Amway India Controversy - A Case Study

A case study on “Amway’s Multi-level Marketing Experience in India”

By: David, Madhavi and Sajith

Amway’s Multi-level Marketing Experience in IndiaPage 1

The case 'Amway’s Multi-level Marketing Experience in India' examines in detail the operations in

sales and distribution of Amway in India & the issue they had to face in Kerala, India. The

government of Kerala filed case against Amway alleging crimes that it is illegal. How bad was the

situation and how will Amway tackle it- is the discussion point of this case.

Prepared by,

David Varghese, Madhavi Gupta & Sajith P Kumar

(Students IIM Indore, RAK Campus, 2011-2013)


Amway’s Multi-level Marketing Experience in India

"Our biggest challenge is not how to expand the market in India, but how to convince the indifferent Indian consumers about the world-class quality of Amway Products. The quality of the product is Amway's strength." - Sudershan Banerjee, CEO & MD, Amway India in 1999.

On 9th November 2012, police raids have been conducted in Amway offices across Kerala state, India. Kerala has been quite stringent on Multi-level marketing (MLM) companies historically. This was not the first time such raids were happening in Amway offices in Kerala. Due to these raids Amway abolished the joining fee and also changed PV activation rules. Of course they still have renewal fee in the form of Rs. 795. The issues were not fixed when they abolished Rs. 4500 odd joining cost. There were troubles for other MLM companies such as RCM and RMP. There should be more to the list. “At last India government is waking up and bureaucracy is at least taking complaints on fraudsters and dream sellers!” – This was the public opinion. They do not even want themselves to be called an MLM company.

So if everything were legitimate in Amway, why so many alterations? Why a company’s senior members are booked in heavy offence cases? The issue seems to be surrounding at an incident where an IBO was reportedly advised to buy hefty amount of products and returns weren’t accepted.

Amway India President Mr. William Pinckney and his team were facing a tough situation. They have to resolve this issue as soon as possible. Else this will affect their whole business in India

Amway:

Amway (short for American Way) is an American multinational direct-selling company that uses multi-level marketing to sell a variety of products, primarily in the health, beauty, and home care markets. Amway was founded in 1959 by Jay Van Andel and Richard DeVos. Based in Ada, Michigan, the company today is a multibillion-dollar international business representing freedom and opportunity to millions of people in more than 92 countries and territories around the world. Amway reported sales growth of 17%, exceeding USD$10.9 billion for the year ended December 31, 2011 - the sixth consecutive year of growth for the company- through this global product distribution network. Its product lines include home care products, personal care products, jewelry, electronics, Nutrilite dietary supplements, water purifiers, air purifiers, insurance and cosmetics. Amway was ranked No.39, 32 and 28 among the largest private companies in the U.S. by Forbes in 2009, 2010 and 2011 respectively.


History:

Jay Van Andel and Richard DeVos, friends since school days, had been business partners in various endeavors including a hamburger stand, air charter service, and a sailing business. In 1949 they were introduced by Neil Maaskant (Van Andel's second cousin) to the Nutrilite Products Corporation. Nutrilite was a California-based direct sales company founded by Dr. Carl Rehnborg, developer of the first multivitamin marketed in the United States. In August 1949, after a night-long talk, DeVos and Van Andel signed up to become distributors for Nutrilite food supplements. They sold their first box the next day for $19.50. Thus they were introduced to multi-level marketing.

In April 1959, they formed The American Way Association to represent the distributors and look for additional products to market. Their first product was called Frisk, a concentrated organic cleaner developed by a scientist in Ohio. DeVos and Van Andel bought the rights to manufacture and distribute Frisk, and later changed the name to LOC (Liquid Organic Concentrate). They subsequently formed Amway Sales Corporation to procure and inventory products and to handle the sales and marketing plan, and Amway Services Corporation to handle insurance and other benefits for distributors (Amway being an abbreviation of "American Way"). In 1960 they purchased a 50% share in Atco Manufacturing Company in Detroit, the original manufacturers of LOC, and changed its name to Amway Manufacturing Corporation. In 1964 the Amway Sales Corporation, Amway Services Corporation, and Amway Manufacturing Corporation merged to form a single entity, Amway Corporation. Amway bought control of Nutrilite in 1972 and full ownership in 1994.

International expansion:

Amway expanded overseas to Australia in 1971, to Europe in 1973, to parts of Asia in 1974, to Japan in 1979, to Latin America in 1985, to China in 1995, to Africa in 1997, to India and Scandinavia in 1998, to Russia in 2005, and to Vietnam in 2008.

In 1999 Amway launched a company called Quixtar, which is internet based selling. The main difference was that all "Independent Business Owners" (IBO) could order directly from Amway on the internet, rather than from their up line "direct distributor", and have products shipped directly to their home.

Amway India:

Amway India, a wholly owned subsidiary of Amway Corporation, was established in August 1995 after approval by India's Foreign Investment Promotion Board (FIPB). Amway India commenced commercial operations on May 5, 1998 and is now the largest Direct Selling FMCG Company. The Company is headquartered at the National Capital Region of India - New Delhi.


Amway has invested in excess of US $ 35 million in India of this; US $ 6 million in the form of direct foreign investment. Amway India has 400 full time employees and has generated indirect employment for 1,650 persons at all the contract manufacturer locations. Amway India provides free and unlimited training to all its distributors to help them grow their business. Amway India conducted over 34,000 training sessions during in the past 12-months with an attendance of over 1.5 million Amway Business Owners and prospects.

Amway India is a member of the Indian Direct Selling Association (IDSA). The IDSA is an industry regulatory body, with several reputed international and Indian Direct Selling companies as members. A Mumbai-based consumer rights activist, Asha Kidnani, is IDSA’s Ombudsman & Code Administrator. Amway India is also a member of the Confederation of Indian Industries (CII) and Federation of Indian Chambers of Commerce (FICCI).

Product Segments in India:

At present, Amway India offers over 130 products in five categories. They are Personal care category, Home Care category, Nutrition & Wellness category, Cosmetics and Great Value Products. With the exception of Cosmetics range and some products in Nutrition and Wellness category, all Amway India products and bottles are manufactured in India. The products match Amway’s global quality standards. They carry a tamper-proof seal and a ‘100 per cent Money Back Guarantee'. Amway products are environment friendly, and are not tested on animals. Amway encourages the return of its used product bottles for re-cycling and to prevent their misuse.

Amway offer a wide variety of products ranging from health supplements to tooth brush. Some of the product lines of Amway India are mentioned below. (Exhibit 1)

Nutrilite: world‘s leading brand of vitamin, mineral, and dietary supplements, grown harvested, and processed on its own certified organic farms.

Artistry: one of the world‘s top five largest-selling prestige brands of facial skin care and color cosmetics.

Attitude: All products of Attitude contain skin vitalizing Complex that synergistically combines to cleanse, replenish & moisturize the skin making it soft & supple.

Dynamite: Dynamite's range of male grooming products, formulated internationally is designed to deliver the ultimate grooming experience.

Glister: Glister Toothpaste is a revolutionary Multi-Action Toothpaste with Sylodent that offers seven benefits.

Persona: Persona Premium 3 in 1 Soap is a complete soap for the entire family promises refreshing confidence.

Satinique: Satinique Advanced Range with unique Ceramide Infusion System uses nature's own renewing technology to rejuvenate, strengthen and protect your hair.

SA8: SA8 Gelzyme is India's only 3-in-1 laundry detergent which pretreats cleans and softens.


G & H: G&H Range enriched with the goodness of Glycerin and Honey, deeply nourishes and

hydrates the skin for a healthy glow.

LOC High Suds: LOC High Suds is a multipurpose household liquid cleaner.

Dish Drops: Dish Drops is a concentrated hand dishwashing liquid with a powerful "Triadic

Detergency System".

Great Value Products: Great Value Product Range offers you Great Quality, Great Performance,

Great Price and a Money Back Guarantee.

Amway India Financials:

Amway India clocked a turnover of Rs. 2130 crore for the fiscal year 2011, with a growth of 19 per cent over the previous fiscal when it recorded a turnover of Rs. 1790 crore. Amway India ranks among the top FMCG companies in India - a feat achieved in a span of thirteen years. From a turnover of Rs 99 crores back in 1998 to the robust turnover of Rs 2130 crores – Amway India has grown twenty times. The company aims to cross the Rs 2500 crore mark in 2012 (data not available).

Announcing the annual turnover, William S Pinckney, MD & CEO of Amway India said, "The double digit growth for the last four years is buoyed by the launch of world class superior quality products in the lead categories of Health & Beauty, increased consumer access strategy coupled with experiential marketing & brand awareness, penetration of products in semi urban and rural markets of the state and the tremendous effort put by the distributors. Our advertising and E-commerce initiatives have also led to enhanced visibility of the Amway brand and in contributing to a healthy growth".

Amway being a direct selling FMCG company has realized the importance of advertising & marketing to further strengthen its foothold in the Indian market. Pinckney added, "This year, we have earmarked Rs. 53 crores towards advertising".

Some Quick Facts:

• Direct selling portfolio contains 450 products• Promotes over 3000 products through catalogue sales• Sells products from other vendors also• About 85% of the products the company sells in India, are made in India • Renowned for its strong R&D centers in Michigan• Around 600 patents• The focus is more on their nutrition and wellness products


Sales & Distribution

Supply Chain in India:

In thirteen years of commercial operation, Amway India has established a nation-wide presence of over 135 offices and 55 city warehouses and four regional mother warehouses (at Bangalore, Kolkata, Delhi, Mumbai). The distribution and home delivery network set up with the support of independent logistics partners is spread across over 5500 locations.

Almost all Amway India products are manufactured in the country through seven third party contract manufacturers. To bring the identified contract manufacturers’ production facilities and skills to international standard, Amway has invested in transfer of state-of-the-art, world-class technology to the contract manufacturers free of cost.

The raw materials for the products reach to the Amway manufacturing centers. The manufactured products go to the central warehouses. From there it is distributed to the local offices. From offices, the Amway Business Owners (ABO) collects the products and sells to the end customers. There are around 500,000 Amway Business owners in India. The distribution channel is shown in the figure given below.


Amway Business Model:

Amway combines direct selling with a multi-level marketing strategy. "Independent Business Owners" (IBOs) or “Amway Business Owners” may market products directly to potential customers and may also recruit (sponsor) and train other people to become IBOs. IBOs may earn income both from the retail markup on any products they sell personally, plus a performance bonus based on the sales volume they and their down line (IBOs they have sponsored) have generated. People may also register as IBOs to buy products at discounted prices. Amway provides training to the IBOs on products and business skills through the sale of "business support materials"; for example, DVDs, CDs, books, websites, seminars, and business conventions.

Direct Selling:

Direct selling is the marketing of consumer products/services directly to the consumers generally in their homes or homes of others, at their work place and other places away from the permanent retail locations, usually through explanation or demonstration of the products by a direct seller or by mail order sales. It is completely different from traditional marketing methods. Both are compared in the figure below.


Multi-level Marketing (MLM):

The MLM system utilizes a multi-tiered sales force of independent distributors to sell. None of them used employees to sell products directly to consumers. These distributors earned commissions at two levels - the first, the difference between the distributor's cost and selling prices, and second, a proportion of the commissions earned by other distributors recruited. MLM thus completely bypassed the retail chain and cut costs of the traditional distribution system. A typical MLM setup began with the recruitment of a group of distributors who paid a registration fee and picked up product kits. Once these goods were sold, the distributors were given the next lot. The more a distributor sold, the higher the commission. Besides selling the goods, the distributors were also expected to hire new distributors for selling the company's products. The recruiting distributor also got an extra commission based on the sales affected by the distributors hired by him/her. As for the company, the compulsion on the part of the distributors to recruit more and more distributors led to its network penetrating very deep among the consumers.

Also, the actual cost of marketing never exceeded 25% of the selling price on an average. As the distributor's primary commission was a mark-up on the selling price, the only outgo for the MLM team was the commission, which averaged at 9% and at peak levels stood at 21%. These distributors in turn, paid commission to the 'down-the-line' distributors out of their own earnings. Fast moving consumer goods targeted at niche markets such as specialist cosmetics or premium fragrances were typically the most suitable for a MLM setup. Also, if the products were portable and needed to be demonstrated, for instance vacuum cleaners, the personal interaction that MLM facilitated, helped a lot. Products, which were neither purchased very often nor rarely, and were neither too expensive nor cheap, could be marketed well through this system.

Amway Sales and Marketing Plan:

The Amway Sales and Marketing Plan is a low risk, business opportunity that is open to everyone. It allows people to build their business through retailing products and sponsoring other people who, in turn, can retail products and offer the business opportunity to others. By passing your sales and marketing knowledge to your developing team, you not only build your own business network but also enable others to build one of their own.

The core of the Amway Sales and Marketing Plan's income opportunity is the sale of quality AMWAY products to retail customers. As your Amway business grows, the rewards you earn grow in proportion. The Amway Sales and Marketing Plan do not compensate anybody for simply recruiting others as Amway Business Owners.


The selling process of Amway is depicted in the diagram below.

Some areas of concern for Amway India:

The company had become synonymous with network marketing or multi-level marketing (MLM). Most of the products that the distributors bought had been consumed themselves. Estimates put the percentage of self-consumption at almost 50-60% of the total volume. (There were rumors that some distributors enrolled just to take advantage of the distributor's margin of 18-30%). Many people who joined in the initial frenzy returned the product kits within the first month. Company sources claimed that the returns constituted just 1% of the total strength, but rivals and ex-employees put the figure at over 5%. Of the total distributors, only about 10% showed reasonably high levels of activity.

Media reports were quick to point out Amway's failure to sell the basic concept of direct selling to the Indians. Though the company managed to rope in a substantial number of distributors, the attrition rate was at an alarming high of 60-65%.

Some more Areas of Concern:


People began to perceive that products were expensive and only for premium segment.

Poor customer Service.

In developing economies like India, awareness levels were comparatively low.

There was no job security for job in MLM.

The company treated direct selling as another promotional tool while it was mainly about motivation.

Sale person were poorly trained and lack in motivation.

The problems like distributor attrition, a false 'premium' image and customer dissatisfaction soon began surfacing.

Amway had to deal with the negative attitude of many Indians to direct selling. Direct selling was typically seen as unwelcome, an intrusion into one's privacy.

The very concept of network marketing was being threatened by the growing popularity of e-commerce and the Internet.

A lot of Amway strategy in India is based on the trial-and-error experiences.

Like other multinationals, Amway also been guilty of misjudging the Indian market at times.

The Controversy:


On 10th November 2012, the Economic Offenses Wing of the Crime Branch, Kerala, raided the offices and godowns of Amway in Kochi, Thrissur, Kozhikode and Kannur (these are districts in Kerala) and seized products worth 2.14 crore rupees. Crime Branch has registered a case against directors of the company and sealed the godowns. The case was registered after receiving complaint from a woman who was allegedly cheated by the multi-level marketing company. Economic Offenses Wing, Crime Branch officials said, the case against Amway has been registered under sections of the violation of Prize Chits and Money Circulation Schemes (banning) Act.

Crime Branch received a complaint from Vishalakshi, a native of the city, who bought products worth 3 lakh rupees ,was asked to sell them through multi-level marketing. But since she could not sell them, the money was not returned. The case has been registered against directors of the company who reside in New Delhi. During the raid, officials seized products worth 1.5 crore rupees from Thrissur, 32 lakh rupees from Kochi, 10.5 lakh rupees from Kozhikode and 22 lakh rupees from Kannur.

Previous Instance:

On 6th August 2011, police had shut down Amway offices all over Kerala. Kerala police conducted raids on the nine premises of Amway India in Kerala following criminal cases against the multilevel marketing company filed by several persons.

It may be recalled that Andhra Pradesh High Court has already held that the business model of Amway India is illegal and police have powers to stop such business. And when the Amway India filed a special petition in the Supreme Court of India, the Apex Court upheld the judgment of Andhra Pradesh High Court. Still, the company is still practicing the same business model for quite some time on the pretext that there were no complaints.

Similar Issues in other countries:

In 2010 the company agreed to settle a long-running suit in California alleging it was a pyramid scheme by agreeing to pay $56 million without admitting guilt. However, the judge in that case rejected the settlement and the case remains open amid questions about the terms of the settlement and the proposed attorney’s fees.

In 2008 a judge in the United Kingdom threw out a case against. Amway in which the company had been charged with misrepresenting its business and putting the sales of training "tools" ahead of selling products. The dismissal of the case came only after the judge decided Amway had reformed its business practices in the country.

Response from Amway India:


Amway spokeswoman Andrea Clark confirmed the shutdown and said the company is working with authorities to resolve the issue. “We're doing an ethical business,” Clark said. “We're trying to educate and inform them. That's often difficult where you have people who operate unethical businesses in the direct selling business.” She said the company's business model may not be for everyone, but the Amway offers all of its distributors a full money-back guarantee. “You have to sell products to make money,” she said. Clark said actions by authorities in Kerala do not affect operations in the rest of India, which has become one of Amway's top 10 markets in terms of sales. The company has said it is considering building a new factory in India to serve the local market.

In a press statement to The Economic Times of India, Amway India President William Pinckney denied any wrongdoing.“We are surprised at false information is being spread here in Kerala about Amway. We stand committed to the ethics of legitimate direct selling," Pinckney said.

Multi-Level Marketing and Indian Law:

While on the one hand it could arguably be a successful marketing strategy, which involves creating an increasing market based on increasing outreach, it has underlying concerns of being an unfair trade practice, long-term unsustainability and the uneven distribution of the benefits and costs in the event of the success or failure of the strategy. At the heart of the criticism against the structure of the MLM is that it very closely resembles the ‘pyramid’ scheme, in which higher levels are supported by a geometrically larger lower functional level. This structure is inherently flawed, because ultimately, it will necessarily fail when a level of saturation is reached, and no further recruitment of additional participants can be made at lower functional levels.

MLM has drawn the criticism and the attention of regulators across several jurisdictions, although, for the large part, the regulatory framework governing MLM is still deplorably underdeveloped. The problem is further aggravated by the fact that MLM is not basically, a concept, subject to flexibilities in its practice and adoption. Therefore, in the absence of a comprehensive regulatory framework approaching the issue, any legal response is merely piecemeal, and liable to be rendered ineffective by slight variations in practice.

MLM has recently come under the judicial scrutiny in some High Courts across the country. The dispute involving Amway was heard by the Andhra Pradesh High Court in 2007.

The primary legal framework governing such situations is the Prize Chits and Money Circulation Schemes (Banning) Act, 1978, under which ‘Money Circulation Scheme’ is defined [Section 2(c)]. The Court, in examining the ingredients of the Section laid down a two-step test – firstly, it must be proved that first petitioner is promoting or conducting a scheme for the making of quick or easy


money, and second, the chance or opportunity of making quick or easy money must be shown to depend upon an event or contingency relative or applicable to enrolment of members into that scheme.

The scheme of the business operation of Amway, very simply, is that the money that the sponsor member at the top of the line gets depends upon members whom he enrolls or the members enrolled by him enroll. Therefore, although enrolment of new members is not the purported criteria for the scheme, the scheme is structured in a manner such that inherently, there is sufficient inducement for aggressive enrolment of new members.

The returns of any sponsor are calculated not only on the basis of his own sales, but also on the performance of the members recruited by him. Furthermore, to be eligible for the commission, minimum business levels have to be maintained, which require aggressively recruiting new members.

Therefore, if one follows a technical and restricted approach, the requirements of ‘Money Circulation Scheme’ are not met. However, on a closer scrutiny, it can be observed that in effect, it is identical. This was recognized by the High Court, and it was held that the operation of Amway was illegal.

This decision has been appealed, and is pending before the Supreme Court. It may be noted that the Supreme Court, in another verdict, has pronounced very strongly against pyramid structures (in Kuriachan Chacko, 2008).

While the jurisprudence on the matter is yet to be developed, it can be broadly observed that the Indian Courts have opted a more cautionary approach than that of the USA. However, the cautionary approach of the judiciary is inadequate, given the large economic stakes held by such business operations, and the span of the population affected by them. Adequate regulatory framework on the issue of direct selling and multi-level marketing is urgently needed.

How to React?


The significance of the problem at hand:

India is one of the most important developing markets for Amway. Kerala represents the few successful inroads (until now) the company has made in the country. Amway simply cannot afford to lose this market. We realize that going forward, this kind of issues will repeatedly happen. It is even more so in a developing country like India, where the public is unaware of the company’s activities. In the past, the company fixed such issues by settling large claims when it became mandatory. However such short term fixes never helped, on the contrary, it sullied the firm’s image even further. The company needs to take immediate steps to address the issue and minimize the possibility of such issues cropping up again.

Public perception of Amway:

“Reputation comes on foot, but goes on a horse”

What comes to light is the fact that the company never focused on how it was perceived by the general public. Now that the firm has realized that its operations have been likened to that of a pyramid scheme, what should it do to address the problem?

It becomes clear that the company needs of send out a clear message about its activities and operations. Corporate communications should engineer a solution to improve the company’s reputation. Mass media would be the perfect channel for this communication strategy. The company already gave full page ads in all the leading newspapers in the state saying that the activities of Amway are not illegal. But is it enough?

This measure would obviously cost a lot of money, but given the significance of the problem at hand, it is more of an “investment” than an expense. The firm should learn from this experience and incorporate it into its expansion strategy in India.

The quick change in membership norms and payment requirements did not do enough to address the problem. It was again perceived as an admission of guilt. The company needs to do a lot beyond these.

The Challenge of MLM:


While Amway has successfully deployed the MLM strategy all over the world, it hasn’t been immune to the problems inherent in the strategy. The issue with Amway is that there is no real control over the members and their activities.

Because there is an incentive to add more members for increased benefits, it is easy to see that the system can be misused by unscrupulous people for financial gain.

Amway needs to set new standards and procedures when it comes to signing up new ABOs. There should be no scope for people to game the system for personal gain. We need to identify a larger role that Amway can play in the selection of ABOs.

Cooperation with the authorities:

The firm must cooperate with the authorities in dealing with the accusations leveled against its business. It doesn’t make sense for the company to distance itself from the ABOs accused of malpractice. The company should accept the problem associated with MLM- that members’ activities cannot be completely monitored or controlled.

Amway should pacify the authorities by making the promised changes to its business. We find that greater transparency would benefit both the public Image of Amway as well as the attitude of the authorities.

How to deal with the current cases in the court is another thing that has to be thought out and solved.

Expansion of Branding:

Amway already has a corporate branding strategy in place. We need to explore the possibility of leveraging the branding resources to reach out to the firm’s stakeholders- customers, potential and current ABOs, and the society at large.

We need to raise public awareness about the company and its offerings. We need the public to lose the idea of Amway being a networking scheme. It we are able to successfully reinforce the idea of Amway as a value offering company, it will go a long way in ensuring successful business operations in India.

Other Channels:


Is it time for Amway to explore some alternatives to MLM? Should it adopt new ways of Selling and Distribution? Should it go for online selling? Should it go for retail selling?

The answer depends on the extent to which Amway is willing to fundamentally change its business. While the traditional Amway way is under fire, this modus operandi of selling was what gave Amway significant advantages and lower costs. So there is a limit up to which they can play with it. Will the problem become too severe that Amway has no option but to change the modus operandi? Let’s wait n see.

Exhibit 1: Products


Exhibit 2: Top 10 Direct Selling Companies


Company Name Year Founded 2011 Revenue

Avon Products 1886 US$ 11.3 B

Amway 1959 US$ 10.9 B

Herbalife 1980 US$ 3.5 B

Natura 1969 US$ 3.01 B

Vorwerk 1883 US$ 3.0 B

Mary Kay 1963 US$ 2.9 B

Tupperware 1946 US$ 2.6 B

Oriflame 1967 US$ 2.1 B

Nu Skin Enterprises 1984 US$ 1.7 B

Belcorp 1967 US$ 1.6 B

Exhibit 3: Business Model


Exhibit 4: Business Model


Exhibit 5: Sales in India

2006

768 Cr

2007 799 Cr

2008 1128 Cr


1999 99 Cr

2000 248 Cr

2001 553 Cr

2002 626 Cr

2003 579 Cr

2004 636 Cr

2005 633 Cr

2009 1407 Cr

2010 1791 Cr

2011 2130 Cr

Exhibit 6: A cartoon regarding multi-level marketing

References:

http://madlaw.in/multi-level-marketing-and-indian-law-amway-cases-in-india-and-usa/

http://www.afaqs.com/news/company_briefs/index.html?id=52994_Amway+India+clocks+Rs+2130+crore+turnover+in+2011

http://www.thehindubusinessline.com/industry-and-economy/marketing/article1480390.ece

http://amwayscam.wordpress.com/2012/11/15/amway-office-raids-in-kerala/


http://amwayscam.wordpress.com/2012/11/15/amway-office-raids-in-kerala/

http://www.thehindubusinessline.com/industry-and-economy/marketing/article1480390.ece



http://madlaw.in/multi-level-marketing-and-indian-law-amway-cases-in-india-and-usa/

http://newindianexpress.com/states/kerala/article1335147.ece

http://en.wikipedia.org/wiki/Amway


http://en.wikipedia.org/wiki/Amway

http://newindianexpress.com/states/kerala/article1335147.ece

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Amway India Controversy - A Case Study