What Should You Look for Before Joining a Network Marketing Company?
Don't Choose an Opportunity Based on Hype — Evaluate the Company, Products, Customers, Compensation and Economics
WEALTHNETWORK MARKETINGINCOMEMONEYFINANCES
Coach Marcus Jones
9/14/202619 min read
What Should You Look for Before Joining a Network Marketing Company?
Don't Choose an Opportunity Based on Hype — Evaluate the Company, Products, Customers, Compensation and Economics
By Coach Marcus Jones
We've spent the entire week talking about:
What network marketing is.
How it works.
How it differs from a pyramid scheme.
Whether it's legal.
Whether you can actually make money.
And how much it may cost to start.
Today, we're putting all of that together.
Because eventually, somebody is going to show you:
AN OPPORTUNITY.
Maybe it's:
A friend.
A family member.
Someone from social media.
A respected businessperson.
A top earner.
Someone you trust.
And they'll say:
"YOU NEED TO TAKE A LOOK AT THIS."
Maybe you should.
But looking at an opportunity and:
JOINING AN OPPORTUNITY
are two different things.
Before you join, I want you asking:
Better questions.
Looking beyond:
The excitement.
The stage.
The testimonials.
The compensation-plan graphics.
The rank recognition.
The luxury lifestyle posts.
Because the right opportunity isn't simply the one with:
THE BIGGEST INCOME CLAIM.
It's the one where:
THE PRODUCT, CUSTOMER, ECONOMICS, CULTURE AND BUSINESS MODEL ALL MAKE SENSE.
IN THIS ARTICLE
What to evaluate before joining a network marketing company
Why the product should come first
How to evaluate customer demand
Why pricing matters
Why repeat customers matter
How to evaluate the company itself
Why company leadership matters
Why longevity helps but isn't enough
How to analyze a compensation plan
Why retail income matters
Why required purchases deserve scrutiny
Why typical earnings matter
How to evaluate startup and ongoing costs
Why refund policies matter
Why compliance matters
Why training and systems matter
Why culture matters
Why your sponsor matters
Why timing and market saturation need context
How to determine whether the opportunity fits you
A practical network marketing due-diligence checklist
QUICK ANSWER: WHAT SHOULD YOU LOOK FOR BEFORE JOINING A NETWORK MARKETING COMPANY?
Before joining, evaluate at least these areas:
1. PRODUCTS OR SERVICES
Do people genuinely want them?
2. CUSTOMER DEMAND
Are people purchasing without caring about the business opportunity?
3. PRICING
Does the value make sense in the marketplace?
4. COMPANY
Is there credible leadership, infrastructure and operating history?
5. COMPENSATION PLAN
Where does the money come from, and what behavior does the plan reward?
6. COSTS
What will it really cost to join and operate?
7. TYPICAL EARNINGS
Not just what top earners make.
8. POLICIES
What are the refund, cancellation and qualification rules?
9. CULTURE
Does leadership emphasize customers, skills and integrity — or hype, pressure and spending?
10. FIT
Does the business actually match your:
Goals.
Skills.
Schedule.
Finances.
Values.
And willingness to do the work?
That's:
DUE DILIGENCE.
START WITH THE PRODUCT
Before:
The comp plan.
Before:
The ranks.
Before:
The bonuses.
Before:
The team.
Ask:
"WOULD I BUY THIS PRODUCT IF THERE WERE NO INCOME OPPORTUNITY ATTACHED?"
I love this question.
Because it forces you to separate:
PRODUCT VALUE
from:
OPPORTUNITY EXCITEMENT.
If the only reason you're interested in the product is:
"I can make money selling it"...
you need to look deeper.
WOULD OTHER PEOPLE BUY IT WITHOUT THE OPPORTUNITY?
Your opinion isn't enough.
Maybe you love:
The coffee.
The skincare.
The service.
The wellness product.
Great.
Now ask:
"WOULD A REGULAR CUSTOMER PAY THIS PRICE?"
Someone who:
Doesn't want a business.
Doesn't want to recruit.
Doesn't care about rank.
Doesn't care about compensation.
Do they still see:
VALUE?
That's the customer test.
PRODUCTS NEED REAL DEMAND
A healthy business needs:
PEOPLE WHO WANT WHAT IT SELLS.
The FTC's consumer guidance makes this point very clearly: in a legitimate MLM, participants should be able to earn from retail sales to customers without having to recruit new distributors.
That means customers should not be:
AN AFTERTHOUGHT.
They should be:
THE FOUNDATION.
ASK WHO ACTUALLY BUYS THE PRODUCTS
Not:
Who joined?
Ask:
Who buys?
Are the products purchased by:
Retail customers?
Preferred customers?
Members who aren't building?
Distributors?
How much volume comes from each?
You want to understand:
WHAT IS DRIVING SALES.
PARTICIPANT PURCHASES ARE NOT AUTOMATICALLY BAD
We've covered this already.
A distributor may genuinely love and use:
The products.
That's real consumption.
But there is a difference between:
"I BUY IT BECAUSE I WANT IT"
and:
"I BUY IT BECAUSE I HAVE TO STAY QUALIFIED."
That difference matters.
The FTC's MLM guidance says regulators look at participant incentives, actual purchasing behavior and whether purchases are driven by genuine demand or compensation-related pressure.
PRODUCT PRICING MATTERS
Suppose the product is:
$100.
What comparable products sell for:
$40?
$60?
$120?
Why is yours priced differently?
Maybe there are legitimate reasons:
Ingredients.
Quality.
Formulation.
Convenience.
Warranty.
Service.
Technology.
Brand.
But:
KNOW THE VALUE PROPOSITION.
"IT'S PREMIUM" IS NOT A COMPLETE ANSWER
People use:
PREMIUM
to justify almost any price.
Ask:
What objectively makes it:
Different?
Better?
More convenient?
More valuable?
A strong product should have:
A CLEAR REASON TO EXIST.
REORDER BEHAVIOR TELLS YOU A LOT
First orders can be influenced by:
Friendship.
Curiosity.
Promotions.
Support.
Excitement.
Second orders tell you more.
Third orders tell you even more.
Ask:
"DO CUSTOMERS REORDER?"
Because repeat purchases suggest:
CONTINUING VALUE.
RETENTION IS ONE OF THE BEST BUSINESS SIGNALS
Imagine:
Company A gets:
1,000 new customers every month.
But loses:
Company B gets:
500 new customers.
And keeps:
Which business may have the stronger foundation?
Possibly:
COMPANY B.
Acquisition is important.
But retention tells you whether customers:
WANT TO STAY.
NEXT, LOOK AT THE COMPANY
Ask:
Who owns it?
Who leads it?
How long has it existed?
Where does it operate?
What infrastructure exists?
How are products fulfilled?
How does customer service work?
What happens when there's:
A refund?
A problem?
A shipping delay?
A compensation dispute?
You are building on:
THEIR PLATFORM.
Know what you're attaching your reputation to.
COMPANY AGE CAN MATTER
Longevity may indicate:
Experience.
Infrastructure.
Customer history.
Operational stability.
A track record.
That's useful.
But:
AGE ALONE DOES NOT MAKE A COMPANY GOOD.
A newer company might be excellent.
An older company may still have:
Weak products.
Poor service.
Compensation changes.
Compliance problems.
Bad culture.
Evaluate:
WHAT EXISTS TODAY.
DON'T ASSUME "ESTABLISHED" MEANS "SATURATED"
This is another common misunderstanding.
A company can be:
Years old...
and still have enormous room for growth.
Why?
Because most consumers may:
NEVER HAVE HEARD OF IT.
Likewise, a company can be:
Two years old
and already be heavily promoted within:
A particular niche.
"Saturation" is more complex than:
COMPANY AGE.
ASK ABOUT MARKET PENETRATION
How widely known is the company?
How many customers does it have?
Where does it operate?
What markets remain available?
How crowded is your local or online market?
Are customers already familiar with:
The brand?
Unknown can create:
Opportunity.
But unknown also means:
YOU MAY HAVE TO EDUCATE MORE.
LOOK AT THE COMPANY'S LEADERSHIP
Who is running:
The company?
What is their background?
Do they understand:
Operations?
Product?
Distribution?
Finance?
Compliance?
Leadership?
Have they built:
Other companies?
What is their reputation?
You don't need:
Perfect people.
There are no perfect people.
But leadership matters because corporate decisions affect:
YOUR BUSINESS.
LOOK BEYOND THE FOUNDER STORY
Every presentation has:
A story.
Sometimes:
A powerful one.
But a great story does not automatically create:
A great business.
Ask:
Is the company:
Operationally sound?
Customer-focused?
Financially responsible?
Responsive?
Ethical?
Compliant?
That's more important than:
A GREAT ORIGIN STORY.
NEXT, STUDY THE COMPENSATION PLAN
This is where people often get hypnotized.
They see:
Six ways to earn.
Ten ways to earn.
Binary.
Matrix.
Unilevel.
Matching bonuses.
Leadership bonuses.
Rank rewards.
And think:
"THIS PLAN IS AMAZING!"
Maybe.
But ask:
"HOW REALISTICALLY DO I GET PAID?"
THE NUMBER OF WAYS TO EARN ISN'T THE MOST IMPORTANT NUMBER
A plan could have:
12 bonuses...
and you might realistically qualify for:
TWO.
Another plan might have:
Four...
and all four are:
Accessible.
So don't count:
BONUS NAMES.
Study:
EARNING MECHANICS.
ASK WHERE THE MONEY COMES FROM
This question should stay near the top of your list:
"WHERE DOES THE MONEY COME FROM?"
Does compensation ultimately connect to:
Product or service sales?
Customer demand?
Repeat orders?
Real economic activity?
Or does significant income depend heavily on:
New participant recruitment?
Participant purchases?
Large packages?
Qualification spending?
The FTC emphasizes examining the compensation structure and the incentives it creates in practice, not merely what the plan is called.
ASK WHETHER YOU CAN EARN FROM CUSTOMERS ALONE
You may eventually want:
Team income.
Great.
But ask:
"CAN I MAKE MONEY SELLING TO CUSTOMERS WITHOUT RECRUITING ANYONE?"
FTC consumer guidance says that if an MLM is not a pyramid scheme, you should be able to earn based on retail sales without having to recruit new distributors.
That's a useful test.
RETAIL COMPENSATION SHOULD MAKE SENSE
Suppose you sell:
$1,000 in product.
How much do you earn?
$50?
$100?
$300?
Understand:
Retail margin.
Customer commissions.
Customer bonuses.
And whether the product is:
REALISTICALLY SELLABLE.
THEN STUDY TEAM COMPENSATION
Ask:
How do I qualify?
What volume is required?
How many legs?
What rank?
How deep am I paid?
Are there caps?
Do commissions flush?
Does volume carry over?
What happens when someone becomes inactive?
What happens when a customer refunds?
What happens when:
I MISS QUALIFICATION?
Don't wait until:
AFTER
you've built an organization to understand the rules.
WATCH FOR COMPLEXITY
A compensation plan can be:
Powerful.
But if a new person needs:
A calculator.
A spreadsheet.
Three videos.
And a one-hour explanation
just to understand how they make:
Their first $100...
duplication may become:
HARDER.
Simple doesn't mean:
Weak.
Sometimes:
SIMPLE IS POWERFUL.
ASK WHAT A BEGINNER CAN REALISTICALLY DO
Forget:
The top rank.
What can:
A new person
with:
A job.
Family.
Limited business experience.
Part-time hours.
realistically accomplish?
Can they:
Find customers?
Earn their first commission?
Understand the system?
Teach it?
That matters.
DON'T BASE YOUR DECISION ON THE TOP EARNERS
This is worth repeating.
A company may have:
Million-dollar earners.
That's interesting.
It proves:
Someone achieved that result.
It does not tell you:
WHAT THE TYPICAL PARTICIPANT EARNS.
FTC guidance says earnings claims should reflect what the typical person is likely to achieve and should account for typical expenses.
REVIEW THE INCOME DISCLOSURE STATEMENT
If the company publishes one:
READ IT.
Not just:
The Diamond income.
Not just:
The top 1%.
Look at:
How many participants earn nothing?
Median income.
Average income.
Distribution by rank.
Whether inactive participants are excluded.
Whether expenses are included.
How long participants at each level typically built.
Read:
THE FOOTNOTES.
"ACTIVE PARTICIPANTS" CAN CHANGE THE PICTURE
Suppose a disclosure says:
"Average active distributor income: $5,000."
Sounds good.
But what qualifies someone as:
Active?
Did thousands of people earning:
$0
get excluded?
The FTC says MLM income disclosures can be misleading when participants with no earnings or losses are omitted merely because they're considered "inactive."
Definitions matter.
LOOK FOR NET RESULTS — NOT ONLY GROSS PAYOUTS
If someone earned:
$5,000...
but spent:
$6,000...
their business did not produce:
$5,000 PROFIT.
It produced:
A LOSS.
The FTC specifically says earnings representations should account for both what participants earn and what they typically spend.
This is why I keep bringing you back to:
PROFIT.
DON'T LET A LUXURY LIFESTYLE DECIDE FOR YOU
Cars.
Homes.
Vacations.
Jewelry.
Designer clothing.
Stage recognition.
That can be:
Motivating.
But it is not:
DUE DILIGENCE.
FTC guidance treats luxury lifestyle representations as implied earnings claims when they communicate an expectation about what participants are likely to achieve.
Ask:
"WHAT DOES THE TYPICAL PERSON EXPERIENCE?"
THE FTC IS STILL ACTIVELY SCRUTINIZING MLM EARNINGS CLAIMS
This isn't ancient regulatory history.
In 2026, the FTC brought actions involving MLM companies or senior distributors over alleged misleading earnings claims and publicly reiterated that unusually successful participants do not establish what typical recruits are likely to earn.
That means responsible income communication should be:
PART OF YOUR EVALUATION.
ASK HOW THE COMPANY HANDLES COMPLIANCE
Does the company provide:
Income disclaimers?
Approved product language?
Social-media guidance?
Compliance training?
Monitoring?
Correction?
Enforcement?
Or does field leadership appear to say:
WHATEVER GETS THE SALE?
That tells you:
A lot.
PRODUCT CLAIMS MATTER TOO
Especially in:
Health.
Wellness.
Supplements.
Weight loss.
Skincare.
FTC guidance says health claims need competent and reliable scientific evidence and all product claims must be truthful and not misleading.
If distributors constantly say:
"This cures..."
"This treats..."
"This prevents..."
without evidence or authorization...
that's:
A WARNING SIGN.
NEXT, UNDERSTAND THE COSTS
Day 50 covered this.
Ask:
WHAT DOES IT COST TO JOIN?
Then:
What does it cost:
Monthly?
Annually?
In reality?
SEPARATE COSTS INTO THREE BUCKETS
REQUIRED
Things you must pay for.
OPTIONAL
Things available but not mandatory.
CULTURALLY EXPECTED
Things that corporate may call optional, but the team treats as:
REQUIRED TO BE "SERIOUS."
That third category matters.
ASK ABOUT PERSONAL PURCHASE REQUIREMENTS
Do you need to buy:
$50?
$100?
$500?
Monthly?
Or can:
Customer sales
qualify you?
What happens if you purchase:
Nothing?
Can you still:
Earn?
Remain active?
Receive team commissions?
Rank?
Know:
THE REAL RULES.
DON'T CONFUSE A DISCOUNT WITH A BUSINESS REQUIREMENT
You may genuinely want:
Products.
You may receive:
A discount.
Great.
But don't let:
"I love the products"
hide:
A financially unreasonable qualification requirement.
Keep:
CUSTOMER CONSUMPTION
and:
BUSINESS ECONOMICS
separate.
ASK ABOUT AUTOSHIP OR AUTO-DELIVERY
Is it:
Required?
Optional?
Easy to cancel?
Can the amount be changed?
Can customers use it?
Is there a discount?
Does qualification depend on it?
You should know exactly:
WHAT HAPPENS EACH MONTH.
ASK ABOUT EVENTS
How many?
How expensive?
Are they:
Required?
Strongly encouraged?
What about:
Airfare?
Hotels?
Meals?
Tickets?
Someone may tell you:
"This business costs $99."
But if team culture expects:
Four $1,000 trips per year...
that's:
RELEVANT INFORMATION.
ASK ABOUT TECHNOLOGY FEES
Replicated website?
Back office?
CRM?
Lead system?
Apps?
Domains?
Email platform?
Training portal?
Add up:
THE REAL MONTHLY COST.
ASK ABOUT THE REFUND POLICY
Can customers return products?
How long do they have?
What happens to commissions?
What happens if:
A distributor quits?
Can unused inventory be returned?
What fees apply?
A good refund policy isn't:
The only thing that matters.
But it's part of:
CUSTOMER PROTECTION.
ASK ABOUT CANCELLATION
How does someone:
Leave?
Cancel auto-delivery?
Stop fees?
Close an account?
It should not require:
A DETECTIVE.
Transparent exit procedures are part of:
A healthy customer experience.
NEXT, EVALUATE THE TRAINING
What happens after:
"WELCOME TO THE TEAM"?
Do you get:
A simple launch plan?
Product education?
Customer-acquisition training?
Compliance training?
Follow-up training?
Leadership development?
Or just:
"MAKE A LIST OF EVERYONE YOU KNOW"?
You want:
A system.
THE TRAINING SHOULD TEACH SKILLS
Look for training around:
Communication.
Customer acquisition.
Sales.
Follow-up.
Social media.
Product education.
Leadership.
Compliance.
Financial tracking.
These are:
BUSINESS SKILLS.
MOTIVATION IS NOT A TRAINING SYSTEM
Getting excited is:
Good.
But:
EXCITEMENT WEARS OFF.
A strong system tells someone:
What do I do:
Today?
Tomorrow?
This week?
How do I track it?
How do I know whether I'm improving?
That is:
DUPLICATION.
ASK WHETHER THE SYSTEM IS SIMPLE
Remember Day 44.
Can an ordinary person:
Understand it?
Repeat it?
Teach it?
If only:
The top leader
can make the system work...
the system may not be:
VERY DUPLICATABLE.
NEXT, LOOK AT THE CULTURE
This is one of the most overlooked areas.
The same company can have:
Two completely different teams.
One team may teach:
Customers.
Integrity.
Skills.
Patience.
Financial discipline.
Another may teach:
Hype.
Pressure.
Buying rank.
Fake urgency.
Income flexing.
Your:
TEAM CULTURE
can dramatically affect your experience.
LISTEN TO HOW LEADERS TALK ABOUT PEOPLE
Are prospects:
People?
Or:
Targets?
Does the team say:
"Who can we help?"
Or:
"Who can we get?"
Do leaders respect:
No?
That reveals:
CULTURE.
LISTEN TO HOW LEADERS TALK ABOUT MONEY
Do they say:
Income varies.
Expenses matter.
Typical results matter.
Build customers.
Or:
"IF YOU'RE BROKE, YOU CAN'T AFFORD NOT TO JOIN."
That's manipulation.
Walk carefully.
WATCH HOW THE TEAM TREATS PEOPLE WHO ARE STRUGGLING
Do leaders help them:
Analyze.
Adjust.
Improve.
Or do they automatically say:
"YOU JUST DON'T BELIEVE ENOUGH."
That tells you:
A lot.
Business results involve:
Skills.
Demand.
Economics.
Timing.
Activity.
And more.
Not just:
MINDSET.
WATCH HOW LEADERS TREAT PEOPLE WHO LEAVE
Are former members:
Attacked?
Mocked?
Called:
Quitters?
Losers?
Negative?
Or are they treated with:
Respect?
A healthy organization should not require:
SOCIAL PUNISHMENT
to retain people.
NEXT, EVALUATE YOUR SPONSOR
This matters more than people realize.
Your sponsor doesn't have to be:
The top earner.
But ask:
Will this person:
Help me?
Train me?
Respond?
Tell me the truth?
Help me build customers?
Respect my goals?
Encourage financial responsibility?
Or do they simply want:
MY ENROLLMENT?
THE BEST SPONSOR MAY NOT HAVE THE BIGGEST CHECK
I'd rather work with someone who:
Returns calls.
Teaches.
Leads.
Knows the system.
Respects people.
Than someone with:
A giant income
who has:
NO TIME FOR ME.
Leadership fit matters.
ASK WHAT HAPPENS AFTER YOU JOIN
Before enrolling, ask your potential sponsor:
"WHAT WILL YOU HELP ME DO DURING MY FIRST SEVEN DAYS?"
Their answer tells you:
A lot.
If the answer is:
"I'll put you in the group chat"...
that's different from:
A clear onboarding system.
ASK TO SEE THE ACTUAL PLAN
Not:
A screenshot.
Not:
A hype video.
Not:
Someone drawing circles on a napkin.
Ask for:
The official compensation plan.
Income disclosure.
Policies.
Product information.
Company terms.
Read:
THE DOCUMENTS.
DON'T LET SOMEONE RUSH YOU
FTC consumer guidance warns against high-pressure tactics and recommends taking time to research an MLM before joining.
You should be able to say:
"I WANT TO THINK ABOUT IT."
A good business should survive:
A night's sleep.
ASK SOMEONE WHO ISN'T RECRUITING YOU
This is useful.
Your sponsor has:
An interest.
That's okay.
But talk to:
Someone independent.
Maybe:
A businessperson.
Accountant.
Attorney.
Spouse.
Trusted friend.
Not to let them:
Make the decision for you.
But to gain:
ANOTHER PERSPECTIVE.
SEARCH FOR COMPLAINTS — BUT USE JUDGMENT
Every large company has:
Complaints.
Amazon has complaints.
Apple has complaints.
Walmart has complaints.
One angry review proves:
Very little.
Look for:
PATTERNS.
Shipping problems?
Refund issues?
Unauthorized charges?
Income misrepresentations?
Product quality?
Customer service?
Repeated themes matter more than:
One rant.
CHECK REGULATORY HISTORY
Has the company faced:
FTC action?
State attorney general action?
Other regulatory issues?
What happened?
Was it:
Resolved?
Ongoing?
What changes were made?
Don't use enforcement history automatically to say:
"BAD COMPANY FOREVER."
But understand:
WHAT HAPPENED.
LOOK AT THE PRODUCT MARKET, NOT JUST THE NETWORK MARKETING MARKET
Maybe your company sells:
Coffee.
Don't just compare it with:
Other MLM coffees.
Compare it with:
COFFEE.
If it sells:
Skincare...
compare it with:
SKINCARE.
Customers don't live inside:
Your compensation plan.
They live in:
THE REAL MARKETPLACE.
ASK WHETHER THE PRODUCT SOLVES A REAL PROBLEM
Does it offer:
Convenience?
Quality?
Price?
Experience?
Unique features?
A solution?
People buy because:
SOMETHING MATTERS TO THEM.
Know what that is.
DON'T FALL IN LOVE WITH "NOBODY KNOWS ABOUT US" WITHOUT ASKING WHY
Being unknown can mean:
OPEN MARKET.
Great.
But it can also mean:
Weak marketing.
Weak demand.
Small customer base.
Ask:
Why is the company unknown?
And:
Is that an:
OPPORTUNITY
or:
A WARNING?
Context matters.
DON'T FALL IN LOVE WITH "GROUND FLOOR" EITHER
People love:
"GROUND FLOOR."
But new companies can have:
Higher uncertainty.
Unproven systems.
Unproven products.
Limited infrastructure.
Cash-flow challenges.
Leadership changes.
Early can create:
Opportunity.
And:
RISK.
AND DON'T ASSUME OLDER IS ALWAYS SAFER
An older company may have:
History.
Infrastructure.
But also:
Declining momentum.
Old technology.
Weak products.
Changing leadership.
Again:
EVALUATE THE ACTUAL BUSINESS.
TIMING MATTERS — BUT BUSINESS FUNDAMENTALS MATTER MORE
People say:
"TIMING IS EVERYTHING."
Timing matters.
But great timing with:
No customers.
Bad economics.
Weak products.
Bad leadership.
isn't enough.
I'd rather have:
STRONG FUNDAMENTALS.
NEXT, ASK WHETHER THE OPPORTUNITY FITS YOU
This may be the most important question.
Not:
"IS THIS A GOOD COMPANY?"
But:
"IS THIS A GOOD COMPANY FOR ME?"
Different question.
DO YOU LIKE THE PRODUCTS?
You're going to talk about them.
It helps if:
YOU BELIEVE IN WHAT YOU'RE SHARING.
CAN YOU SEE YOURSELF FINDING CUSTOMERS?
Not:
Can your sponsor?
Can:
YOU?
Would you be comfortable:
Starting conversations?
Following up?
Posting content?
Recommending products?
Learning sales?
If:
No...
this may not be your:
BEST MODEL.
DO YOU WANT TO BUILD A TEAM?
You may not have to.
Maybe you want:
Retail income only.
Fine.
But if your goal is:
Large leveraged income...
you may eventually need:
Leadership.
Training.
Team development.
Do you want that responsibility?
DOES IT FIT YOUR SCHEDULE?
You may have:
A full-time job.
Family.
Health.
Church.
Other commitments.
Do you realistically have:
5 hours?
10 hours?
20 hours?
Don't build a plan based on:
TIME YOU DON'T HAVE.
DOES IT FIT YOUR FINANCES?
Can you afford:
The startup cost?
Monthly expenses?
Optional tools?
Without:
Debt?
Financial stress?
Household disruption?
Remember Day 50.
The opportunity should fit:
YOUR BUDGET.
DOES IT FIT YOUR VALUES?
Can you build it:
Honestly?
Professionally?
Without:
Pressure?
Without:
Fake claims?
Without treating:
Everyone as a prospect?
If the culture requires behavior that conflicts with:
WHO YOU ARE...
pay attention.
ASK WHAT YOU ACTUALLY WANT FROM THE BUSINESS
Do you want:
$300 monthly?
$1,000?
$5,000?
A full-time business?
Social connection?
Product discounts?
Leadership experience?
Different goals require:
DIFFERENT STRATEGIES.
DON'T LET SOMEONE ELSE'S DREAM BECOME YOUR GOAL
Your sponsor wants:
Diamond.
Great.
Maybe you want:
$500 A MONTH.
That is:
Your goal.
You don't need:
Their dream.
You need:
YOUR PLAN.
THE BEST OPPORTUNITY IS NOT NECESSARILY THE HIGHEST-PAYING PLAN
A compensation plan can pay:
Very aggressively.
But if:
Products don't sell.
Customers don't reorder.
Qualifications are expensive.
Nobody can understand it.
Then:
PAYOUT PERCENTAGES DON'T SAVE YOU.
A smaller percentage of:
Real sustainable sales
may be more valuable than:
A giant percentage of:
Nothing.
THE BEST OPPORTUNITY ISN'T NECESSARILY THE CHEAPEST EITHER
Free is:
Great.
But if:
Products are weak.
Training is bad.
Customer service is terrible.
No one buys.
Then:
FREE DOESN'T CREATE VALUE.
Cost is:
One factor.
THE BEST OPPORTUNITY ISN'T NECESSARILY THE NEWEST
Early positioning can be:
Helpful.
But being first into:
A bad business
doesn't make it:
GOOD.
THE BEST OPPORTUNITY ISN'T NECESSARILY THE OLDEST
Longevity can be useful.
But you still need:
Growth.
Product relevance.
Strong leadership.
Good economics.
THE BEST OPPORTUNITY IS THE ONE THAT MAKES BUSINESS SENSE
I would look for alignment across:
PRODUCT
Does it provide real value?
CUSTOMER
Is there genuine demand?
PRICE
Can customers justify it?
COMPANY
Is the infrastructure credible?
COMPENSATION
Does the plan reward sustainable sales behavior?
COST
Can I build without financially hurting myself?
SYSTEM
Can ordinary people duplicate it?
CULTURE
Is it ethical and professional?
TIMING
Is there room to grow?
FIT
Does it match my goals?
That's:
BUSINESS EVALUATION.
THE 20-QUESTION NETWORK MARKETING DUE-DILIGENCE CHECKLIST
Before joining, ask:
1. WOULD I BUY THE PRODUCT WITHOUT THE BUSINESS OPPORTUNITY?
2. WOULD OTHER PEOPLE?
3. DO CUSTOMERS REORDER?
4. IS THE PRICE COMPETITIVE FOR THE VALUE?
5. HOW LONG HAS THE COMPANY OPERATED?
6. WHO RUNS THE COMPANY?
7. WHAT IS THE COMPANY'S REGULATORY AND BUSINESS HISTORY?
8. CAN I MAKE MONEY FROM RETAIL CUSTOMERS WITHOUT RECRUITING?
9. WHAT ACTIVITY CREATES THE LARGEST REWARDS?
10. DO I HAVE TO BUY PRODUCTS TO QUALIFY?
11. WHAT ARE THE REAL STARTUP COSTS?
12. WHAT ARE THE REAL MONTHLY COSTS?
13. WHAT DOES THE TYPICAL PARTICIPANT EARN?
14. ARE PARTICIPANT EXPENSES INCLUDED IN THOSE NUMBERS?
15. WHAT IS THE REFUND AND CANCELLATION POLICY?
16. WHAT TRAINING AND SYSTEMS EXIST?
17. IS THE SYSTEM SIMPLE ENOUGH TO DUPLICATE?
18. DOES THE CULTURE EMPHASIZE CUSTOMERS, SKILLS AND INTEGRITY?
19. WILL MY SPONSOR ACTUALLY HELP ME?
20. DOES THIS FIT MY FINANCES, TIME, GOALS AND VALUES?
If you can't answer those questions:
KEEP RESEARCHING.
GIVE YOURSELF A SCORECARD
You could even score each area:
1 = Poor.
2 = Weak.
3 = Average.
4 = Strong.
5 = Excellent.
Score:
Products.
Customer demand.
Pricing.
Company.
Leadership.
Compensation.
Costs.
Training.
Technology.
Culture.
Compliance.
Sponsor.
Market potential.
Personal fit.
Now you're making:
A DECISION
instead of:
HAVING AN EMOTIONAL REACTION.
PAY ATTENTION TO WHAT PEOPLE DON'T WANT TO TALK ABOUT
A company presentation tells you:
What they want you to notice.
Due diligence asks:
"WHAT AM I NOT HEARING?"
Maybe nobody mentions:
Expenses.
Customer retention.
Typical income.
Refunds.
Attrition.
Qualification.
Why not?
Ask.
IF THE ANSWER IS ALWAYS "DON'T WORRY ABOUT THAT"...
Worry about:
THAT.
A legitimate opportunity should be able to handle:
Questions.
IF SOMEONE TELLS YOU "JUST TRUST ME"...
Trust is good.
But business decisions require:
INFORMATION.
A person who truly wants you to win should be comfortable with:
You doing your homework.
DON'T JOIN FOR A PERSON ALONE
People change companies.
Leaders retire.
Sponsors disappear.
Relationships change.
You may love:
The person.
But evaluate:
THE COMPANY.
THE PRODUCT.
THE BUSINESS.
Because those are what remain if:
Your sponsor leaves.
DON'T JOIN ONLY BECAUSE YOUR FRIEND IS EXCITED
Your friend's excitement may be:
Genuine.
But:
Excitement is not:
Market research.
DON'T JOIN BECAUSE YOU'RE AFRAID OF MISSING OUT
FOMO is:
NOT DUE DILIGENCE.
"I have to get my position."
"I have to get in before everyone else."
"I have to enroll tonight."
Slow down.
Good opportunities can handle:
RESEARCH.
BUT DON'T RESEARCH FOREVER EITHER
There is another extreme.
Some people analyze:
Everything
until they never:
DO ANYTHING.
At some point, you have:
Enough information.
Then:
Make the decision.
Yes.
Or:
No.
Both are valid.
MAKE A DECISION — THEN OWN IT
If you join:
Build.
If you don't:
Move on.
Don't spend:
Six months
wondering:
"WHAT IF?"
Entrepreneurship requires:
Decisions.
MYTHS VS. FACTS
Myth: The highest-paying compensation plan is automatically the best opportunity.
Fact: Compensation matters, but customer demand, product value, costs, qualification, retention and duplication matter too.
Myth: An older company is always safer.
Fact: Longevity can be useful information, but it does not guarantee product relevance, profitability, compliance or future success.
Myth: A brand-new company is automatically the best opportunity because of timing.
Fact: Early positioning may offer opportunity, but new businesses can also have greater operational and financial uncertainty.
Myth: If someone I trust is involved, I don't need to research it.
Fact: Trust the person if they've earned it, but still evaluate the business.
Myth: A free opportunity has no financial risk.
Fact: Ongoing products, tools, events, travel and other expenses can still create losses.
Myth: Top-earner income proves the opportunity is good for me.
Fact: Top earners demonstrate what happened for them, not what the typical participant should expect. FTC guidance requires earnings representations to reflect typical results and expenses.
Myth: If the company has real products, there is nothing else to investigate.
Fact: Products matter, but regulators also examine compensation incentives, customer demand, participant behavior and marketing representations.
COACH MARCUS TAKEAWAYS
Here's what I want you to remember.
1. PRODUCT FIRST.
Ask:
"WOULD PEOPLE BUY THIS WITHOUT THE BUSINESS?"
2. CUSTOMERS MATTER.
Look for:
REAL DEMAND.
3. PRICE MATTERS.
Value has to make sense outside:
The opportunity.
4. STUDY THE COMPANY.
Know who you're:
Partnering with.
5. READ THE COMPENSATION PLAN.
Don't just watch:
The presentation.
6. LOOK AT TYPICAL INCOME.
Not:
THE BIGGEST CHECK.
7. KNOW THE REAL COST.
Joining fee plus:
Ongoing expenses.
8. EVALUATE THE CULTURE.
You will duplicate:
WHAT YOU ARE TAUGHT.
9. CHOOSE YOUR SPONSOR CAREFULLY.
Leadership matters.
10. ASK WHETHER THE BUSINESS FITS YOU.
Because even a good opportunity may not be:
YOUR OPPORTUNITY.
MY FINAL THOUGHT
After years around network marketing, here's what I've learned:
YOU CAN FALL IN LOVE WITH AN OPPORTUNITY TOO FAST.
Someone shows you:
The income.
The bonuses.
The leadership.
The timing.
The products.
The testimonials.
And you're ready to:
JOIN TONIGHT.
But business deserves:
A little more thought.
I don't care how exciting the presentation is.
I want to know:
DO CUSTOMERS WANT THE PRODUCT?
I want to know:
WHAT DOES IT COST?
I want to know:
WHAT DOES THE TYPICAL PERSON EARN?
I want to know:
HOW DO I ACTUALLY GET PAID?
I want to know:
WHAT BEHAVIOR DOES THE PLAN REWARD?
I want to know:
CAN AN ORDINARY PERSON DUPLICATE THE SYSTEM?
I want to know:
CAN I BUILD THIS WITHOUT COMPROMISING MY VALUES OR MY FINANCES?
Because the right opportunity isn't simply:
The one that pays the most.
It isn't simply:
The one that's free.
It isn't simply:
The newest.
It isn't simply:
The oldest.
It isn't simply:
The company your friend joined.
And it definitely isn't:
THE ONE WITH THE BIGGEST INCOME CLAIM.
The right opportunity is one where:
The product makes sense.
The customer makes sense.
The price makes sense.
The compensation makes sense.
The costs make sense.
The company makes sense.
The culture makes sense.
And most importantly:
IT MAKES SENSE FOR YOU.
There is no need to chase:
Every opportunity.
You only need:
THE RIGHT VEHICLE
and then:
THE DISCIPLINE TO BUILD IT.
And once you choose?
Stop looking over your shoulder every week.
Learn.
Build customers.
Develop your skills.
Track your numbers.
Serve people.
Follow up.
Develop leaders.
And give:
YOUR BUSINESS
a legitimate chance to:
BECOME A BUSINESS.
Week 7 gave us the foundation.
Now we're going to move into:
WEEK 8 — HOW TO BUILD NETWORK MARKETING.
No more just asking:
"What is it?"
Now we're going to start asking:
"HOW DO I ACTUALLY DO IT?"
We're going to cover:
Customers.
Prospects.
Conversations.
Follow-up.
Daily activity.
Failure.
Time.
Duplication.
And skills.
And on Day 56, we're going to bring much of that activity together into a simple system:
THE 2-3-2 DAILY SUCCESS SYSTEM.
Share with 2.
Post 3.
Follow up with 2.
Because eventually, business has to move from:
INFORMATION
to:
ACTION.
Getting older is automatic.
Building intelligently requires intention.
DON'T JUST GET OLDER. GET BETTER AT IT.
Faith. Health. Wealth. Build All Three.
— Coach Marcus Jones
BUSINESS, FINANCIAL & LEGAL DISCLAIMER
This article is provided for general educational and informational purposes only and should not be considered individualized legal, financial, accounting, tax, investment, business, employment, direct-selling, or income advice. Network marketing opportunities and compensation plans vary substantially. No income, profitability, customer growth, rank advancement, residual income, team growth or other business result is guaranteed. Results may depend on product demand, pricing, competition, individual effort and skill, expenses, market conditions, compensation-plan requirements, customer retention, leadership, company policies and other factors. Regulatory standards and company practices can change. Anyone evaluating a network marketing opportunity should independently review the company's official compensation plan, income disclosure statement, policies, refund terms, costs and qualification requirements and consider obtaining qualified professional advice when appropriate.
SOURCE ANNOTATIONS & FURTHER READING
[Source 1] Federal Trade Commission — Business Guidance Concerning Multi-Level Marketing
The FTC's MLM guidance explains that compensation structures should be evaluated based on how they work in practice, including incentives, customer demand, recruiting, participant purchases, earnings representations and product claims. It also says earnings claims should reflect what typical participants are likely to achieve after expenses.
[Source 2] Federal Trade Commission Consumer Advice — Multi-Level Marketing Businesses and Pyramid Schemes
The FTC advises prospective participants to investigate the company, understand expenses, avoid high-pressure recruiting, evaluate whether retail selling is realistic and remember that most people who join legitimate MLMs make little or no money.
[Source 3] Federal Trade Commission — Earnings Claim Rule Regarding Multi-Level Marketing
The FTC proposed an MLM-specific earnings-claim rule in 2025 aimed at misleading or unsupported earnings representations. The proposal underscores the importance of substantiation when promoting income opportunities.
[Source 4] Federal Trade Commission — MLM Earnings Enforcement, 2026
The FTC continued taking action in 2026 over allegedly deceptive MLM earnings representations, including cases involving company leadership and senior distributors. The agency reiterated that extraordinary high-earner outcomes do not support claims about what typical participants are likely to earn.
PHASE 2 — WEEK 7: NETWORK MARKETING FUNDAMENTALS
Day 45: What Is Network Marketing?
Day 46: How Does Network Marketing Work?
Day 47: Is Network Marketing the Same as a Pyramid Scheme?
Day 48: Is Network Marketing Legal?
Day 49: Can You Really Make Money in Network Marketing?
Day 50: How Much Does It Cost to Start a Network Marketing Business?
Day 51: What Should You Look for Before Joining a Network Marketing Company? — Current Article
WEEK 7 COMPLETE
Over the last seven days, we've gone from:
WHAT IS NETWORK MARKETING?
to:
HOW DO I EVALUATE ONE LIKE A BUSINESS OWNER?
We've covered:
The model.
The money flow.
Customers.
Compensation.
Pyramid schemes.
Legality.
Typical income.
Costs.
Due diligence.
Now you have the foundation.
Next:
WE BUILD.
NEXT: DAY 52 — WEEK 8: HOW TO BUILD NETWORK MARKETING
How Do You Find Customers in Network Marketing?
Tomorrow we're going to get practical.
We'll cover:
How to identify potential customers.
Why you should not look at everyone as:
A PROSPECT.
How to lead with:
Problems.
Needs.
Education.
And value.
How to use:
Your personal experience.
Social media.
Content.
Referrals.
Product samples.
Follow-up.
Customer testimonials.
And conversations.
We'll also talk about the difference between:
CHASING PEOPLE
and:
ATTRACTING INTEREST.
Because the goal isn't simply:
FIND MORE PEOPLE TO PITCH.
The goal is: