What is the history of one of the most effective business models that attracts the attention of an ever-growing number of entrepreneurs with each year? The past of MLM is a fascinating journey of adaptation, entrepreneurial spirit, and innovation. From the times when enthusiastic salespeople knocked on doors with goods in hand, to modern digital platforms managing millions of distributors worldwide. Today, more than 50 million people generate billions of dollars in this industry, and its secret lies not only in the people but also in the technologies that improve the industry year by year.

Why is it worth diving into the past of MLM? Understanding its evolution helps to better appreciate the achievements and opportunities of the industry. In this article, we will trace the path of network marketing: from its first steps in the late 19th century to the digital revolution of the 21st century. We will talk about key stages, outstanding personalities, and how modern solutions, such as the development of MLM software, open new horizons for business.

Stage 1: Preconditions for the Emergence of MLM (Late 19th Century – 1930s)

The roots of network marketing go back to the era of direct sales, when enterprising merchants went from house to house offering goods, and then began using social connections to expand their customer base. In the late 19th century in the USA, a model emerged that later transformed into modern MLM. It was a period when traditional retail trade had not yet dominated, and personal communication remained the main way to promote products.

One of the first companies that laid the foundation for the future MLM model was the California Perfume Company, founded in 1886 by David McConnell. Initially, McConnell sold books, but he noticed that the women he interacted with showed more interest in the perfume samples he offered as gifts. This observation inspired him to switch to perfumery and create a direct sales system. He began recruiting women agents who sold products to their acquaintances, bypassing stores.

By 1906, the company already had 10,000 sellers—a figure impressive for a time when telephone communication was not yet widespread, and advertising was mostly limited to newspaper ads. For example, one advertisement from that period stated: “An agent is required for the California Perfume Company. No experience needed. Call 418-R.” This model offered women, often deprived of career opportunities, a chance to earn money using their social networks—family, friends, neighbors.

Parallel to this, other companies were developing, strengthening the idea of direct sales. In 1905, the Fuller Brush Company appeared, whose “Fuller Brush Men” went door-to-door offering cleaning brushes. This company relied on product quality and personal contact, which allowed sellers to gain customers’ trust. Their approach was so successful that by the 1920s, the “Fuller Brush Man” became a cultural symbol in the USA, embodying persistence and entrepreneurship.

And already in 1931, Stanley Home Products, a predecessor to Tupperware, introduced a new element—sales through home parties (party plans). Hostesses invited friends, demonstrated products, and received a commission from sales. This idea enhanced the social aspect: purchases became not just a transaction but part of socializing and entertainment.

The original direct sales model was built on three key principles:

  1. Personal interaction. The seller communicated directly with the buyer, talking about the product and answering questions.

  2. No intermediaries. Goods went from producer to consumer, which reduced costs and increased sellers’ margins.

  3. Social connections. Sellers used their acquaintances to find clients, making the model flexible and effective in small communities.

These principles became the foundation for network marketing. Unlike traditional retail, where goods were promoted through shop windows and advertising, here everything rested on trust and personal recommendations. For example, historian Katina Manko from the University of Delaware noted: “Avon ladies and Fuller Brush Men occupied a unique economic niche. They embodied corporate identity but worked within households.” By the 1930s, especially during the Great Depression, the direct sales model proved its viability, becoming a lifeline for many seeking additional income. It prepared the ground for the next step—transitioning to multilevel structures, where earnings depended not only on personal sales but also on building a team.

Stage 2: The Birth of Network Marketing as a Business Model (1934–1959)

The real breakthrough occurred in 1934 when Carl Rehnborg founded the California Vitamin Company (later renamed Nutrilite). His path to this idea began in the 1920s in China, where, while working for an oil company, he noticed that the local population rarely consumed dairy products. Rehnborg, driven by a desire for fame and influence (as he wrote in his diaries: “to impress others, to rise in status”), decided that vitamins could fill this “deficit.” Returning to the USA after a series of failures—including an unsuccessful attempt to sell milk and toothpaste in China—he began experimenting with supplements based on alfalfa. However, traditional distribution channels, such as retail stores and mail orders, did not meet expectations. Then Rehnborg developed a new model: he offered distributors not only to sell products personally but also to recruit new sellers, receiving bonuses for their results. This became the first documented MLM system, revolutionizing the way goods could be distributed.

A key role in developing this idea was played by William Casselberry and Lee Mytinger, Nutrilite distributors who, in the 1940s, turned Rehnborg’s experiment into a full-fledged business model. They refined the system: distributors bought products at a 35% discount, sold them at a profit, and received a 2% commission from their network’s sales. After recruiting 25 clients, they could become “direct distributors,” training newcomers and earning from their success. This structure, called “The Plan,” was logical and economically sound: instead of spending on a sales department, the company shifted these functions to the sellers themselves, motivating them through bonuses. The system proved so effective that by the late 1940s, Nutrilite reached monthly sales of $500,000—a huge sum for that time, equivalent to about $6 million in modern dollars adjusted for inflation. Growth was especially noticeable after World War II, when Americans, concerned about health, began viewing vitamins as an essential part of life.

However, success came with challenges. In 1948, the Food and Drug Administration (FDA) launched an investigation due to exaggerated claims about the benefits of vitamins—Nutrilite distributors claimed their products could cure diseases. The FDA seized the company’s stocks, accusing it of deceiving consumers and creating a pyramid structure where income depended more on recruiting new sellers than on actual sales. Legal disputes lasted for years, and although Nutrilite managed to avoid severe sanctions thanks to skilled defense, the company’s reputation suffered.

Nevertheless, the model proved its viability, inspiring the next generation of entrepreneurs. Among them were Richard DeVos and Jay Van Andel, Nutrilite distributors who saw in the system something greater than just selling vitamins. They began experimenting with a similar structure for other goods, which soon led to the creation of Amway. Nutrilite not only gave rise to MLM but also laid the foundations of its philosophy: seller independence, motivation through multilevel commissions, and a focus on network building.

Stage 3: Creation of a Typical MLM Model with the Example of Amway (1959–1979)

In 1959, two former Nutrilite distributors, Jay Van Andel and Richard DeVos, founded Amway—a company that became the benchmark for MLM. Their journey began in their school years in Michigan, where they were friends and dreamed of their own business. In 1949, they joined Nutrilite, quickly becoming some of the most successful networkers thanks to their ability to motivate teams. However, instability at Nutrilite—including legal troubles with the FDA and internal disagreements with the founders—pushed them to create their own company. Starting with the sale of a universal cleaning product, LOC (Liquid Organic Cleaner), they adapted and expanded Nutrilite’s model, emphasizing the building of a network of independent distributors. Their approach proved revolutionary: by 1979, Amway not only survived a legal battle with the Federal Trade Commission (FTC), proving the legitimacy of its model, but also became one of the largest private companies in the USA.

The 1979 court ruling (FTC v. Amway) became a turning point for the industry. The FTC attempted to classify Amway as a pyramid, but the company proved that its revenues were based on real product sales, not just recruiting new participants. This decision set a legal precedent, distinguishing legitimate MLM from fraudulent schemes, and gave the industry the green light for growth.

According to Forbes, in 2025, Amway remains in the top 100 MLM companies worldwide (read more in our article “Top 100 Network Companies 2024” on our website). Amway’s success is explained by a clear structure: distributors earned income from personal sales (usually a 30% margin) and commissions from their “downline,” where leaders could earn up to 25% of their network’s sales. The company also invested in training—regular seminars, motivational meetings, and even sponsorship of sports venues, such as the Amway Arena in Orlando, strengthened the brand and community. By the end of the 1970s, annual turnover exceeded $500 million, and the network spanned more than 20 countries. This model demonstrated how to scale a network business, turning it into a global phenomenon.

Stage 4: Global Flourishing of the MLM Industry (1980–2000)

The 1980s and 1990s marked an explosive growth of MLM, when the industry expanded beyond the USA and became an international phenomenon. The economic boom in the USA and the growing number of women in the workforce created ideal conditions: many sought flexible ways to earn money without sacrificing family life. New players, such as Herbalife (founded in 1980 by Mark Hughes) and Mary Kay (launched in 1963 by Mary Kay Ash, though its peak popularity came in the 1980s), took the model to a global level.

Herbalife focused on health and weight-loss products—their protein shakes became a hit, and by the 1990s, the company operated in 30 countries, attracting millions of distributors. Mary Kay bet on cosmetics and parties, where consultants demonstrated products to friends and neighbors. By 1995, its annual sales exceeded $1 billion, and the famous pink Cadillacs for top sellers became a symbol of success.

This period also revealed the dark sides: the rise of pyramid schemes masquerading as MLM sparked public skepticism and tightened regulation. For example, in the 1980s, Glenn W. Turner with his Koscot Interplanetary and “Dare to Be Great” faced trial for deceiving thousands of people, which increased pressure on the industry. In 1998, China banned network marketing, fearing financial scams, though later, major companies like Amway gained market access through lobbying. In the USA, the FTC intensified oversight: between 1996 and 2002, more cases were filed against MLM companies than in the previous 17 years.

Nevertheless, the success of companies like Tupperware, whose party-based sales grew to $1.2 billion by the 1990s, and Avon, which spanned over 100 countries with a network of 3 million agents, proved that MLM could adapt to the cultural and economic specifics of different markets. Their secret lay in balancing quality products with a strong community, which allowed the industry to solidify its position.

Stage 5: Digital Revolution and Innovations in the MLM Industry (2000–Present)

With the advent of the 21st century, the internet radically transformed network marketing, turning it from a local business into a global ecosystem. If earlier distributors relied on face-to-face meetings, phone calls, and paper catalogs, now social networks like Facebook, Instagram, YouTube, and TikTok have become the primary channels for sales and recruiting. According to a DSA UK study, in the 2020s, 42% of distributors named social media as their main source of orders, while 63% combined MLM with other work, using online tools for flexibility.

The rise of social networks enabled virtual presentations and “social parties,” replacing traditional gatherings. For example, in 2020, during the pandemic, many MLM leaders increased sales by 20–30%, simply by switching to online formats, according to DSA data.

Digital technologies not only simplified communication but also opened access to analytics and automation. Modern MLM companies use software to manage networks, track sales, and train teams. Mobile apps provide distributors with real-time access to statistics—from sales volumes to their network’s activity. But it’s worth acknowledging that we now stand on the threshold of a new chapter in history: artificial intelligence is astonishing with its capabilities. For instance, Amway has begun using artificial intelligence to forecast demand and personalize offers, giving them an edge in competitive markets.

Our team is at the heart of these improvements. We develop software for managing MLM businesses, which helps companies scale, automate routine processes, and attract new partners. Among our clients are industry leaders who, thanks to innovations, grow their partner networks worldwide year after year. We suggest reading more about our projects here.

The digital era has made MLM more accessible and efficient but demands that companies be ready to adapt to new realities—from virtual communities to technologies that turn data into profit.

Summary: From Past to Future

The history of network marketing is a story of how the industry evolved from humble direct sales to a global phenomenon. From Carl Rehnborg, where the simple idea of a multilevel structure was laid, to modern digital platforms where distributors automate their sales. MLM has always found ways to evolve, overcoming challenges and seizing new opportunities. Today, in the era of technology, success in network business depends not only on personal connections but also on the ability to effectively integrate digital tools.

For experienced leaders, company owners, and MLM startups, it’s important to learn from the past: innovation is the key to sustainable growth. That’s why our team of professionals helps network businesses confidently look to the future, offering solutions for automation, analytics, and scaling. Want to know how we can help your business? Write to our leading business consultants and unlock new horizons in the world of network marketing.