Technology handles parts of the transaction. People build the relationship.<\/strong><\/p>\n<\/blockquote>\n This distinction matters because e-commerce and network marketing solve different problems.<\/p>\n E-commerce can make transactions faster and easier.<\/p>\n Network marketing can make product discovery, education, customer support, and relationship-building more personal.<\/p>\n bHIP brings those two sides together inside one commercial ecosystem.<\/p>\n And in my experience, that combination is one of the reasons the model can be so powerful when it is understood and used correctly.<\/p>\n To understand bHIP\u2019s model<\/a>, it helps to look at the two components separately.<\/p>\n E-commerce is primarily about using digital infrastructure to facilitate commerce.<\/p>\n A customer can discover a product, place an order, submit payment, and move through an online transaction process without relying on a traditional physical retail environment.<\/p>\n Network marketing works differently.<\/p>\n It depends more heavily on people.<\/p>\n A distributor may introduce products, answer questions, explain how the business works, support customers, develop relationships, and, where applicable, help other distributors learn how to do the same.<\/p>\n So one model is heavily technological.<\/p>\n The other is heavily relational.<\/p>\n bHIP combines them.<\/p>\n That means the transaction does not need to depend entirely on manual person-to-person processing, while the customer experience does not need to become completely impersonal either.<\/p>\n The result is a hybrid model that can be understood like this:<\/p>\n The technology supports the transaction.<\/p>\n The distributor supports the human side.<\/p>\n That separation creates efficiency.<\/p>\n The e-commerce side of bHIP gives customers a digital pathway to interact with the product system.<\/p>\n Rather than requiring every distributor to personally recreate an online store, process each transaction manually, manage fulfillment, and physically coordinate every order, bHIP provides the underlying infrastructure.<\/p>\n This is important because commerce becomes difficult to scale when every individual participant needs to rebuild the same operational system.<\/p>\n The digital side allows the customer journey to become more streamlined.<\/p>\n A customer can move from interest to order without the distributor needing to personally handle every technical or logistical detail behind the purchase.<\/p>\n This is where bHIP\u2019s operating infrastructure becomes important.<\/p>\n One key element is the GDP System \u2014 Global Dropshipping Product System<\/strong>.<\/p>\n The GDP System allows customers to place orders through bHIP\u2019s own system, while the appropriate operating process supports the order after it is placed.<\/p>\n A simplified flow looks like this:<\/p>\n The important point is that the distributor does not need to become the warehouse.<\/p>\n The distributor does not need to become the shipping company.<\/p>\n The distributor does not need to rebuild the entire backend of a consumer-products business.<\/p>\n Instead, the distributor can focus more heavily on the commercial side.<\/p>\n That is the value of infrastructure.<\/p>\n This is an important distinction.<\/p>\n The GDP System is one part of the broader bHIP ecosystem.<\/p>\n It is not the entire business opportunity<\/a>.<\/p>\n It is not the compensation plan.<\/p>\n It is not network marketing itself.<\/p>\n Those are separate pieces.<\/p>\n bHIP is the broader business ecosystem.<\/p>\n It includes products, customers, independent distributors, training, leadership, systems, infrastructure, international operations, and the compensation structure.<\/p>\n The GDP System is part of the operating and ordering infrastructure.<\/p>\n The network marketing side refers to the relationship and distribution model.<\/p>\n The compensation plan determines how eligible commercial results may connect to compensation under the applicable rules and conditions.<\/p>\n Understanding these distinctions makes the entire model much easier to evaluate.<\/p>\n The network marketing side of bHIP is primarily about people<\/a>.<\/p>\n Technology can process an order.<\/p>\n It cannot build trust.<\/p>\n Technology can record a transaction.<\/p>\n It cannot listen to a customer.<\/p>\n Technology can move information.<\/p>\n It cannot replace every human conversation.<\/p>\n This is where the distributor becomes important.<\/p>\n The distributor\u2019s role is primarily commercial and relational.<\/p>\n That means learning the products, understanding customer needs, explaining products responsibly, answering questions, following up, helping customers navigate the buying process, and building longer-term relationships.<\/p>\n If the distributor chooses to develop an organization, the role can also expand into training, mentorship, duplication, and leadership.<\/p>\n So while the digital infrastructure can support the transaction, the distributor remains central to the human side of the business.<\/p>\n A digital platform can process an order. It cannot replace trust.<\/strong><\/p>\n<\/blockquote>\n That is one of the most important ideas to understand.<\/p>\n Traditional e-commerce can be highly efficient.<\/p>\n But efficiency alone does not automatically create relationships.<\/p>\n A website may display a product.<\/p>\n That does not mean a customer understands it.<\/p>\n A checkout page may process payment.<\/p>\n That does not mean a customer knows which product best fits their needs.<\/p>\n An automated email may confirm an order.<\/p>\n That does not mean the customer feels personally supported.<\/p>\n This is why relationship-driven commerce can still matter.<\/p>\n People often want context.<\/p>\n They want answers.<\/p>\n They want recommendations.<\/p>\n They want to know who they can contact if they are confused.<\/p>\n They want someone to help them understand what they are looking at.<\/p>\n Network marketing adds that human layer.<\/p>\n And when the human layer is supported by digital infrastructure, you can get the benefits of both.<\/p>\n That is where the combination becomes interesting.<\/p>\n Now look at the other side.<\/p>\n Imagine building a relationship-based business without strong digital infrastructure.<\/p>\n Every distributor might need to manually handle product availability, order capture, payment coordination, inventory questions, packaging, shipping, tracking, and delivery.<\/p>\n That may be manageable at a very small scale.<\/p>\n It becomes much harder as the business grows.<\/p>\n If hundreds or thousands of independent distributors each need to recreate the same operational processes individually, complexity increases very quickly.<\/p>\n This is where e-commerce infrastructure becomes valuable.<\/p>\n The relationship side helps create discovery, education, trust, and customer development.<\/p>\n The digital side helps the business process transactions and orders more efficiently.<\/p>\n Those two functions are different, but complementary.<\/p>\n The bHIP model can be understood as a bridge between personal commerce and digital commerce.<\/p>\n The relationship may begin with a person.<\/p>\n The order can move through digital infrastructure.<\/p>\n The operating system supports the transaction.<\/p>\n The customer receives the product.<\/p>\n The distributor can then continue the relationship.<\/p>\n That creates a more complete loop.<\/p>\n This is different from a purely transactional online store.<\/p>\n And it is different from an old-style direct-selling model where one person may need to personally manage much more of the physical transaction.<\/p>\n The value is in the separation of roles.<\/p>\n The distributor can focus on commercial relationships.<\/p>\n The system can support the operational process.<\/p>\n This is another area where confusion can happen.<\/p>\n If the e-commerce infrastructure processes the order, what exactly does the distributor do?<\/p>\n The answer is: a lot.<\/p>\n But the work is different.<\/p>\n The distributor\u2019s job is not primarily to move boxes.<\/p>\n The distributor\u2019s role is to create and support commercial activity.<\/p>\n That means learning the products well enough to communicate responsibly.<\/p>\n It means speaking with customers.<\/p>\n It means understanding questions.<\/p>\n It means identifying where there may be a genuine fit.<\/p>\n It means following up.<\/p>\n It means helping customers navigate the system.<\/p>\n It means building trust.<\/p>\n If the distributor is also building an organization, then it may also mean helping other people become competent at those same activities.<\/p>\n The company provides infrastructure.<\/p>\n The distributor provides commercial activity.<\/p>\n That distinction is important.<\/p>\n The company provides the platform. The distributor provides the activity.<\/strong><\/p>\n<\/blockquote>\n bHIP provides the broader commercial ecosystem.<\/p>\n That includes the products, the systems, the operating infrastructure, digital ordering, the GDP System, training resources, international support structures, and the compensation framework.<\/p>\n This allows an independent distributor to enter an existing system instead of having to create a consumer-products company from the ground up.<\/p>\n That changes the type of work the distributor needs to do.<\/p>\n Instead of asking:<\/p>\n \u201cHow do I build every part of the company?\u201d<\/p>\n<\/blockquote>\n the distributor can focus on:<\/p>\n \u201cHow do I use the existing platform effectively?\u201d<\/p>\n<\/blockquote>\n That is a very different starting point.<\/p>\n Imagine launching your own e-commerce brand from zero.<\/p>\n You might need to think about product sourcing, manufacturing, packaging, branding, website development, payment processing, logistics, inventory, fulfillment, shipping, customer service, marketing, and acquisition.<\/p>\n Even if you outsource many of those functions, you still need to build the relationships with the vendors and systems that make the business work.<\/p>\n That can require significant capital, time, and operational knowledge.<\/p>\n With bHIP, much of that infrastructure already exists.<\/p>\n The products exist.<\/p>\n The operating systems exist.<\/p>\n The ordering system exists.<\/p>\n The logistics structure exists.<\/p>\n The training structure exists.<\/p>\n The compensation system exists.<\/p>\n The distributor therefore begins inside an existing ecosystem.<\/p>\n You are not starting from zero infrastructure. You are operating within an existing commercial ecosystem.<\/strong><\/p>\n<\/blockquote>\n That is one of the clearest ways to understand the difference.<\/p>\n This is also important.<\/p>\n A strong platform does not automatically create customers.<\/p>\n A digital ordering system does not automatically create sales.<\/p>\n The GDP System does not automatically generate compensation.<\/p>\n Infrastructure can make activity easier to process.<\/p>\n It cannot replace the need to create the activity.<\/p>\n The platform becomes valuable when it is used.<\/p>\n The distributor still needs to develop customers.<\/p>\n The distributor still needs to communicate.<\/p>\n The distributor still needs to follow up.<\/p>\n The distributor still needs to learn.<\/p>\n That is why good infrastructure and good commercial activity need each other.<\/p>\n One of the most powerful things about combining e-commerce with network marketing is that the customer relationship does not necessarily end at checkout.<\/p>\n In many traditional online stores, the transaction is highly automated.<\/p>\n The customer buys.<\/p>\n The system confirms.<\/p>\n The product ships.<\/p>\n The relationship may remain relatively limited.<\/p>\n A network marketing structure can add another layer.<\/p>\n The distributor can continue the conversation.<\/p>\n They can help the customer understand the product.<\/p>\n They can answer questions.<\/p>\n They can provide appropriate support.<\/p>\n They can follow up after delivery.<\/p>\n They can learn what the customer liked or did not like.<\/p>\n That can improve the customer experience.<\/p>\n It can also help the distributor become better at understanding what customers actually need.<\/p>\n This does not guarantee repeat purchases.<\/p>\n But it creates the possibility of a stronger relationship.<\/p>\n E-commerce completes the transaction. Relationship-building can continue after the transaction.<\/strong><\/p>\n<\/blockquote>\n That is an important difference.<\/p>\n Customer experience becomes even more important when products are recommended through relationships.<\/p>\n If someone trusts your recommendation, your responsibility increases.<\/p>\n You need to communicate accurately.<\/p>\n You need to avoid exaggeration.<\/p>\n You need to avoid making unsupported claims.<\/p>\n You need to be clear about what you know and what you do not know.<\/p>\n You need to make sure the customer understands what they are buying.<\/p>\n This is why professionalism matters.<\/p>\n A strong digital system cannot compensate for poor communication.<\/p>\n And a strong relationship cannot compensate for poor operational infrastructure.<\/p>\n Both matter.<\/p>\n Network marketing also allows distribution to expand through other independent distributors.<\/p>\n But this should not be understood as simply adding more names to an organization.<\/p>\n A larger network only becomes valuable when the people inside it are capable of creating genuine commercial activity themselves.<\/p>\n That means learning how to communicate.<\/p>\n Learning how to serve customers.<\/p>\n Learning how to follow up.<\/p>\n Learning how to use the systems.<\/p>\n Learning how to build responsibly.<\/p>\n If somebody joins but never develops skills or activity, the size of the network alone does not create much value.<\/p>\n A stronger model looks like this:<\/p>\n This is where leadership becomes important.<\/p>\n A leader does not simply add people.<\/p>\n A leader helps people become capable.<\/p>\n That is what creates stronger duplication.<\/p>\n The biggest advantage of combining e-commerce with network marketing becomes clearer when you think about scale.<\/p>\n Imagine one distributor with a small customer base.<\/p>\n The process may be easy to manage.<\/p>\n Now imagine hundreds or thousands of distributors across different locations.<\/p>\n If each person had to create their own backend infrastructure, the model would become inefficient very quickly.<\/p>\n But when the commercial side can expand through people while the operational side is supported by shared systems, the business becomes easier to scale.<\/p>\n The relationship network can grow.<\/p>\n The infrastructure can support more activity.<\/p>\n That is the principle.<\/p>\n Scale becomes possible when commercial reach can grow without requiring every participant to rebuild the entire backend from zero.<\/strong><\/p>\n<\/blockquote>\n This is where technology and people complement each other.<\/p>\n The more markets a company operates in, the more complex operations can become.<\/p>\n Different locations may involve different products, availability, policies, logistics, customer expectations, and legal requirements.<\/p>\n That is why international infrastructure matters.<\/p>\n A global company cannot rely entirely on manual local processes if it wants to support larger commercial activity.<\/p>\n Systems become necessary.<\/p>\n But global infrastructure does not mean every market is identical.<\/p>\n Products may vary.<\/p>\n Availability may vary.<\/p>\n Policies may vary.<\/p>\n Operational conditions may vary.<\/p>\n The international model works best when global systems are combined with local understanding.<\/p>\n That is another reason distributors remain important.<\/p>\n They often understand the customer and local context better than a purely centralized system ever could.<\/p>\n The e-commerce system processes the commercial transaction.<\/p>\n The compensation plan determines how eligible activity may connect to compensation.<\/p>\n These are not the same thing.<\/p>\n bHIP has 8 forms of compensation<\/strong> within its compensation structure.<\/p>\n Those forms are subject to the applicable plan, qualifications, conditions, and market requirements.<\/p>\n The fact that the digital systems can support orders does not mean compensation is automatic.<\/p>\n Commercial activity needs to exist.<\/p>\n Relevant conditions need to be met.<\/p>\n And the applicable compensation mechanism determines eligibility.<\/p>\n That keeps the system logically separated.<\/p>\n As a Blue Diamond at bHIP<\/strong>, I have had the opportunity to see the business from more than one level.<\/p>\n I have seen the customer side.<\/p>\n I have seen the distributor side.<\/p>\n I have seen team development.<\/p>\n I have seen leadership.<\/p>\n I have seen how important systems become as activity grows.<\/p>\n One of the reasons I believe in bHIP\u2019s structure is that it allows people to focus more heavily on commercial relationships while operating inside infrastructure that already exists.<\/p>\n I do not have to invent the product company.<\/p>\n I do not have to create the logistics system.<\/p>\n I do not have to build the payment infrastructure.<\/p>\n I do not have to create the compensation system.<\/p>\n Those pieces already exist.<\/p>\n My responsibility is different.<\/p>\n I need to understand the platform.<\/p>\n I need to use it professionally.<\/p>\n I need to create value for customers.<\/p>\n I need to build relationships.<\/p>\n I need to develop people.<\/p>\n I need to lead responsibly.<\/p>\n That is why I see the combination of e-commerce and network marketing as an advantage.<\/p>\n The technology can support scale.<\/p>\n The people can support trust.<\/p>\n And the business works best when both sides are strong.<\/p>\n When I think about how bHIP combines e-commerce and network marketing, I use a simple framework:<\/p>\n Everything begins with a real customer.<\/p>\n Without genuine customer demand, the rest of the model becomes much less meaningful.<\/p>\n Digital systems make it easier to process orders and manage the transaction.<\/p>\n The network expands commercial reach through people and relationships.<\/p>\n The distributor needs to understand real customer needs instead of simply pushing products.<\/p>\n The customer experience does not end at checkout.<\/p>\n Communication, follow-up, and service still matter.<\/p>\n Real commercial activity creates the economic foundation of the business.<\/p>\n Technology makes the system more scalable by reducing the amount of operational work each individual distributor needs to recreate.<\/p>\n That is the model.<\/p>\n No.<\/p>\n And this is something I believe people should understand before joining.<\/p>\n The platform can support activity.<\/p>\n It does not create activity for you.<\/p>\n The GDP System can process an order.<\/p>\n It does not automatically create a customer.<\/p>\n The company can provide products.<\/p>\n It does not automatically create demand.<\/p>\n The company can provide training.<\/p>\n It does not automatically create skill.<\/p>\n The company can provide a compensation plan.<\/p>\n It does not automatically create income.<\/p>\n This is why entrepreneurship still matters.<\/p>\n The infrastructure may be strong.<\/p>\n The distributor still has to learn how to use it.<\/p>\n No.<\/p>\n That would be too simple.<\/p>\n An online store is mainly a transaction platform.<\/p>\n bHIP includes an e-commerce layer, but it also includes the relationship and distribution layer of network marketing.<\/p>\n The customer may use digital systems to place an order.<\/p>\n But the business can also involve distributors who introduce products, educate customers, build relationships, follow up, and develop organizations.<\/p>\n So bHIP is not simply:<\/p>\n It is closer to:<\/p>\n That broader ecosystem is what makes the model different.<\/p>\n It is also more than that.<\/p>\n If network marketing were the only component, the distributor would potentially need to manage far more of the transaction and operational process personally.<\/p>\n The digital and operating infrastructure changes the experience.<\/p>\n That is why it is more accurate to view bHIP as a network marketing model supported by modern e-commerce and operating systems.<\/p>\n The human network helps expand commercial reach.<\/p>\n The digital system helps process the activity generated by that network.<\/p>\n That combination is where the strength lies.<\/p>\n If you are trying to understand how bHIP combines e-commerce, the GDP System, customers, distributors, team development, and compensation, the easiest way is to see the model explained<\/a> directly.<\/p>\n I invite you to join one of our free bHIP seminars<\/strong>.<\/p>\n During the seminar, you can learn how the business works, how the products fit into the model, how customers place orders, where the GDP System fits, what the distributor is responsible for, how the network side operates, and how the 8 forms of compensation fit into the broader structure.<\/p>\n You can also ask questions.<\/p>\n And I encourage you to ask them.<\/p>\n Do not attend just to listen.<\/p>\n Attend to understand.<\/p>\n The seminar is free to attend, with no hidden cost for participating. Attending does not obligate you to join bHIP<\/a> or build the business.<\/strong><\/p>\n<\/blockquote>\n If you would like to attend, send me a message directly on Instagram<\/strong>.<\/p>\n You can simply write:<\/p>\n \u201cMichael, I\u2019d like to attend the free bHIP seminar.\u201d<\/strong><\/p>\n<\/blockquote>\n I\u2019ll help you understand the next step.<\/p>\n If you are not ready to attend yet, you can also follow me on Instagram<\/strong>.<\/p>\n I share more about bHIP<\/a>, network marketing, leadership, business systems, customer development, and what it takes to build this type of business sustainably.<\/p>\n You can learn first.<\/p>\n Ask questions.<\/p>\n Observe.<\/p>\n And decide when you feel you understand the model.<\/p>\n The future of commerce is not only digital.<\/p>\n And it is not only human.<\/p>\n The strongest models often combine both.<\/p>\n Technology can create efficiency.<\/p>\n People can create trust.<\/p>\n Technology can support transactions.<\/p>\n People can support understanding.<\/p>\n Technology can help scale operations.<\/p>\n People can help scale relationships.<\/p>\n That is why I believe bHIP\u2019s combination of e-commerce and network marketing is so interesting.<\/p>\n The digital infrastructure allows commercial activity to move through a structured system.<\/p>\n The network marketing side allows customers and distributors to interact through real relationships.<\/p>\n The GDP System supports the ordering and operational process.<\/p>\n The distributor focuses on the commercial side.<\/p>\n The compensation structure connects eligible results to the applicable compensation mechanisms.<\/p>\n Each part has a role.<\/p>\n And the model works best when those roles are understood clearly.<\/p>\n My experience as a Blue Diamond has taught me that strong businesses are not built by choosing between people and systems.<\/p>\n They are built by knowing how to use both.<\/p>\n Technology can process the order. People build the trust behind the relationship.<\/strong><\/p>\n<\/blockquote>\n That is the combination.<\/p>\n And in my view, that is one of the most important reasons bHIP has the ability to support a modern, scalable, relationship-driven business model<\/a>.<\/p>\n
\n<\/div>\nWhat Does It Mean to Combine E-Commerce and Network Marketing?<\/h1>\n
RELATIONSHIP \u2192 CUSTOMER \u2192 DIGITAL ORDER \u2192 OPERATING SYSTEM \u2192 FULFILLMENT \u2192 CONTINUED CUSTOMER RELATIONSHIP<\/strong><\/h1>\n
![\"People](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2F56e4eae5-d6cd-40f3-93ec-ffd32ccb166b%2Fthumbnail.jpeg\")
<\/p>\nHow the E-Commerce Side of bHIP Works<\/h1>\n
CUSTOMER \u2192 GDP SYSTEM \u2192 ORDER \u2192 PROCESSING \u2192 FULFILLMENT \u2192 LOGISTICS \u2192 DELIVERY<\/strong><\/h1>\n
\n<\/div>\nThe GDP System Is Not the Entire bHIP Business Model<\/h1>\n
bHIP \u2260 GDP<\/strong><\/h1>\n
GDP \u2260 COMPENSATION PLAN<\/strong><\/h1>\n
GDP \u2260 NETWORK MARKETING<\/strong><\/h1>\n
\n<\/div>\nHow the Network Marketing Side Works<\/h1>\n
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\n<\/div>\nWhy E-Commerce Alone Is Not Enough<\/h1>\n
\n<\/div>\nWhy Network Marketing Alone Can Become Inefficient<\/h1>\n
NETWORK MARKETING CREATES HUMAN REACH.<\/strong><\/h1>\n
E-COMMERCE CREATES OPERATIONAL LEVERAGE.<\/strong><\/h1>\n
\n<\/div>\nHow bHIP Creates a Hybrid Model<\/h1>\n
DISCOVERY \u2192 EDUCATION \u2192 CUSTOMER \u2192 DIGITAL ORDER \u2192 FULFILLMENT \u2192 FOLLOW-UP<\/strong><\/h1>\n
![\"E-commerce](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2Fdd1f775e-0dfe-4973-8d5a-c4a47eed2de2%2Fthumbnail.jpeg\")
<\/p>\nWhat the Distributor Actually Does<\/h1>\n
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\n<\/div>\nWhat bHIP Handles<\/h1>\n
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\n<\/div>\nHow This Differs From Starting a Traditional E-Commerce Business<\/h1>\n
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\n<\/div>\nInfrastructure Does Not Automatically Create Demand<\/h1>\n
INFRASTRUCTURE \u2260 DEMAND<\/strong><\/h1>\n
SYSTEM \u2260 SALES<\/strong><\/h1>\n
\n<\/div>\nHow Customer Relationships Fit Into Digital Commerce<\/h1>\n
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\n<\/div>\nWhy Customer Experience Matters<\/h1>\n
\n<\/div>\nHow Team Development Fits Into the Model<\/h1>\n
NEW DISTRIBUTOR \u2192 TRAINING \u2192 SKILL \u2192 CUSTOMER ACTIVITY \u2192 COMMERCIAL RESULTS \u2192 REPEATABILITY<\/strong><\/h1>\n
![\"E-commerce](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2F55e6285b-0cce-4022-978e-f10242884a62%2Fthumbnail.jpeg\")
<\/p>\nWhy the Combination Can Scale<\/h1>\n
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\n<\/div>\nInternational Growth Makes Infrastructure Even More Important<\/h1>\n
GLOBAL \u2260 IDENTICAL<\/strong><\/h1>\n
\n<\/div>\nWhere Compensation Fits Into the Model<\/h1>\n
E-COMMERCE PROCESSES ORDERS.<\/strong><\/h1>\n
THE COMPENSATION PLAN DETERMINES ELIGIBLE COMPENSATION.<\/strong><\/h1>\n
\n<\/div>\nWhy I Chose to Build With This Kind of Model<\/h1>\n
![\"Team](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2F3799415e-98f4-4bb1-a53b-3e89d63f1e62%2Fthumbnail.jpeg\")
<\/p>\nThe CONNECT Framework<\/h1>\n
C \u00b7 O \u00b7 N \u00b7 N \u00b7 E \u00b7 C \u00b7 T<\/strong><\/h1>\n
C \u2014 Customer<\/h2>\n
O \u2014 Online Infrastructure<\/h2>\n
N \u2014 Network<\/h2>\n
N \u2014 Needs<\/h2>\n
E \u2014 Experience<\/h2>\n
C \u2014 Commerce<\/h2>\n
T \u2014 Technology<\/h2>\n
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Technology makes commerce easier to process. Relationships make commerce easier to trust. bHIP connects both.<\/strong><\/h1>\n<\/blockquote>\n
\n<\/div>\nDoes bHIP\u2019s System Automatically Generate Sales?<\/h1>\n
\n<\/div>\nIs bHIP Just an Online Store?<\/h1>\n
PRODUCT + WEBSITE<\/strong><\/h1>\n
PRODUCT + CUSTOMER + DISTRIBUTOR + DIGITAL SYSTEM + OPERATIONS + LEADERSHIP + COMPENSATION<\/strong><\/h1>\n
\n<\/div>\nIs bHIP Just Network Marketing?<\/h1>\n
\n<\/div>\nSee How the System Works Instead of Just Reading About It<\/h1>\n
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Send Me a Message on Instagram<\/h2>\n
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\n<\/div>\nFinal Thoughts From Michael Sarfelt<\/h1>\n
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