with Ernst & Whinney. Poggio then expanded his system into a complete hospital information system that used two PCs connected by physical transfer of diskettes. He utilized the Metafile database system to achieve online, real-time functionality on his microcomputer-based system.
48. med take_part_2
This document discusses the early history of bedside computing terminals in healthcare. It describes three pioneering systems - NCR's PNUT from 1982, CliniCom's CliniCare from 1984, and Patient Technology Inc.'s MedTake from the 1970s. These systems aimed to address the problem of illegible paper notes by allowing nurses to record data at the patient's bedside. The document then focuses on MedTake, describing its acquisition by Micro Healthsystems in 1986 and implementation at two early pilot sites. It introduces some of the individuals involved in developing MedTake.
31. his inc_-_part_2
HIS Inc hired a new director of marketing to lead their entry into the IBM mainframe market. The director recruited experienced sales and marketing professionals from other companies. However, there was no working product yet as the programming team was still working on translating code. The director developed a strategy to sell the "vision" of the future product using marketing materials, sales demonstrations, and executive commitments, which generated some initial deals. However, delays in completing the product and increased competition from other companies entering the market led to challenges for HIS Inc.
17. compucare
This document summarizes the early history of the Compucare healthcare IT company. It describes how founder Sheldon Dorenfest originally envisioned Compucare as a shared system vendor in 1969, but then pioneered the facilities management model of outsourcing hospital IT departments. Compucare grew quickly using this model before facing challenges developing clinical applications. It acquired applications from Meditech and eventually was sold to Baxter. Baxter later sold Compucare back to founder Ron Aprahamian, who rebuilt it and it was later acquired by QuadraMed, where remnants of the system still run today.
39 a. bill_corum
Bill Corum, a Vice President at McDonnell-Douglas Automation Company, passed away at his home in California. He had a long and distinguished career in the HIS (Healthcare Information Systems) industry, starting as an engineering draftsman in 1957 and working his way up to become VP. He was described as highly intelligent, a great leader, hard working, and always willing to help others. After leaving McDonnell-Douglas, he joined a consulting firm with a former colleague and helped many hospitals with Y2K issues until his retirement in the mid-2000s. He had a very positive impact on the HIS field over his many decades of service.
4. management fads
This document discusses evolving management fads in the healthcare IT industry over the past four decades:
- The 1970s saw the rise of "Management By Objectives" to set goals and track progress.
- Productivity measures became popular in the 1980s to increase efficiency.
- Total Quality Management and Continuous Quality Improvement were trends in the 1990s focusing on reducing errors.
- Six Sigma emerged in the 2000s building on prior methods but with a special infrastructure to minimize defects.
The document examines how each approach was adopted and later modified or replaced over time.
103. siemens, part 4
SMS developed many mini and micro-based products to complement their mainframe systems. These included ACTIon, which ran on Four Phase and DEC minis, providing front-end access to the mainframe. SMS also acquired total mini-based HIS like Allegra and MedSeries4. Additionally, SMS pioneered PC-based networks with Harmony and developed the first versions of their ancillary systems on DEC minis before moving them to client-server architectures on PCs as Novius. Today Siemens still supports many of these legacy mini and micro-based products in hundreds of customer sites.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed in the 1960s that acquired Ferranti in the late 1980s. Pentamation developed the Leadership Series on DEC minis, growing to 30 hospitals before Ferranti acquired its healthcare divisions. However, Ferranti collapsed in 1993 and sold the US operations including Leadership Series to Keane. Keane tried to convert customers to its Threshold product. Key people like Dave Shor had illustrious careers before and after HIS. Next week will cover Keane's acquisition of Infostat.
83. meditech part 1
This document provides an overview and history of Meditech, one of the leading healthcare IT vendors. Some key points:
- Meditech was founded in 1969 and is one of only a few vendors that has never been acquired or merged, remaining under the same senior management for over 40 years.
- It claims over 2,300 clients globally, with around 1,300 hospitals still using one of its three electronic health record systems in the US.
- Upcoming episodes will provide more details on Meditech's three different EHR systems and perspectives from industry experts on the company's long history in the healthcare IT field.
79. next gen part 1
NextGen began as Quality Systems Inc. (QSI), founded in 1973 developing dental software. QSI acquired several companies over time to expand into medical records and practice management systems, including Clinitec in 1996 and MicroMed Healthcare in 1997. This formed the basis for their "NextGen" solution. NextGen further grew their hospital information systems business by acquiring Sphere in 1984, Opus in 1987, and IntraNexus in 1992. Next week's episode will provide more details on these acquisitions and how they made NextGen a major player in both physician practice and hospital information systems markets.
59. hms, part 1
This document provides an overview of the founding and early history of Healthcare Management Systems (HMS), a healthcare IT vendor based in Nashville, TN. It describes how John Doss and Tom Givens co-founded HMS in 1984 after recognizing an opportunity to create a new hospital information system in response to the introduction of DRG-based reimbursement and the needs of hospital chains. The document sets up the story to be continued next week, providing more details from Tom Givens on how they started the company with initial funding from the sale of his previous employer and partnered with hardware vendors.
85. meditech part 3
Meditech began in 1969 using the MUMPS programming language and over time renamed their variant MIIS. Their first healthcare product was a lab system for Cape Cod Hospital in 1970. Around 1979, they introduced their Magic language which allowed screen designs to automatically generate code. In 1994 they released their first "Client/Server" system to move to a multi-tiered architecture, which then saw rapid growth. Their most recent platform release is 6.0 called Meditech Advanced Technology (MAT). The summary discusses Meditech's three main platforms over their 40 year history progressing from MUMPS to Magic to Client/Server and now MAT.
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This document summarizes the empowerment program and business opportunity provided by Orbit Digital Media. It outlines the various subscription package levels, requirements for KYC compliance, methods for earning loyalty points including working from home assignments and referring new subscribers. Loyalty points can be used to purchase additional subscriptions or withdrawn as cash after taxes. The terms also describe rewards programs for achieving high business volumes and subscriber counts within timeframes.
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The document summarizes the Empower Network affiliate compensation model. It outlines four important points: 1) Commissions are only generated from product sales, not affiliate signups. 2) Each product has its own compensation plan. 3) Success depends on individual effort, not guarantees. 4) To qualify for commissions, affiliates must complete three steps - sign up, generate a sale, and activate a payment method.
It provides an example of how the compensation structure works, with affiliates earning 100% commission on most of their own sales and a portion of their downline's sales. It illustrates how the model aims to motivate affiliates to help their downline succeed without losing potential future value from customers.
En compensation-model
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JeunesseFinancialRewardsPlanUS
This document summarizes the financial rewards plan for Jeunesse, a company that sells anti-aging products. It outlines six ways distributors can earn income, including retail profits, bonuses for recruiting new distributors and customers, team commissions, and more. It also describes lifestyle rewards for top distributors, such as an all-expenses-paid trip to Hawaii for Emerald-level distributors. The financial rewards plan is designed to incentivize distributors to grow their business by recruiting others and selling Jeunesse products.
CompensationPlanDetails Feb 1 2016 v12
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1) The document describes Jeunesse's six ways for distributors to earn income, including retail profits, bonuses on new customer orders, team commissions, matching bonuses, and shares of a diamond bonus pool.
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3) It explains the requirements to qualify for earning team commissions and higher bonuses, including maintaining a certain monthly personal volume and sponsoring other distributors.
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1) The document describes Jeunesse's six ways for distributors to earn income, including retail profits, bonuses on new customer orders, team commissions, matching bonuses, and shares of a diamond bonus pool.
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JeunesseFinancialRewardsPlanUS
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3) It explains the requirements to qualify for earning team commissions and higher bonuses, including maintaining a certain monthly personal volume and sponsoring other distributors.
JeunesseFinancialRewardsPlanUS
1. The document describes Jeunesse's Financial Rewards Plan, which provides six ways for distributors to earn income, including retail profits, bonuses on product packages, team commissions, matching bonuses, and customer acquisition incentives.
2. Distributors can earn retail profits of 20-45% on product sales and bonuses from $25 to $250 are paid for selling certain product packages. Team commissions can earn up to $26,260 per week.
3. Additional income comes from matching bonuses on team commissions of up to seven levels deep, and customer acquisition incentives of 5-10% for having 5-10 retail customers or preferred customers.
Jeunesse Global Opportunity 2015
1) The document describes Jeunesse's six ways for distributors to earn income, including retail profits, bonuses on new customer orders, team commissions, matching bonuses, and shares of a diamond bonus pool.
2) It provides details on Jeunesse's "Get 2, It's Paid For You" program which allows distributors to earn bonuses and free products for signing up new preferred customers.
3) It explains the requirements to qualify for earning team commissions and higher bonuses, including maintaining a certain monthly personal volume and sponsoring other distributors.
OPORTUNIDADE JEUNESSE GLOBAL 2015
Estamos encantados por Você ter escolhido a Jeunesse Global® como seu parceiro.
Se Você esta procurando assegurar o seu futuro financeiro, o nosso objetivo é fornecer todos os meios para tal, seja com produtos que ficarás orgulhoso em representar e partilhar com outras pessoas ou com a excelente oportunidade de distribuição global com rendimentos crescentes e altamente vantajosos que só a Jeunesse Global® tem condições para lhe oferecer.
Nossos produtos estão na vanguarda da ciência e tecnologia, e têm uma sólida posição no mercado, cada vez mais crescente, de antienvelhecimento.
Maiores detalhes e cadastramento acesse:
www.rejuvenatenow.wix.com/segredosdajuventude
Jeunesse Global verslo planas
1) The document describes Jeunesse's six ways for distributors to earn income, including retail profits, bonuses on new customer orders, team commissions, matching bonuses, and shares of a diamond bonus pool.
2) It provides details on Jeunesse's "Get 2, It's Paid For You" program which allows distributors to earn bonuses and free products for signing up new preferred customers.
3) It explains the requirements to qualify for earning team commissions and higher bonuses, including maintaining a certain monthly personal volume and sponsoring other distributors.
Financial plan
This opportunity presentation will show you how you can earn for your productivity. Usually, you can make money with 1 way, but here you can learn how to earn by 6 different ways.
Jeunesse Compensation plan
Every company promises rewards that are financial. We promise rewards that are so much more than just money—they change outlooks, reshape goals and dreams, and transform the way people experience life. With one of the most lucrative and truly balanced compensation plans around, the Jeunesse Financial Rewards Plan is able to reward more people with more money.
Jeunesse financial rewards plan
Jeunesse FINANCIAL REWARDS
You set your own goals on your own schedule.
We give you exclusive products, expert training resources and pro marketing materials to build your business on your terms. Whether you’re looking to earn some part-time income or grow your operations on our global platform, Jeunesse provides a lucrative business opportunity for all types of direct sellers.
More information http://vno.jeunesseglobal.com/
Jns 04 opportunity
This document summarizes the financial rewards plan offered by Jeunesse, a company that sells anti-aging products. It outlines six ways distributors can earn income: 1) retail profits from selling products, 2) bonuses for acquiring new customers, 3) team commissions from sales in a distributor's organization, 4) matching bonuses on team commissions of those personally recruited, 5) incentives for acquiring customers, and 6) a share of quarterly diamond bonus pools for high-achieving distributors. Reaching different ranks in the plan allows distributors to earn bonuses on additional levels of their team and qualify for lifestyle and travel rewards. The plan aims to reward distributors for helping others succeed in building their business and selling Je
Jeunesse global compensation plan
Every thing you Need to Know about the Jeunesse global compensation plan http://www.orderonline.jeunesseglobal.com
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The Official Empower Network Affiliate Compensation Model
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- 2. Important: Please Read Terms and Conditions: Rewards Program: The BluRipple consumer rewards program is new and has no earnings history. Rewards earned are based solely on product movement and purchases and company sales experience. Bluripple, Inc. does not guarantee success or any particular level of rewards will be achieved by its consumers. Changes under the consumer rewards program may occur even without prior notice from the company. Rewards Entry Fee: Payment/s received under the consumer rewards program are for product purchase/s made only. These payment/s does/do not constitute as an investment/s of any form much less as a secure investment with specific earning percentage. Bluripple, Inc. does not solicit any investments and does not guaranteed earnings. A consumer only becomes an independent distributor and enjoys discounts, rebates, and other incentives, when he/she has directly paid the required Entry Fee under the regular Marketing Plan (BINARY). False Claims and Misrepresentations: Bluripple, Inc. does not claim responsibility for and may not be held liable for false claims and misrepresentations made by its consumers and independent distributors.
- 3. YOU 1. As a shopper with the purchase of one (1) entry product worth P1,180.00 you get a chance to receive 4,500 points after 9 other shoppers purchase products after you 1 2 3 4 5 6 7 8 9 4,500 points 9 slots with each slot representing a product purchase worth P1,180 ULTIMATE9 REWARDS 2. Upon availment of points, the slot is terminated. However, apart from the 4,500 points, you are given a free slot in the DAILY REWARDS YOU entitlements for free slots earned from repeat purchases and subsequent entries into the ULTIMATE9 rewards which may be attached as direct sponsors no limit as to the number of directs you attach to your usernames *automatic re-entry upon graduation free slot to DAILY REWARDS
- 4. YOU In the event that you make an additional product purchase or purchases which is/are equivalent to an additional P2,360 (1,180 x 2) or you sponsor 2 other persons who procures products of the equivalent amount; effectively you have sponsored 2 direct members into the daily rewards program. direct sponsorship 2 direct sponsorship 1 When you have successfully sponsored two other individuals you are now entitled to the following rewards: ★ Daily Rewards: The following day after your 2nd sponsorship has been encoded into the rewards system, you are entitled to participate in Daily Rewards. Daily rewards are based on the corresponding daily sales of the company divided by the number of active qualifiers. Maximum possible rewards is 1000 points per day. After 10,000 points has been awarded YOU/ USERNAME ceases to participate in the daily rewards. There is an auto-deduct for re-entry. DAILY REWARDS
- 5. YOU Daily Rewards Plus 1 2 Requirement: YOU + 2 directs sponsorships YOU All persons below are qualifiers with 2 directs sponsorships each 25 Qualifiers • Queuing is based on chronological entry into the system • 25 qualifiers must be registered into the system prior to each cycle • Each cycle is worth a free entry into the main binary system • Only one slot is awarded device every cycle Free Entry into BluRipple Main Binary
- 6. YOU Fast Five Rewards 31 2 Requirement: YOU + 5 directs sponsorships YOU All persons below are qualifiers with 5 directs sponsorships each 30 Qualifiers • Queuing is based on chronological entry and qualification into the system • 30 qualifiers must be registered into the system prior to each cycle • Each cycle is worth an iPhone 5 or equivalent device • Only one slot is awarded a device every cycle • Slot is rendered inactive after rewarded device 4 5 Apple iPhone 5
- 7. YOU Blu Seven Rewards 3 1 2 Requirement: YOU + 7 directs sponsorships YOU • Matching rewards (total reward points of direct downlines from Daily Rewards and x 10%) • Rate: 10% per level • Depth: Up to 10th level • Basis is rewards earned by your directs and their directs . . . so on and so forth until 10th level 4 5 6 7 LEVEL % 1 2 3 4 5 6 7 8 9 10 10 10 10 10 10 10 10 10 10 10
- 8. YOU Golden Rewards 50 DIRECTS Requirement: YOU + 50 direct sponsorships YOU All persons below are qualifiers with 52 directs sponsorships each • Queuing is based on chronological entry into the system • 1+52 qualifiers must be registered into the system prior to each cycle • Each cycle is worth a brand new car. Only one slot is awarded a car every cycle • Slot does not repeat. Slot is terminated after rewarded with car 52 qualifiers 50 DIRECTS 52 qualifiers 2nd IN LINE 50 DIRECTS