At Changes International, the emphasis is on
early and significant earnings. Enrollment is an easy
choice as well, with options geared to level of
commitment, from no commitment as a Direct Customer to
just a 6-bottle qualifying order as an Insured Executive.
No matter the choice, Changes keeps the commitment low,
and the rewards high. Rewarding Executives early through an
innovative and lucrative compensation plan has always
been the goal of Changes International. Working the
Changes business opportunity, Executives can realize
significant income without having to build a huge
organization. For example, with just two 1st-Level
Executives and two 2nd-Level Executives - a total of just
four individuals in a growthline - an Executive's
commission check can total more than the cost of a 6
bottle qualifying order. But for those interested in a dependable monthly residual income, Insured Executive Status is the enrollment option of choice. Insured Executives enjoy a host of incentives and special programs, and the "Insured Commission" feature makes it one of the most rewarding enrollment options in the direct selling industry. |
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Just how important is a compensation plan? It can mean the difference between early success and none at all. |
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Many direct sales companies pay only 5% to 10% commissions spread over many levels. They'll show you projections of tremendous potential income--once your growthline has grown into the thousands. They probably won't tell you that it may take years to develop a growthline that size. Statistics show that up to 75% of distributors in these programs drop out during this critical start-up period. But, after losing money for several months, who wouldn't become discouraged? The Changes pay plan allows you to see early results even though your organization may be small, and still lets you build the large, very profitable organization of which you dream. |
* Please note, to qualify for your commision at the maximum level you must purchase a business volume (BV) of $100.02 of product each month. |
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