Shortly after the establishment of Amway, a dealer named Victor took a different approach from other dealers. He believes that a person with strong leadership skills trained six teams and then devalued successfully in the process of copying, then the leaders of six teams can only train four teams, and the next generation can only train two teams, even if it is 6-4-2, it can still be successful. This is probably the earliest model operation. He called this mode 642 operation, which is not the same concept as Ruxin 642 system which was more influential in Chinese mainland later, but they are closely related. The story between them will be detailed below. The time lasted until 1964, when Jaeger, who was still a truck driver delivering beer, became a preferential customer of Amway 1 1 at that time under the recommendation of his distant relative Ruth Bing, and started his direct selling career, but this was not the beginning of Jaeger's system. Qirusi Bin is a subordinate of Vecto. According to the rules of direct selling, Jaeger followed Vecto's 642 model for ten years from 1964 to 1974, and his achievements were also outstanding. It is reported that Jaeger had a 642 car brand, a 642 phone number and a 642 logo at the tail of the plane. Later, Mr. Victor, who was getting older and older, even asked his son to learn direct selling operation with Jaeger. However, Jaeger also encountered problems. After he got DD, he found it difficult for him to reach a higher position. He began to find a person's lack of strength, so he groped for a set of systematic operations. In a sense, Vico 642 can only be called a direct selling operation mode, and Jaeger is the real direct selling system after adding some systematic operation concepts, so the folklore Jaeger is the ancestor of the system. Amway has always believed that 80% of its performance should come from sales and 20% from its own use. We can clearly see this from Devise, one of its founders, who advocates sales and promotion. 1974, Jaeger began to form some of his own styles and summed up his own business outlook. He first put forward the concept of reversing two proportions used by Ann. He thought that 80% should come from the personal consumption of team members and 20% should be the promotion of products. He said he wanted to set up a personal network. He thinks that human nature doesn't like selling. No one is born to ask for help, everyone likes to be asked, so selling is against human nature. Therefore, the industry basically regards this year as the real beginning year of Jaeger system. In addition, Jaeger's system has two concepts besides the special distribution concept of consumption and promotion ratio. The first is to attach importance to training, and the second is to attach importance to the establishment of tool flow. Jaeger was not the only system of Amway at that time, but because of Jaeger's consumption concept and the American economic crisis in the 1970s, it was able to grow smoothly and derive different systems. 1973 the first oil crisis was devastating to the American economy. At that time, the American economy shrank by one third, the federal deficit increased from $4.7 billion to $45.2 billion, the inflation rate rose from 3.4% to 12.2%, the unemployment rate rose from 4.9% to 8.5%, and the labor productivity growth decreased from 6.6% to 1.9. The low threshold of direct selling and the idea of starting a business are naturally suitable for American values, which has absorbed a large number of unemployed people for a time, and direct selling has achieved a breakthrough development, which is no less than the development of 1996 and 1997 direct selling in China. With the gradual growth of direct selling, many direct selling enterprises operate illegally, which has caused extremely bad influence, and many cases of illegal pyramid selling have appeared. The news media, the government and the US Federal Trade Commission are all beginning to pay attention to this industry. The US Federal Trade Commission sued three direct selling companies in succession. The first is "Holiday Magic", the second is "Jerova" and the third is called "Kokas", all of which are considered as illegal pyramids. Pyramid is the default standard for FTC to judge whether it is illegal or not. Amway is the fourth company to be sued. From 1974 to 1979, after nearly five years of investigation and evidence collection, the US Federal Trade Commission finally recognized Amway as a legal company. Amway Company won the lawsuit by virtue of its business rules and honest behavior, which is the first case in which a company won the case since the United States cracked down on pyramid schemes. Since then, Amway has become the blueprint of the formal direct selling industry in the United States. During the investigation by the US Federal Trade Commission, Amway Company encountered a dark era of operation. Like China 1998, all the media criticized Amway by name and questioned whether it could engage in Amway. Amway, who got rid of the lawsuit, found that many sales-oriented networks had been crossed in the past, and Jaeger system with the concept of consumer interests became the biggest beneficiary and the largest network at that time. 1978, Jaeger System registered and established Intel International Enterprise in North Carolina, USA, which marked Jaeger System's development in the direction of enterprise. Later, the development speed was amazing: the annual meeting scale rapidly developed from 1000 in the early 1970s to 75,000 in the early 1990s, so that the annual meeting was scattered in six locations in the United States. This phenomenon not only occurs in the United States, but also worldwide, Jaeger Network holds two to ten annual meetings attended by dealers with more than 1.5 million people every year. On the weekend of 1970, a key figure in Jaeger's system appeared. He used to be the municipal director in Goldsborough, North Carolina. This is Bill Barrett. Barrett visited Jaeger and learned about Amway. Under the guidance of Jaeger, Barrett started his direct selling career and worked closely with Jaeger for many years until their network was too big to do business together. After Bayar and Jaeger separated, he improved some shortcomings of Jaeger system and established his own system, named Bayar system. This is the first system split from Jaeger's system in the United States, and it is also a well-developed system in China and even in the world. It should also be noted that during the cooperation between Barrett and Jaeger, he was very much in favor of the operation mode of 642, so after he established his own system, Barrett's system was directly called 642 system. Although he is also leading his own system, his business development model is still very similar to Jaeger's, such as setting up dreams and taking tools as an important measure; For example, teach people to spend time communicating with their referees. In 200 1 year, as Ruxin started the China market, the 642 system created by Wang Kuanming entered China. Mr. Wang Kuanming was originally the diamond of Amway Baird system, but later he brought the concept of the system to Ruxin, and its operation mode came down in one continuous line with Jaeger and Baird. Like Jaeger's early strategy in China, 642 also took the merger route in China, targeting the high-end Amway and other teams like Ruxin. For a time, it seems that all the new markets in the country are all under the banner of 642, causing an uproar again. On the one hand, 642 has developed rapidly, and team members worship 642. On the other hand, the death rate of the team is surprisingly high, and other teams are complaining about 642. In the eyes of many people, 642 is a gang that pulls people to pull stocks. Why is this happening? I think there are also the following reasons: 1 Like Jaeger, the merger of 642 has damaged the vested interests of other teams and will definitely lead to resentment. 2. The education of Jaeger and Bered emphasizes the improvement of internal quality first, and needs to spend a lot of energy on learning. However, Ruxin's bonus system obviously didn't give people such time, so 642 people naturally focused on merging other teams to mature, while those 642 members whose abilities needed to be improved couldn't keep up with the speed and were eliminated by Ruxin. 3. Since it is a merged * * *, the natural and slowly cultivated * * * are different in ideology and the concept is not pure enough. So on the surface, 642 has been copied quickly, but in the deep mind, it has been very different from Jaeger and Barrett, and it has been formed, but it has not actually been. The rapid development makes the basic work not solid. This is why Xiemei system split from 642 so quickly. For example, Ruxin 642 did integrate a large number of people in China at that time, but due to the pressure of Ruxin system and the defects of basic work, many talents were lost and diverted to other companies at that time. In addition to the current domestic Ruxin 642, it also split the Ruxin Xiemei system. Among them, Nu Xin 642 and other three armed forces also borrowed from the operation mode of the 642 system and entered the new century alone. Its team has gathered many elites from traditional industries and direct selling circles, and is constantly improving its own system. At present, it calls itself Lixin 642 system and operates in an industrialized and systematic way. Its characteristic is to emphasize the unified way of thinking and behavior, and to establish a tool flow. For example, Nu 642, more people are diverted from unknown double-track companies. In the name of their excellent eloquence and creative system, they have integrated some newcomers from other companies who have a bad mentality and don't understand direct sales. It is also a typical representative of the flicker school. If there is a system in the dual-track system, these floating "elites" should be the founders of the "flicker school system" (of course, Usana abroad also has a successful system). Many people have been misled by the term "initiative". Some people with a little ability want to create a system and achieve something. In fact, they are more about hurting and destroying contacts. So apart from the shadow of Bill Baird's system, such as New Team 642 and New Century Team 642, among so many Amway teams I have contacted, I haven't met any Amway 642 team. As for the 642 "elites" who were originally scattered in some win-win companies, I think it is necessary to supplement and improve their own quality and really understand the direct selling industry, instead of just wandering around in newly opened companies. System is a successful model, not a deceptive tool. Correctness is the most basic.

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