Rosario and Sergio Rivera
Leading By Example – Moving to the Midwest from Mexico was a bit of a shock to Sergio and Rosario (Charo) Rivera. From the climate (snow!) to the culture, it was all new to them. “So what do you do? You put on more clothes and you adapt!” says Sergio. “Because hot, cold, or whatever, we were not going to let anything stop us.”
They were determined to build their U.S. business to Diamond, just as they had in Mexico. But they soon discovered differences in the large immigrant community.
“The Latinos living here thought differently than those living in Latin America,” said Sergio. “Here, the focus was on putting in a certain number of hours and being paid for those hours; husbands and wives worked many different shifts to earn enough income to keep up, and that was the mindset. We hadn’t encountered that before.”
So they customized their message about the opportunity, explaining that this is a business about teamwork; it isn’t something you do on your own, but it is another way to build a future for yourself, recalls Sergio. The Riveras believe in leading by example, so they put in their own long hours right alongside the others. “We didn’t ask anyone to do anything we didn’t do ourselves,” says Charo.
Mentorship and training are key
As Sergio points out, “There are always challenges for anyone starting any kind of business. But with this, you have the mentors, which is so important, as well as the professional training. So everyone has the same possibilities and opportunities.”
“The training was the biggest discovery of my life,” agrees Charo. “You participate in the educational training and it elevates your self-esteem; you start believing that you are capable of things you never even imagined. And you become the kind of person people like to be with, which has a positive impact on your business as well.”
The Riveras are working to get people more educated about what technology can do for them, so they often have Amway trainers come and give presentations to their larger gatherings. Sergio says, “I really appreciate the interest the company has taken in getting closer to the IBOs in the past few years. We feel our relationship with the staff is genuine and warm.”
The results they’ve achieved themselves are only a steppingstone, say the couple, who have four children, two in the business. “The idea is to keep advancing because you can do a lot more for the people who are following you if you keep showing progress and moving ahead,” says Sergio. “So our strategy today is just as it’s always been: Lead by example.”
“This is an inclusive rather than exclusive business, and that makesall the difference.”
The average monthly Gross Income for “active” IBOs was $202.
Approximately 46% of all IBOs were active.
U.S. IBOs were considered “active” in months in 2010 when they attempted to make a retail sale, or presented the Amway IBO Compensation Plan, or received bonus money, or attended an Amway or IBO meeting. “Gross Income” means the amount received from retail sales, minus the cost of goods sold, plus monthly bonuses and cash incentives. It excludes all annual bonuses and cash incentives, and all non-cash awards. There may be significant business expenses, mostly discretionary, that may be greater in relation to income in the first years of operation.
The approximate percentage of Direct Fulfillment IBOs in North America who achieved Emerald status in FY10 was 0.0281%.
Diamond Income Disclosure