PALLADA

PALLADA is an All-American Cooperative Consumer Organization that provides its members with an opportunity for direct and growing benefits through their inpidual and collective consuming activity .

COMMENTARY 1

The structure of PALLADA as well as its operational and financial mechanisms are created and developed solely for the benefit of its members. By itself, PALLADA does not receive any profit and does not have any interests of its own, separate from those of its participants.

COMMENTARY 2

“In connection with consuming activity” means that the remuneration received by the consumer is not always included in his purchase, but is produced by the system itself as a whole, regardless of the inpidual efforts of the participants. (see PALLADA's Sources of Income)

Thus PALLADA is a consumer union created to transform consumption into a productive force. Accordingly, it is both an enterprise and an organization whose members control and manage the organizational activity.

100% of PALLADA's income is pided among its members.

Consumer's Activity

As a rule, half of the amount of commission that a vendor affiliated with PALLADA (see Glossary of Terms) pays for a purchase made by its member in the current month (see Vendor Loyalty) is paid to this member in the form of a rebate (see Glossary of Terms).

By registering in PALLADA as an apprentice (see Glossary of Terms), as consumer activity continues, any PALLADA member becomes its partner (see Glossary of Terms), which gives him the opportunity to receive a share in the monthly total PALLADA's income generated by the joint activities of PALLADA as a whole. A participant becomes a partner by accumulating $ 1000 of personal rebate for an unlimited period of time.

COMMENTARY 3

A PALLADA member (apprentice or partner) is considered active if in the current month his personal rebate exceeds or is equal to $ 1. If a partner has been inactive for two months (not necessarily in a row) within a year, he ceases to be a partner and as an intern must receive rebates in the amount of $ 200 to restore partner's status. In case of inactivity for three months a year then to restore the partner status requires receiving rebates for $ 300, respectively; four months - $ 400; five - $ 500; six - $ 600; seven - $ 700; eight - $ 800; nine - $ 900; ten - $ 1000.

PALLADA provides its partners not only with the opportunity to receive significant returns from their purchases, but also the opportunity to receive growing income, the amount of which is not formally limited, since it is not directly generated by consumer's activity (see PALLADA Income Sources).

Organizational activity

A PALLADA participant, being a consumer, can also attract other consumers to participate in PALLADA. They become his prospects (see Glossary of terms), and he becomes their lead (see Glossary of terms). When prospects shop from PALLADA-affiliated vendors, leads who refer them to PALLADA also receive rebates on purchases made by prospects, usually in the amount of half of the prospect's rebates.

By registering in PALLADA as members, prospects are automatically linked to the lead and become part of his organization, and he - their sponsor (see Glossary of Terms). When two or more prospects become partners, their sponsor receives the status of organizer (see Glossary of Terms). When members of his organization, in turn, attract other people to PALLADA, the new members become part of their organizations and form the second (third, fourth, etc.) levels of his downline organization (see Glossary of Terms). Thus, a permanently growing ramified network of PALLADA members is created, all levels of which become part of the sponsor's downline organization, from which its development began.

The partner's share in the monthly total income of PALLADA is determined according to the following criteria:

  1. A quarter of PALLADA's total income from all sources in the current month is pided between active partners in proportion to the amount of the partner's personal rebate accrued in the same month (see Consumer Activity).
  2. A quarter of PALLADA's total income from all sources in the current month is pided among active organizers in proportion to the number of active partners in their downline organization (see Organizing Activity).
  3. A quarter of the total income of PALLADA from all sources in the current month is pided among active organizers in proportion to the number of active organizers in their downline (see Organizing Activity).
  4. A quarter of PALLADA's total income from all sources in the current month is pided between active partners in proportion to the number of credit points used (see Glossary of Terms) received as a reward for Contributing to a Common Cause (see Glossary of Terms) (see Contribution to a Common Cause).

Contribution to the Common Cause

Contribution to the Common Cause (ENTRY) is any personal initiative from which all those participating in PALLADA benefit directly or indirectly

COMMENTARY 4

When PALLADA's income increases and spending decreases, each participant wins. Accordingly, each PALLADA participant is naturally interested not only in the development of his inpidual business, but also in the development of the business of the entire organization as a whole.

It is the Contribution to the Common Cause that is the mechanism that allows to minimize the corporate costs of PALLADA, since all the activities that are necessary for the development and functioning of PALLADA are carried out by its participants, moreover, with a level of enthusiasm and creativity that cannot be achieved with hired labor. Working creatively is usually not in the best interest of the hired worker, as it means doing more than is required of him. Only by working for himself can he truly care about the end result. Accordingly, the Contribution to the Common Cause program largely solves the problem of creative involvement.

The PALLADA takes into account four main forms of Contribution to the Common Cause:

1) Creative idea - a conceptual proposal - a creative idea that fundamentally improves the PALLADA program (for example: using a structure for self-funding) or a practical proposal that significantly accelerates the development or improves the functioning of the business

COMMENTARY 5

The concept of PALLADA is innovative and is in constant development and improvement, therefore, creative rethinking and improvement of the program is constantly taking place. Accordingly, quantitative change should not be confused with improvement. For example, PALLADA can change the structure of rebates, the proportion of income shares, etc. Flexibility is a characteristic feature of the PALLADA program, and the aforementioned possibilities for change are inherent in the project.

2) Labor and professional assistance that the participants provide to PALLADA in the development and functioning of the business.

COMMENTARY 6

Participants can assist PALLADA in the preparation and development of business at all levels, applying professional knowledge and skills, as well as through efforts. This form of Contribution to the Common Cause includes a wide range of activities required by PALLADA: from programming, design and negotiation, to assistance in placing information in the Catalog.

The reputation and connections used for the good of PALLADA can be seen as a form of specialized professional assistance. For example, a popular personality in the country speaks positively about PALLADA in an advertisement or in a non-commercial publication; or, for example, someone gives a personal loan guarantee for PALLADA, etc.

3) Giving to PALLADA for use or donating to PALLADA valuable property (see Non-Conventional Sources of Income).

4) Financial donation

COMMENTARY 7

(See Non-Conventional Sources of Income) A person can donate an amount of money or a source of income to PALLADA. For technical reasons, the minimum amount of financial donation accepted by PALLADA cannot be less than $ 20.

Any financial donations to PALLADA are non-refundable.

COMMENTARY 8

The need for preliminary agreement on the terms of donation is due to the fact that the good intentions of Contribution to the Common Cause can lead to the opposite of the desired results. For example, someone donates a car to PALLADA, which immediately fails and PALLADA has to pay for its disposal. When accepting an offer for a Contribution, the Council should consider all the possible implications of this initiative. Then, if the result of the Contribution is negative, it does not become the responsibility of the Contributor.

Helping PALLADA, a person shows good will, and, naturally, in some cases he may not even realize that he is making a Contribution to the Common Cause. He may help completely disinterestedly, or hesitate to ask for a reward, or even refuse reward for some personal reason, etc. In all cases, PALLADA cannot show ingratitude gaining benefits. Therefore, the MANAGEMENT must accept the form of the Reward Request, even if it is completed by a third party on behalf of the contributor, or assign a reward on its own initiative. Ideally, no good deed for the benefit of PALLADA should be left unmarked or unrewarded.

If the Offer of Contribution to the Common Cause was not made before the Contribution itself, it nevertheless can and should be rewarded. However, if the Contributor has neglected the opportunity to propose a Contribution in advance by filling out the appropriate form, this may be taken into account when assessing this Contribution (see Rule 7a of the PALLADA Code of Conduct).

Contribution to the Common Cause implies a real benefit to the organization, not just an attempt to bring benefit to it. Thus, if it is only an attempt with uncertain results, it alone cannot be considered a Contribution to the Common Cause worthy of reward. Nevertheless, the exercise of goodwill, an honest desire to help, enthusiasm and concern for the common good are certainly welcomed and receive some public recognition in PALLADA .

COMMENTARY 9

The commercial idea of Contribution to the Common Cause is manifested in the fact that PALLADA has the ability to generously reward the participant for his Contribution to the Common Cause without additional corporate expenses.

Reward for Contribution to the Common Cause

When a PALLADA participant makes any Contribution to the Common Cause, albeit disinterestedly, he certainly deserves the gratitude of all participants and therefore, even regardless of his wishes, receives a reward from PALLADA, corresponding to the value of this contribution. (Besides the participant contributing to the Common Cause receives not only a direct reward, but also, together with others, a part of the increased total benefit.) Reward for Contribution to the Common Cause in PALLADA is made in the form of so-called credit points (see Glossary of Terms). A credit score is a conventional unit that measures the degree of benefit received by PALLADA from the actions of one or another participant, and, accordingly, the level of gratitude to this participant .

COMMENTARY 10

In determining the remuneration, the Management has the right and is obliged to take into account all circumstances, including the status and activity of the participant in PALLADA. The Management is also obliged to take into account possible damage caused by this PALLADE member or other members in the past.

Different types of credit points are used depending on the type of Contribution to the Common Cause.

Production Credit Points (PCB) - awarded for ibput in the form of a creative idea, as well as labor or professional assistance to PALLADA .

COMMENTARY 11

When the reward for Contribution to the Common Cause is used as one of the criteria for selecting in the PALLADA Council, only unused PCBs are taken into account. (See PALLADA Policies And Procedures).
INPUT in skilled and unskilled labor is rewarded as follows: The Management determines the dollar equivalent of contribution based on the expected wage or compensation for a given job market for a given skill level and then transfers the dollars to PCB. The size of a credit point in its ratio to the US dollar is determined at the rate of 1 PCB = $1.

If the quality of the labor input is higher or lower than expected, the Council has the right to increase or decrease the amount of remuneration .

COMMENTARY 12

In some cases, the Management may postpone remuneration for work already done if the result is not immediately apparent and cannot be defined correctly.

Universal credit points (UKB) are awarded for any donation at the rate of $1 = 1UKB .

COMMENTARY 13

If the organization accepts a material donation, its current market value is determined and the corresponding number of credit points is allocated. If the property is transferred to an organization for temporary use, the benefits obtained can also be assessed by objective criteria. For example, vehicle use in the United States may be assessed in the same way as when reporting to the IRS.

Using Credit Points

Any credit points can be used in the calculated month for personal activity, increasing or maintaining seniority.

Any credit points can be used in the billing month to increase the share in the total income of PALLADA.

Any credit points can be used to compensate for debit points (see Glossary of Terms) received for certain violations (See POLICIES AND PROCEDURES OF PALLADA).

If a PALLADA member by his actions has caused damage to other members or PALLADA as a whole, this damage is assessed and a certain number of debit points is assigned to him. He has a year to offset this penalty in favor of the injured party with any credit points. If he does not do this, the violation goes into the category of violations of the Code of Ethics of PALLADA, which permanently prevents him from building a business in PALLADA (See POLICIES AND PROCEDURES OF PALLADA).

PALLADA's Sources of Income

The bulk of PALLADA's income is generated by the structural plurality of the organization and does not always depend on the individual or even collective efforts of the participants.

Traffic Sources of Income.

As you know, today huge profits are generated not so much by selling to consumers as by selling the consumers themselves. For example, companies like Google, Yahoo, Twitter, Facebook, etc. earn billions on the so-called traffic (see Glossary of Terms) - the flow of people. Therefore, the task of PALLADA, among other things, is that the money that is earned on the flow of people is paid to this very flow of people; so that the money earned from advertising is divided between those to whom the advertising is, in fact, addressed.

In PALLADA, these revenue streams are directly related to the overall size and geographic location of a particular part of the organization, and today traffic revenue streams such as search engine use and income from targeting and advertising generate significant revenue for PALLADA. However, any PALLADA partner, regardless of where he lives, participates in the total PALLADA revenues wherever they are produced.

Structural sources of income

PALLADA has a unique combination of conditions and opportunities for any changes in the structural organization of already registered participants, that is, for unlimited structuring (see Glossary of Terms) - reorganization, movement, mixing, merging (see Glossary of Terms) and revaluation (monetization) of already established network organizations involved in the PALLADA business .

COMMENTARY 14

One of the problems of enterprises using a network mechanism (in the overwhelming majority of cases in combination with a pyramid scheme) is the fixed structure of the once created network organization, that is, the inability to change the already established sponsorship-downline (see Business Plan) relationship. Relations within the network structure of these enterprises (upline-downline) are created at the time of registration and cannot be changed in the future, even if this becomes necessary from the point of view of the efficiency of the already built business.

The reasons for this are:

Firstly, all business plans of these enterprises are based on the fact that the sponsor receives the so-called override bonus, that is, ultimately receives money for a place in the structure, and a change in location in the built organization directly affects the ratio and size of income within the structures, which makes structuring impossible;

Secondly, structuring in all cases is nothing but a change of sponsor, and this is the only way it can be considered in any legal proceeding. That is, if we prohibit the change of sponsor, without which stable operation is impossible, and at the same time punish the violator of this prohibition, he can simply go to court with a statement that he was punished for what is common practice in this business, and not a single court will not be able to distinguish a constructive change of a sponsor from a destructive one. Again, if it is allowed, then all the activity of building a network will turn into absurdity - people will arbitrarily switch from one sponsor to another, selling themselves, sponsors will be in a constant state of competition to lure people away from each other, and about any minimum stability required to get at least some income, there will be no question. Therefore, absolutely all network companies are forced to prohibit the change of sponsor. The formal prohibition, of course, does not prevent abuse (people correspond from one sponsor to another under the name of relatives, etc., although if the participant already has a structure, such a transition may be difficult), but it allows the company to at least apply sanctions against the offender. At the same time, if a violation took place, and the company did not apply sanctions, then the injured party can go to court and win the process, which in some cases took place. Thirdly, the networking company, at least legally, cannot make any changes in the business structure for gaining its own benefit (for example, register the owners of the company above the sponsor who has already built the structure, or write them into the structure so that the entire business is built under them).

In PALLADA, the organizer receives a part of the overall income in proportion to the size and quality of the organization he created (see Business Plan), that is, not for the place in the structure, but for the role he played in its creation and development. Accordingly, he receives a part of the global income of PALLADA in proportion to the size and quality of the structure that has grown under him (see Business plan), and he receives rebates not as a sponsor, but as a lead, regardless of the position of the prospect in the downline. In other words, any number of participants can be recorded between the lead and the prospect. At the same time, the lead receives rebates for the purchases of the prospect he personally attracted as for the first downline level (see Business plan). The relationship between the lead and the prospect is recorded upon initial registration. Thus, structuring in no way affects the interests of the lead, on the contrary, in all cases, structuring means a significant increase in the benefits of those affected by it, at least increasing the sponsor's share in the total income of PALLADA, which is largely determined by the total income of his downline ... In PALLADA there is no conflict of interest between the enterprise and the participants, that is, the receipt of income by the enterprise does not contradict the benefits of the participants, therefore there are no practical or legal obstacles to structuring. The dilemma - to allow a change of sponsor or to refuse structuring - is solved in PALLADA simply and ingeniously: changing a sponsor is not prohibited as such, but an arbitrary transition from one sponsor to another is considered an immoral act with an appropriate attitude towards it (see POLICIES AND PROCEDURES) which is practically impossible.

So in PALLADA there are no legal or moral barriers to using the structure for the benefit of the entire enterprise.

It is easy to imagine how many forms and methods of structuring can be used, not only as a mechanism for increasing the efficiency of an organization, but also as a mechanism for creating fundamentally new sources of income for PALLADA , especially considering that as the organization grows, the number of structural income sources will constantly increase .

COMMENTARY 15

For example, PALLADA can create an unlimited number of accounts, place them between any sponsors and their downline, and sell those accounts without the slightest damage to the sponsors above them or to the downline below them. In this case, the income is received by PALLADA, that is, it is divided between all participating partners.

COMMENTARY 16

There are dozens of such methods at the level of existing developments and know-how in PALLADE. It makes no sense to describe in this context all possible structuring options, especially since only a small part of them is used today.

At present, the structuring is done only by the Management of PALLADA, and exclusively in the interests of PALLADA as a whole.

Paradigmatic Sources of Income

The term "paradigmatic" is used in PALLADA to define incomes, which are created by the following paradigm: PALLADA participants can be both selling and buying parties simultaneously .

COMMENTARY 17

Under normal commercial conditions, there is inevitably a conflict of interest between the buyer and seller - sellers want receive more and buyers want to pay less.

The absence of a conflict of interest between the enterprise and the participants creates the conditions for the emergence of a unique opportunity: the participant making an acquisition through PALLADA receives direct benefits both as a consumer who saves money and as an entrepreneur who participates in income. Such sources of income, in particular, are income from commercial enterprises owned by PALLADA designed for a large number of clients .

COMMENTARY 18

It is not hard to imagine that the ability to simultaneously control supply and demand creates conditions for the emergence and development of PALLADA enterprises in any spheres of the economy - at some stage, PALLADA-owned supermarket chains, gas stations, telecommunications enterprises, financial enterprises, service enterprises and etc.

In addition, the paradigmatic income of PALLADA is the income from the sale of goods and services bearing the PALLADA brand, or those that do not have it, but are realized within the framework of a seller-buyer relationship both within the organization and outside of it.

Unconventional Income Sources

COMMENTARY 19

The term - unconventional means that these incomes are not inherent in the business.

Since PALLADA is not only a commercial enterprise, but also a social movement, the receipt of funds in PALLADA may also be of a non-commercial nature, in particular, in the form of a Contribution to the Common Cause.

Vendor Loyalization

COMMENTARY 20

Vendors are all enterprises with a trademark and supplying goods or services to consumers (shops, pharmacies, clinics, gas stations, travel agencies, banks, etc.). Loyalization - (from the word loyalty) these are the traditional well-known 'loyalty programs' - various discount programs, discounts, promotions, etc., which are used in order to increase the clientele or keep it. There is nothing new and nothing special in these programs.

As a consumer organization, PALLADA also has the opportunity to use traditional corporate partnerships (affiliations) with various trade and service businesses, creating another source of income. In perspective, from the point of view of benefits for PALLADA, this source of income can be described as insignificant. In other words, in the developed business of PALLADA, even with zero consumption, basic incomes are preserved .

COMMENTARY 21

Some businesses trying to imitate PALLADA even refuse consumption, because of the low profitability of this source of income, which, of course, is a fundamental mistake, since they thereby deprive themselves of the opportunity to objectively determine the role of an individual participant in overall success. In addition, objective characteristics of the traffic value and its real potential are lost.

At the same time, vendor loyalty is a very important part of the program, since absolutely all PALLADA income from all sources is divided between the participants in proportion to their consumer activity and related organizational activity, that is, consumer activity is a criterion that determines the share that a particular participant gets from PALLADA's income.

Freedom of consumption in PALLADA means that a person is invited to acquire only what he needs, that is, what he would acquire, without being a member of PALLADA. The function of PALLADA is simply to create the conditions under which ordinary consumption becomes a source of unlimited growing income. Thus, PALLADA differs from all known forms of consumer associations (discount programs, basic consumer cooperatives, associations, clubs, etc., which are created to reduce consumer spending), in that in PALLADA the main sources of income are separated from consumption, and consumption is first of all the criterion for distribution of income between the partners of PALLADA.