USANA Singapore — Capital Deployed vs Cash Recovered
Source: USANA Compensation Plan, SG-EN (last revision 29 July 2013). Scenario model: best-cash and worst-cash outcomes for SGD 10k / 20k / 30k+ of capital.
Read first. The plan document is from 2013 and does not state: the SGD value of a Commission Volume Point (CVP), points per SGD of product, SGD prices, enrolment (BDS) fee, or any Leadership / Elite / Incentive payout formula. Items marked assumption are placeholders — replace them with figures from the current SG price list and official rules before relying on any result. Best case is an upper bound, not a forecast; the worst case is not a floor (you can also lose capital in fees you didn't foresee).
1. What the workbook distinguishes
| Line | Definition used here | How it is calculated |
|---|---|---|
| Capital deployed | Cash put in: SGD 10,000 / 20,000 / 30,000 and onward | Input list (section 3). Split into product purchases and non-product costs (enrolment, tools, etc.) |
| Eligible sales | Qualifying product points only — own purchases (PSV) plus team/customer Group Sales Volume (GSV). Sales tools and logo items = 0 points | Product spend ÷ (1 − 10% × Auto Order share) × points per SGD; team GSV = multiple of own points |
| Estimated bonuses | Only what the plan makes calculable: Weekly Commissions (20% of matched GSV, 125-pt minimum per side, 5,000 rollover cap) and Lifetime Matching Bonus (2.5%–15% table) | Week-by-week simulation |
| Not estimated | Leadership Bonus, Elite Bonus, Incentives, retail-profit beyond the markup input | Shown as “n/q” — the plan gives no formula or amount (Leadership is a share of a pool; Elite is “over USD 1m” split among the top 40 and varies by quarter) |
| Cash-out value | Cash actually received, in SGD, less expenses and fees | Retail revenue + commissions + matching − operating expenses − fixed costs − fees |
| Net position | Cash recovered vs original capital | Cash-out value − capital deployed (unsold stock shown as a memo, not as cash) |
2. Plan rules extracted from the PDF
Weekly Commissions (pp. 5–8)
- Commission = 20% of the small-side Group Sales Volume, paid weekly in CVP, converted to local currency.
- Each side of a Business Centre needs ≥ 125 GSV to pay (= 25 CVP).
- Unmatched volume rolls over, up to 5,000 pts per side.
- Open 1 BC: ≥ 200 PSV once, then ≥ 100 PSV per 4-week rolling period.
- Open 3 BCs: ≥ 400 PSV within the first 6 Fridays; then ≥ 200 PSV per 4 weeks. BC2/BC3 volume rolls into BC1, so commission = 20% × (BC1 matched + BC2 matched + BC3 matched).
- If a BC closes, all volume in it is erased.
- Own PSV does not count toward your own GSV.
Lifetime Matching Bonus & PaceSetter (pp. 2, 10)
| Sponsored distributor is… | You: Platinum PS | PaceSetter | Neither |
|---|---|---|---|
| Premier Platinum PS | 15% | 10% | 5% |
| Premier PS | 10% | 5% | 2.5% |
- Paid on the sponsored distributor’s base commissions, for life, while you are commission-qualified.
- Premier Platinum PS: 1,600 SVP from 4+ sponsored distributors within 8 weeks. Premier PS: 800 SVP from 2+ within 8 weeks. “Annual” versions: same within 16 weeks, renewed yearly.
Costs / pricing levers
- Auto Order: extra 10% off Preferred Price on point-bearing products; must cancel if < 70% is sold or consumed.
- Retail profit = retail price − Preferred Price (immediate, no formula for price).
- Preferred Customers earn no commission but their orders add points to GSV.
- A BDS purchase and application are required (amount not stated).
Leadership ranks (p. 11) — informational
Rank is based on CVP (base commission only, excluding Leadership/Elite/Matching). Weekly: Sharer 50, Believer 100, Builder 200, Achiever 400, Director 600, Bronze 800, Silver 1,000. Four consecutive weeks: Gold 1,000, Ruby 2,000, Emerald 3,000, Diamond 4,000, then +1,000 per Star (1-Star 5,000 … 11-Star 15,000). The scenarios below report the implied rank from sustained weekly CVP.
3. Assumptions (edit — results update live)
| Scenario input | Worst cash | Best cash |
|---|
4. Results
Net position by capital level
5. Caveats
- Plan date is 2013; rules, prices, ranks, fees and tax treatment may have changed. Verify against the current Singapore compensation plan, Distributor Agreement, and income disclosure statement.
- Volume is spread evenly across weeks after the start delay; real teams are lumpy, and many drop out. The 3-BC 400-PSV-in-6-weeks rule and per-BC 125-pt minimums on BC2/BC3 are not modelled separately.
- Team and customer volume must come from genuine consumption and retail demand. Buying product mainly to generate points for yourself or others is exactly what the 70% rule and the Distributor Agreement are designed to prevent, and unsold stock is a real loss.
- Income tax, GST, shipping, and any refund/buyback terms are not modelled unless you add them to expenses.