From the army to a national representative office | Story of partner Viktor Deak

My name is Viktor Deak. I am a partner of SOLARGROUP, and from 2019 to 2021 I was the company's national partner in Hungary.

I have an engineering background. I worked as a mechanical engineer and was educated to be an electrical engineer, but didn't complete my education to get a degree. I was enrolled in a higher military education institution. So I'm a former military man. I had different tasks, I served for 10 years, including overseas on international missions. My tasks included analyzing information and processing the data obtained.

When I left the army, I decided to devote myself to economics and business. My first experience in this area was in sales at an insurance company. Then I worked for different companies, not always in sales. During that period I became familiar with the network business, and got interested in the prospect of building my own network.

I tried it in different projects. Many of the projects went bust and are nonexistent anymore. I've analyzed that experience. And the first important conclusion for me is that the financial segment is country-specific. There are tools that work fine in one country, and in another country, including here in Hungary, the same tools can't work and simply won't be deployed. I continued to expand my networking experience, realizing that I needed to identify the right approach to people. To work in my own country, I had to figure out what to offer here.

In 2016 I was introduced to a well-known investment company, a system of funding technology projects. There I met a translator I still work with today. We became friends over the course of our work; we've been to Belarus and Minsk several times together. We visited various technology sites.

I got to know SOLARGROUP this way: a partner from Russia pointed out to me that there was a new project, "Duyunov's motors", handled by a crowdinvesting company. I began to research the information available. I made the decision to invest, for about six months I was just an investor in the project and mastered the opportunities of the partner program. And then the company asked me if I was ready to represent the project in Hungary. I was invited to become a national partner when I did not yet have a developed partner structure in this project. Nevertheless, I accepted the offer! And as a result of the organizational work, we gathered 110 people in Budapest on November 30, 2019 to open the national representative office. I was able to bring so many people together because I personally called people I knew who worked for companies with networking programs. I think I became a national partner not because of my work, but because there was no other person who would take it on.

Unfortunately, once we started gaining momentum, the pandemic made our life really hard. Our practice and my experience involved face-to-face meetings with people, and there were restrictions imposed on that. The need for face-to-face communication was crucial, because our audience at the time could only be introduced to all the intricacies that way. Our experience proved that otherwise people wouldn't dig into the arguments, it was harder to convince them, and face-to-face meetings had a better effect. However, our only resource left was the online mode. In the local context, that wasn't enough.

Different people came to the project "Duyunov's motors". Many of them were not familiar with the networking business. They were investors who supported the project, but were not going to work in the partner program. They just had to be convinced that the project would be accomplished successfully and they would get their profits. Another local peculiarity is that most investors are elderly people, they are not interested in a partner network. In our country, it has proven quite difficult to attract active networking professionals who know how to work with people.

For a while my partner structure hardly developed at all. Then I found my main advantage in this system: my work can be copied. The things I have, the things I've done can be passed on to the next partner. And they will be able to create and develop a structure of their own using the same method. It worked. No national peculiarities should stop progress.

I always seem to lack measurability. It is difficult for me when it is impossible to measure and control the actions of my partners, their daily performance. I began to reflect on and make my suggestions in writing regarding the function of the partners. The feedback from the company on this issue was very important to me.

For example, I figured that people got bored with webinars of the same nature. Therefore, I suggested the company try a different approach - to hold webinars of different types. The company established that four different webinars should be held each month. I'd often thought that I told the same story every month. And in the meantime, very few new people, potential partners, were joining the project. And I decided that the same type webinars could be recorded in one video. And the partner would be able to watch it at any time, without time constraints.

Then I noticed another interesting trend. Almost every week a new project appeared. And if a person joins a new project at the right time, they can take a leading position in it. That's what a lot of people are striving for. When someone succeeds, they move their partners and finances to a rival project. And expect to make more profit than in the project that is running now, though steadily, but quite for a long time. And it's very hard to convince such partners, who are seduced by novelty, to stay and follow through.

I also realized that the numbers do not always reflect the real situation. In our business, a lot depends on an individual's temperament, character, the connections that are made with people.

My strategy is as follows:

1. Create and complete a set of actions, materials, tools. Copy it. Make it so that the weakest partner, the weakest person can use it.
2. Control the actions and daily work of partners.

I have seen my progress and that my vision of business is shared in the company. I am content with the structure of the company's website. It helps a lot in partner work. For example, I found it easier to use the website structure than the ready-made presentations already offered by the company. And it is easier to keep track of changes and events in the project on the website than through weekly webinars, because it is difficult to reflect the constant changes in the final webinars. I think this is an important point: there is a unified official source of information. And any partner can take whatever they need from this source to their Internet pages. The website is well structured, it is easy to introduce each new person to the project and register through a referral link.

I was constantly making new acquaintances and using personal contacts in my work. I could find the right person at a private event and engage them in the project. An important criterion for me: the person must be mature enough to make a proposal to. Mature enough to understand what funding is, what responsibility is, what the general rules are in the financial sector. And the main thing is understanding that it takes time to get results. You'd better not start working with someone who doesn't already have this knowledge.

And there is a difficulty here. People of the older generation have poor computer skills and do not work online, as a rule. So for them, registering, transferring money online and more are the things they try to avoid. Basically, such a person should be taken by the hand and you need to perform all the actions together. Often people don't react very well to this. And vice versa: people of the younger generation have online skills, but want everything at once. They have this approach: I don't have much time, tell me everything in 5 minutes, if you don't make it in 5 minutes, don't even start. It's hard to make them understand the details and convince. In 5 minutes you can share the information only partially, so I tried immediately to register a person in the project, and after that make sure they completed the registration. If they pass the registration, they can get acquainted with the details, subscribe to the newsletter and start working in the partner program.

I'd like to think that my experience and the ideas I shared with the company have moved us forward. For example, I suggested collecting all the links to the official social media in one place. And that's the way it is now. It seems to me that any information should be available in the right place. If a person wants to perform some action, add funds or withdraw money from the account, it is more convenient if the information on how to do it can be found right there, rather than in the "Help" section.

I was constantly thinking about how to boost people's motivation to perform simple actions: log in to the back office, open the news. And I figured out that the main motivation is always financial. After all, the partner has absolutely everything necessary for work in the back office. And it should be interesting for him or her to use the tools that are provided there, on a daily basis. That is, we need even more incentives, gifts, and promo offers for partners. Every person should be given independence and at the same time encouraged by new opportunities. I'm sure the only way to make people interested is through finances.

I am glad that the practical application of the technology is demonstrated actively. We can see it in Russia and China. In Hungary, it is important for people to be able to touch these products in a showroom and see the application of this technology, for example, to ride a motorcycle with this motor. And then anyone can state - yes, it exists, I've tried it. It makes it easier to attract investors. Emotional people don't care as much about numbers and calculations as they do about personal impressions.

In short, I've always had a lot of ideas on how to increase people's engagement in the project. I've been implementing them gradually. I'm sure the more knowledge a person has, the more active he or she is. The main thing is to find the right motivation and train partners step by step. And by no means "punish" anyone for being a slower learner. On the contrary - reward for everything.

I worked with new people this way:

1. I asked if the person was ready to venture into unknown territory, if they were prepared for difficulties. How much does a person want to change his or her life?
2. I helped register and made sure the person got the registration through. I gave links to all the official sources. For some people, this is enough, and then they start working on their own.
3. I maintained rapport. I controlled the interest. Some people have to be pushed every step of the way. There will be no advancement with someone, even if you guide them by the hand.
4. Together with the person we looked at the investment packages, other opportunities. I call it personal adjustment.

We need both a personal approach with the opportunity to influence the choice, and automation, when a person himself joins the project and becomes an investor. It is optimal to have 5-10 active people in the partner structure for that.

It took me eight hours every day because I was working on several projects simultaneously and was employed. In many ways I was hindered by the fact that the European Union has strict investment rules. Here many projects fall under the definition of financial pyramids (according to the wording of the law, not by fact). It is very difficult for investors and companies to comply with all the rules. And many people give up their opportunities for fear of responsibility. You must be very careful about addressing this issue here.

I've have many happy moments with the project "Duyunov's motors" and SOLARGROUP. The best of them is joining the project. It was stage 7. And there was an offer: you could buy a package at a discount of the previous stages. I took advantage of it and got several million shares at once.

Of course, there have been mistakes. But I learned from them. And found methods that could lead to success. I appreciate stability in the company. And as a person with a technical mind, I am especially happy to hear news about the application of combined winding motors. Although I prefer not to listen to other people's advice in my work, I like both professional and informal communication in the company.

I wish myself and all of us a year dedicated to finances!