amway yacht enterprise

• Refit & Services
• About Feadship
• News, press & events
• The Feadship-family

Enterprise V

About Enterprise V

The owner of this 51.20m yacht describes why Enterprise V was the favorite of his four ships: 'I guess what really stands out is her dark blue hull. We've taken her to Europe and back to the Caribbean five times and up and down the Eastern seaboard. She's got lots of miles on her and still works great. I have always thought that the real test of a boat is how she looks ten years after being built. With a Feadship, you just put on a coat of paint and it is as good as new. A Feadship is a joy to have.'

Enterprise V’s launch specifications

Accommodation, entertainment, more feadships.

Technical specifications

Pilot newsletter signup.

clock This article was published more than  42 years ago

The Cadillac of Yachts Docks in Washington

The Ship of Soap Enterprise III, The Amway Corp.'s Ultimate Hospitality Suite

Rich DeVos would like to set the record straight. He is not, repeat not , giving his $5-million corporate yacht to President Ronald Reagan.

"No way ," ways the deeply tanned Grand Rapids, Mich., millionaire and finance chairman of the Republican National Committee.

The yacht is the 131-foot Enterprise III, the glorious Goodyear blimp of the seas.

It steamed into town last week, a custom-built Cadillac of corporate yachts, for a flotilla of exclusive parties, private dinners and twilight crusises feting cocktail-quaffing Cabinet members, ambassadors, representatives and senators. The ultimate hospitality suite.

"The last time I had gone down the Potomac was on the Sequoia," sighs Frank Ursomarso, former Nixon advance man and now White House director of communications. "I haven't been down it in a long time."

Indeed, when Jimmy Carter sold the 104-foot Sequoia in 1977 as part of an austerity move, some Washingtonians saw it as grounds for impeachment. But Ursomarso says Ronald Reagan's well-publized search for a replacement has been temporarily scuttled. "We're doing nothing."

The good ship Enterprise is owned by Amway Corp., which is to soap what Tupperware is to plastic. Company President DeVos and Chairman Jay Van Andel -- two former vitamin salesmen who parlayed the direct-sale company begun in their basement 21 years ago into a $1-billion corporation -- are in town for Friday's dedication of a new "uplink facility" in Fairfax for the Mutual Broadcasting System, which is owned by Amway.

DeVos, sporting a diamond pinkie ring and Gucci loafers, says the yacht is used primarily for floating seminar sessions in the sun, rewarding Amway distributors who sell $100,000 worth of merchandise during the year with a one-week Caribbean cruise.

But when in Washington, the ship of soap is more nautical nightclub than conference room.

It all started last Monday night with the Michigan congressional delegation. Tuesday night, it was the Republican National Committee staff. Wednesday night was "International Night," with embassy personnel from 12 countries Amway does business with, including England, France, Germany, Japan and Canada.

The Reagans, according to an Amway spokesman, were invited "any night they wish to come." So far, they have declined.

Ridgewell's Washington's premiere catering firm, was hired to handle the week-long, gala for a reported fee of $10,000.

There were waiters in black tie. Sterling silver candelabra on the buffet table. Tenderloin of beef, rack of lamb, chicken Wellington, chocolate-dipped macaroons, mousse royale, cucumber boats with ham salad and Clams Casino. All washed down with Chateauneuf du Pape and Chablis Grand Cru.

Beefy security guards kept groups of gawkers behind a locked gate at the Washington Marina, where the Enterprise III is docked.

Between sightseeing in rented limos, making speeches, seeing friends on Capitol Hill and chatting with Vice President George Bush, DeVos and Van Andel sank into plush chairs on the orange-and-yellow afterdeck of the Enterprise III to talk about the zen of yachting.

"The yacht is what America stands for," says DeVos. "We were told for a long time that it wasn't, but it's changed."

It's like his $40,000 green Rolls Royce. A yacht, he says, stands for "opportunity and reward for achievement." It stands for wealth and power. Above all, he says, it stands for success. "It's like Air Force One," he says proudly.

Jay Van Andel, tall and platinum-haired, interrupts.

"I happen to think the American people want the president to have these things in life," he says.

The yacht, with a cruising speed of 14 knots, was custom-built in the Netherlands last year at a cost of approximately $5 million. Since then, Amway has put an indeterminate amount of money into keeping the boat shipshape. "Yachts are like racehorses," says Van Andel. "The first cost is the smallest."

Helen DeVos flips through a scrapbook of photos taken at the boat's christening. "It was so cold I had to borrow the shipbuilder's wife's fur coat," she says.

The yacht, says her husband, is "an ego trip."

"It's the Rolls Royce of yachts," says chief steward Frank Padrone, passing a tray of cocktails.

"It rides like a Cadillac ," says Ridgewell's waiter Miguel Yanos, holding a silver tray of hors d'oeuvres.

The 292-ton, steel-and-teak behemoth boasts five plush staterooms, a bar, two lounges, galley, library (titles include "Born Again" and "What the Bible Is All About"), stereo system, closed-circuit television alarm and a crew of nine. Currently, it's on its way from the Caribbean to Nantucket, where it will spend the summer.

To qualify for the coverted five-day cruise, distributors (usually a husband-and-wife team) must make "diamond" by selling $100,000 worth of panty hose, biodegradable laundry detergent, jewelry, bug spray and various other Amway products. If the "diamond distributor" gets seasick, he can stay on the Caribbean resort Peter Island, another Amway holding. DeVos says Amway has a special department in the Ada, Mich., corporate headquarters that chooses the cruise couples based on their "compatibility" with one another.

Currently, there are 750,000 distributors. Only 400 have made diamond.

"We think this is a unique incentive," says DeVis. "It's the symbolism of achievement, the hope of achievement. Some of the joys of life that could be theirs."

In fact, says DeVos, at company conventions, when a picture of the Enterprise III is flashed on the screen, "People who make $50 a week stand up and cheer. They say, 'One of these days I'm going to get on that.'"

The fact that the boat is so inaccessible makes it more attractive. No, they say, no celebrities have ever been on board the Entrprise III. The boat is for the employes .

"But it's really funny," says Helen DeVos, watching the sun set on the Potomac. "When the boat is docked somewhere, people always ask if Frank Sinatra's on board."

The Enterprise III was docked on the Caribbean island of St. Martin in late January when two men approached the gangplank and asked to come aboard.

It was Richard Nixon and his brother, Donald.

Capt. Keenan Van Mill, a bearish man with a Burl Ives goatee, walked out from the bridge, looked down and, he says, refused to let the ex-president pass. The Amway owners had already left the island, Van Mill says, and besides, "I didn't have anything to talk with him about."

As most Amway afficionados know, the captain says, "We don't just let anybody on board."

Standing behind the chain-link fence at Pier 4 are two D.C. policemen with Polaroid cameras. Rich DeVos steps out onto the rail of the Enterprise III and waves like a politician from a podium. The policemen quickly click their cameras.

"How ya doin'?" DeVos calls to the men.

"Pretty good," answers D.C. policeman Henry Cole, who started selling Amway products seven months ago.

DeVos says Amway distributors from the Washington area have been straining against the fence all week to get a glimpse of the yacht. DeVos cups his hands like a microphone to the sides of his mouth.

"When ya gonna make diamond?" he shouts.

Henry Cole beams and calls back: "1984."

Keenan Van Mill, a salty 47-year-old sailor, stands on the bridge while guests from the RNC staff party wander up from the bar.

Amway, which bills itself as the "success story of the 20th century," has owned three corporate yachts. The Enterprise I has been sold. The Enterprise II, smaller than the new yacht, is in a Miami shipyard for repairs.

Van Mill has been with the company for the last four years. Yes, he says, being a corporate captain for Amway is "one of the top" private positions in his chosen field.

"Up to a month ago, this was the largest corporate yacht in America," he says. "Then somebody came along last month with on that's four feet longer."

The Enterprise III operates 40 weeks a year and, since delivery last summer, has logged 11,000 miles.

"We're here to entertain people," Van Mill says. "We're very busy doing so."

But the Enterprise III -- which is scrubbed down daily with Amway liquid detergent -- is no love boat, he says.

"These people are pretty much family-oriented," he says. "In fact, it's a little too quiet sometimes."

A tall young man holding a drink wanders into the room. He is Dick DeVos, 25-year-old son of the Amway president. The company owners have four children each and live next door to each other in Grand Rapids.

"This is very formal, very stuffy," says DeVos, compared with the smaller boats the family sails at home on Lake Michigan.

He calls the Enterprise III "a floating corporate conference room," and says, if it's not the biggest in the world, "we kinda think she's one of the prettiest."

A man with a tan suede jacket points to a technical-looking gadget above the varnished, spoked wheet. He turns to Keenan Van Mill and says, in an officious tone, "Tell me about that circle thing up there."

"It's the windshield wiper," the captain replies.

The tour continues as the party moves out onto the bridge.

"Listen," Dick DeVos whispers, "don't say I said this is stuffy. My Mom'll kill me."

DeVos and Van Andel, both in their late 50s, met each other as teenagers back in Grand Rapids. They served in the Air Force together during World War II and returned home to start a flying school which never got off the ground. Then they decided to sail to the Caribbean. Their boat sank off Cuba. After a year in the sun, they returned to Michigan and began selling Nutrilite vitamins. In 1959, they started selling liquied detergent out of a basement and Amway ("American Way") was born.

DeVos and Van Andel say the secret to Amway's success is remarkable simple. A customer is contacted by a company distributor, who buys the merchandise from Amway and then sells it, usually at a 30-percent mark-up. If the customer becomes interested in selling Amway products, he or she must be sponsored by an existing distributor. You make money, says DeVos and Van Andel, not just by selling products, but also by sponsoring other distributors. Like Avon and Tupperware, the products are similar to those found in stores.

Some Amway distributors work at it full time, others do it to supplement their income. But the message is clear: You too can be a self-made millionaire.

"It's the despair," says DeVos, which destroys most people today. Amway offers a chance to get out of the rut. Amway, he says, stands for motivation. It stands for free enterprise.

"It used to be thought of as sinful to be successful," he says. "Only the poor are virtuous."

Van Andel pipes up. "That, of course, stems from jealousy."

DeVos wants to right "the mixed signals our young people have been given" about the sweet smell of success. "The unions are against motivation," he says. "It's evil to be eager. You're laughed at. That's going to have to change if we're to compete with Japan and Germany."

"If a rich person gets richer, a poor person doesn't necessarily get poorer," says Van Andel.

Rich DeVos takes a sip of his dirnk. "That's why a boat like this raises eyebrows."

The motor starts, the foghorn blows and the Enterprise III chugs backwards for 100 yards in the river. The partygoers stand in small groups near the bow, cocktails in hand. The men are in three-piece suits. The women are dressed in pastels and chiffon. They wave to a group of onlookers on the shore. The onlookers wave back, some of them jumping up and down.

"It's not the ship of soap, it's the ship of hope ," says Debbi Bard, a housewife from Forestville, Md., who drove all the way to the Washington Marina just to see the Enterprise III. She says she has sold $2,500 worth of Amway products to her friends, neighbors and relatives since February. She reaches into her van with orange shag carpeting and pulls out a few samples.

"Amway is going to get people back on the right track," says Valerie Kline, a paralegal from Landover Heights "Did you know there's less than a one-percent divorce rate for Amway people?"

It takes two years, they say, to get the right, positive mental attitude. To get out of your rut and stop being shy and start selling. Sell enough to make emerald, then enough to make pearl, and finally enough to make diamond.

As the Enterprise III steamed off down the Potomac, Martha White, a housewife from Landover Heights, snapped her last picture from her Instamatic.

Above all, she says, "Amway offers common people a chance to get on something like that ."

ENTERPRISE Motor yacht for charter

The impressive 38.1m (125ft) Baglietto ENTERPRISE is an exhilarating addition to the charter market. Bold, strikingly contemporary and light-filled interior, with an eye-catching silver hull, offer a glimpse of her destiny to be a stellar charter yacht.

• 14m (46ft) Maori fully custom chase tender with 4 x 450hp engines & interior cabin
• Impressive volume with 447 GT for a 38m
• Stunning contemporary interior; exquisite furnishings, large windows & ample light
• Main deck master with walk through office, his & hers bath & central rainfall shower with bench en suite
• Expansive sun deck with stunning infinity jacuzzi
• Dedicated transom gym sky lights & high ceilings
• Zero speed stabilisers to reduce any rolling motion while at anchor

About ENTERPRISE

View all yachts for charter

At an impressive 447GT, ENTEPRISE is more spacious than similarly sized yachts. An exceptionally innovative layout is designed to provide guests luxurious areas to enjoy life on board, offering the perfect blend of outdoor and indoor living spaces, while accommodating 10 guests in five cabins.

From the main deck dining salon to her al fresco bridge deck and sun deck dining areas, she has numerous options for both informal entertainment and sophisticated spaces to enjoy sublime cuisine from the superb chef.

Offering magnificent views, the full-beam master cabin on the main deck has full-height windows, comfortable lounge seating with two armchairs, a private office, soundproofed doors, his-and-hers bath en suite, complete with a central rainfall shower with bench. On the lower deck two VIP cabins and two convertible cabins complete her flexible, family friendly accommodation.

For workouts on the water head down to the air-conditioned beach club gym complete with skylight. After dark the tranquil sky lounge doubles as a cinema; the sofa seating is the perfect place to watch a movie with family and friends. The exterior spaces of ENTERPRISE are sleek, sexy and contemporary. The yacht’s exceptionally charter-friendly layout provides three teak decks with abundant lounging areas. The versatile sun deck is a stylish and modern space with a bar, al fresco lounge area, and a stunning glass jacuzzi for a true ‘on the water’ illusion. For privacy in port or to feel the wind in your hair underway, the foredeck seating is just the place to relax.

When it comes to fun on the water, she has plenty of toys including a WaveRunner, two SeaBobs, paddleboards and lots of tow toys, as well as a 14m (46ft) Maori chase tender to get you ashore and let you explore. ENTERPRISE has it all!

Tenders & toys

• 1 × Towed tender
• 1 × Tender
• 1 × Deck jacuzzi
• Inflatable platform
• 1 × Waverunner
• 2 × SeaBobs
• 2 × eFoils
• 2 × Stand up paddleboards
• Inflatable tows
• Fishing gear
• Snorkelling gear

Please note that tenders and toys are subject to regular upgrades and changes. Contact a Burgess broker for the latest information.

Fitness equipment

• Abdominal roller
• Cross trainer
• Free weights
• Resistance bands

Please note that fitness equipment and wellness facilities are subject to regular upgrades and changes. Contact a Burgess broker for the latest information.

Check availability

Enterprise is available for those dates, enterprise is available for those dates subject to confirmation., sorry, enterprise isn't available for those dates, contact a broker to discuss your requirements, please change your dates or contact us for a personalised yacht selection..

In order to understand how we use and protect your personal information, please read our privacy policy.

• Mediterranean

From EUR 196,000 per week

Explore the Mediterranean

Discover clean-tech yachting expeditions

Book for spring break 2025

A guide to visiting the Cayman Islands on board a superyacht

Antarctica explorer yacht charters

Up your game!

The Burgess guide to the MYBA Charter Show

Planning your 2024 summer yacht charter

The future of yachting and the metaverse

Explore more in this destination.

More yachts in Mediterranean

Rate from EUR 189,000 per week

• Length: 65.3m (214.2ft)
• Guests: 11 guests in 6 cabins
• Built: 1927
• Camper & Nicholsons

Rate from EUR 245,000 per week

• Length: 62.3m (204.4ft)
• Guests: 12 guests in 6 cabins
• Built: 1990 (refurbished 2020)
• Feadship, C Van Lent & Zonen

TALISMAN MAITON

Rate from EUR 231,000 per week

• Length: 54.2m (177.8ft)
• Built: 2006 (refurbished 2012)
• Proteksan Turquoise

PERSEFONI I

Rate from EUR 250,000 per week

• Length: 53.8m (176.5ft)
• Built: 2012
• Mariotti Yachts

PARSIFAL III

Rate from EUR 235,000 per week

• Built: 2005
• Perini Navi

Rate from EUR 175,000 per week

• Length: 53.2m (174.5ft)
• Guests: 10 guests in 5 cabins
• Built: 1997

Rate from EUR 185,000 per week

• Length: 52.9m (173.6ft)
• Built: 1998

Rate from EUR 196,000*† per week

• Length: 52.3m (171.6ft)
• Built: 2007

KADIMO'S

Rate from EUR 220,000† per week

• Length: 49.9m (163.7ft)
• Built: 2015

Rate from EUR 217,000 per week

• Length: 49.2m (161.4ft)
• Acico Yachts

Special offer

GHOST III is offering a special weekly rate of EUR 185,000 for the remainder of May and June!

• The Bahamas

From USD 179,000 per week

Explore the Bahamas

More yachts in The Bahamas

Rate from USD 161,000 per week

• Length: 54.7m (179.5ft)
• Built: 1973
• Hitzler Schiffswerft

Rate from USD 210,000† per week

• Length: 43.9m (144ft)
• Guests: 10/11 guests in 5 cabins
• Built: 2016
• Crescent Custom Yachts

Rate from USD 199,000† per week

• Length: 42.6m (139.8ft)
• Built: 2019

Get in touch and discover the Burgess difference today

If you have any questions about where to go, what to do, any dietary requirements, or anything else, please ask. We’re here to help you make this the best experience you’ve ever had.

Sign up to our newsletter

Stay in the loop.

Subscribe to our newsletter to keep updated with all things Burgess.

What would you like emails about?

• Chartering a yacht
• Buying or selling a yacht
• General superyacht news

In order to understand how we use and protect your personal information, please read our privacy policy .

• French Riviera
• Corsica & Sardinia
• The Balearics
• Croatia & Montenegro
• Caribbean - Leeward Islands
• Caribbean - Windward Islands
• British Virgin Islands
• US Virgin Islands
• New England
• Indian Ocean
• South East Asia
• French Polynesia
• The Red Sea
• Motor yachts for charter
• Sailing yachts for charter
• Latest offers
• Destinations
• New to charter
• Meet the Charter team
• Superyacht videos
• 360° yacht tours
• Corporate & event charters
• Inspiring charter ideas
• Charter FAQs
• Every day different

Charter TOSUN in the West Mediterranean

Three weeks of summer availability remaining

Extensive beach club with infinity pool, and fold-down side terraces plus spacious sun deck with dining and bar

Charter LA TANIA in the West Mediterranean

High and low season availability

Young and dynamic crew with years of expertise. Light, ‘beach club’ style interior and incredibly spacious decks

• Motor yachts for sale
• Sailing yachts for sale
• Yachts for sale over 200 feet
• Yachts for sale from 150 to 200 feet
• Yachts for sale under 150 feet
• Tenders and chase boats for sale
• Yachts under construction
• Meet the Brokerage team
• Berths for sale
• Sold yachts
• Yacht marketing
• New Build Sales
• Refit a yacht
• Delivered yachts
• Yacht designers
• Meet the Technical Services team
• Meet the Yacht Management team
• Crew vacancies
• Meet the Crew Services team
• Procurement Services
• Charter Management
• Sales Management
• Yacht Marketing
• Meet the Insurance team
• 360 degree yacht tours
• Boat shows and events
• Office vacancies
• Talent pool
• Office locations
• Burgess in Asia
• Burgess Blue Oceans
• Strategic partners
• Press centre
• Company Operations
• Crew Services
• New Business
• Technical Services
• Yacht Management
• Burgess Impact Report 2023

Filter your results

• Yachts for charter
• Yachts for sale

ENTERPRISE V Feadship

• Inspiration

ENTERPRISE V has 1 Photos

Canary Islands

Feadship news.

Feadship launches 92m superyacht ...

Similar yachts.

PEARL | From EUR€ 230,000/wk

• Yachts >
• All Yachts >
• All Motor Yachts Over 100ft/30m >
• ENTERPRISE V

If you have any questions about the ENTERPRISE V information page below please contact us .

A General Description of Motor Yacht ENTERPRISE V

This motor yacht ENTERPRISE V is a superyacht of noteworthy proportions. This 51 m (168 ft) luxury yacht was begun and finished by The Feadship Royal Van Lent Shipyard in 1993. Superyacht ENTERPRISE V is a beautiful yacht that can accommodate a total of 12 guests on board and has approximately 10 crew. The naval architecture office that made this yacht's design details with respect to the yacht is De Voogt Naval Architects. Pierre Tanter / Bud Baty was also the interior designer who completed the overall interior design.

Build & Designing relating to Luxury Yacht ENTERPRISE V

The yacht's general design work came from De Voogt Naval Architects. The professional naval architect firm drawings are a creation of De Voogt Naval Architects. Motor Yacht ENTERPRISE V received her elegant interior designing from the interior design office of Pierre Tanter / Bud Baty. In 1993 she was actually launched with celebration in Kaag and following sea trials and detailing was afterwards handed over to the new owner. The Feadship Royal Van Lent Shipyard completed their new build motor yacht in the Netherlands. Her core hull was constructed with steel. The motor yacht superstructure component is fabricated for the most part with aluminium. With a width of 8.66 metres / 28.4 feet ENTERPRISE V has fairly large size. She has a fairly deep draught of 3m (9.8ft). She had refit maintenance and alteration work undertaken in 2001.

Engines & Speeds For M/Y ENTERPRISE V:

This boat subsumes twin proven CATERPILLAR main engine(s) and can manage a industrious maximum speed underway at 16 knots. The main engine of the ENTERPRISE V gives 1175 horse power (or 865 kilowatts). Her total HP is 2350 HP and her total Kilowatts are 1729. She is driven by twin screw propellers.

Superyacht ENTERPRISE V Has Accommodations:

Bestowing chambers for a maximum of 12 visiting passengers spending the night, the ENTERPRISE V accommodates them in style. The boat has room for approximately 10 able yacht crew to operate.

A List of the Specifications of the ENTERPRISE V:

Miscellaneous yacht details.

On October 2009 ENTERPRISE V went to Sunrise, in United States. This motor yacht also navigated the area encompassing Broward County during the month of October 2009. ENTERPRISE V features a teak deck.

ENTERPRISE V Disclaimer:

The luxury yacht ENTERPRISE V displayed on this page is merely informational and she is not necessarily available for yacht charter or for sale, nor is she represented or marketed in anyway by CharterWorld. This web page and the superyacht information contained herein is not contractual. All yacht specifications and informations are displayed in good faith but CharterWorld does not warrant or assume any legal liability or responsibility for the current accuracy, completeness, validity, or usefulness of any superyacht information and/or images displayed. All boat information is subject to change without prior notice and may not be current.

Quick Enquiry

"Whether it’s wiring or plumbing, pipe fitting or painting, finishing or wiring, Feadship has the finest compilation of artists that I could find on my journey of discovery among the superyachts that exist today. It is all the small things that they do, the time they take to do what they do, and the extra effort that they take to make every corner, nook and cranny look great. - Review by the Owner who commissioned yacht ROCK.IT" (hull 687).

MOKA | From EUR€ 235,000/wk

ACTA | From US$ 235,000/wk

CASABLANCA | From EUR€ 63,000/wk

• Share full article

Advertisement

Supported by

Amway's Direct Sales Foster Zeal, Success and Criticism

By N. R. Kleinfield

• Sept. 17, 1977

The Amway Corporation is a profoundly American institution. It started out wrapping itself in the virtues of patriotism, free enterprise and positive thinking, and still lives by them.

It has been denounced in some quarters as being a “quasi‐religious sociopolitical organization,” but it goes on selling its soap, toothpaste and rug shampoo in awesome amounts.

While telling its salespeople that, if they work hard, they too can be a success, Amway, a contraction of American Way, has rocketed to a prominent spot in the home products field. Using a direct sales approach, whereby items are sold straight to consumers through distributors, the company has built a mammoth force of more than 250,000 distributors who coax people to buy any of a medley of 150 everyday products.

“Amway is just the good old American dream,’ said William Campbell, a distributor for the company in Hilton Head, S.C. “Everybody has the idea to open their own business and see it go. Amway lets you.

Distributors exhibit such zeal for Amway that the company's frequent conventions and sales meetings, which often start with the “Pledge of Allegiance” and wind up with the singing of “God Bless America,” have been likened to revival meetings. Richard DeVos, its president, has been compared to Billy Graham because of the reverence he draws from Amway people.

Not everyone is so happy with Amway, though. Among its critics is the Federal Trade Commission, which has a complaint outstanding against the company.

At all events. Amway's sales pitch appears to work. The privately held company has charted a meteoric rise through the world of direct sales. After its first year of operation in 1960, sales were a meager $500,000. Last year, retail sales volume soared to more than $300 million and the estimate for this year is $350 million.

Indeed, the Ada, Mich., company's success has convinced Charles Paul Conn, an associate professor at Lee College in Cleveland, Tenn, to write a book about it. Entitled “The Possible Dream,” the book has climbed to 10th spot on The New York Times Best Seller list. Although it was not commissioned by the company, the book is a fairly glorified account of Amway. The company says a lot of its distributors have bought copies of it.

Two high school friends founded Amway. Richard DeVos and Jay Van Andel, the current Amway chairman, decided during their boyhoods in Grand Rapids, Mich., that, if they were going to strike it rich, they were going to do it together. After World War II, they tinkered with a flying school, then became distributors of Nutrilite, an organic vitamin compound put out by a California concern.

The pair sponsored others to sell Nutrilite and created a bustling empire in western Michigan. However, internal troubles began to rock the Nutrilite Company, and in 1959 they broke with it and went out on their own. The new company they formed, to sell a wide variety of items, was called Amway.

From the outset, they decided to stick to ordinary household items that anyone could sell. The first product to be sold in volume was a liquid all‐purpose cleaner called “Frisk.” From there, almost everything was added. Fittingly, Amway bought a controlling interest in the Nutrilite Company five years ago and merged it into Amway.

Although it is as American as a business could be, Amway has of late moved into foreign markets. Its products can be found in households in Australia, West Germany, Hong Kong, France and Britain, among, other places. Further overseas expansion is in the works.

The company has not been without controversy. Its direct‐sales plan attracted a complaint from the F.T.C. in May 1975. Hearings are under way on the matter. The commission alleged that Amway has unreasonably restricted its market and put unfair limitations on customers and retail sales outlets. Amway has discounted the complaint as being unfounded.

Amway has acquired a tarnished image in some circles, growing out of the co‐called pyramid scandals of the early 1970's. Involved in the most famous was Glenn Turner the flamboyant franchiser and promoter, who several years ago pleaded no contest to Federal .charges against him. the public has tended to lump all direct‐sales concerns with pyramid schemes, though Amway says it runs a different operation. Pyramid schemes generally pay a person a fee as soon as he signs up new salespeople, whether the new people produce or not, and they require distributors to buy large amounts of inventory. Amway has neither policy..

There are apparent reiigious undercurrents at Amway. Both Mr. DeVos and Mr. Van Andel belong to the conservative Christian Reformed Church, though both vehemently deny that the company is a platform for Christianity.

“Christianity is a personal thing,” Mr. DeVos said. “Between you and God. Amway may have a lot of Christians in it, but it is not ‘Christian.’ “

There are few signs of worry at Amway's Center for Free Enterprise, where the executive offices are. Set in Ada, a Grand Rapids suburb, the posh center also houses displays explaining the free enterprise system, an auditorium, an Amway museum and portrait sculptures of the founders.

Amway maintains a fleet of trucks to cart goods to its regional warehouses, and its aviation department employs six pilots and three mechanics to operate the three Amway jets. There is a 116‐foot corporate yacht, the Enterprise, which acts as a floating conference center in the Caribbean.

Amway got where it is by telling its salespeople not to sell door‐to‐door. Rather, it believes in a “backfence” approach to selling, whereby distributors call on friends and relatives to buy products. They then build from that base. “To sell door‐to‐door,” an Amway official said, “you need a soul of cast iron and legs of wood. Friendship selling works better.”

Distributors have another function, which is to siphon others into the Amway fold. Recruiting others is known as “sponsoring.” The sponsor must do all the training of the new recruit, but it is worth it. He proceeds to derive bonuses once his recruit starts selling.

Who sells Amway products and why do they do it? Just about everyimaginable sort of person does, and they do it because they want money.

“Everyone wants money,” a company official said, “so at one end we have disabled people who can't do much else, and at the other end we have physicians and lawyers. In between, we have Middle America. Around 75 percent of the distributors are husband and wife teams. Some couples, in fact, say Amway saved their marriages.”

A doctor wanted money to meet his malpractice premiums without having to raise his fees. He started selling for Amway. A lawyer was looking for retirement money. He joined. An airline pilot was troubled that one of his twice‐annual physicals was going to show something amiss and cost him his job. He joined.

Amway distributors pay for items in cash, and the company guarantees to buy back unsold goods. Typically, a distributor earns 30 percent on everything he sells.

Jay Van Andel, left, Amway chairman, with Richard DeVos, co‐founder

The cover of the Amway book

Please use a modern browser to view this website. Some elements might not work as expected when using Internet Explorer.

• Landing Page
• Luxury Yacht Vacation Types
• Corporate Yacht Charter
• Tailor Made Vacations
• Luxury Exploration Vacations
• View All 3606
• Motor Yachts
• Sailing Yachts
• Classic Yachts
• Catamaran Yachts
• Filter By Destination
• More Filters
• Latest Reviews
• Charter Special Offers
• Destination Guides
• Inspiration & Features
• Mediterranean Charter Yachts
• France Charter Yachts
• Italy Charter Yachts
• Croatia Charter Yachts
• Greece Charter Yachts
• Turkey Charter Yachts
• Bahamas Charter Yachts
• Caribbean Charter Yachts
• Australia Charter Yachts
• Thailand Charter Yachts
• Dubai Charter Yachts
• Destination News
• New To Fleet
• Charter Fleet Updates
• Special Offers
• Industry News
• Yacht Shows
• Corporate Charter
• Finding a Yacht Broker
• Charter Preferences
• Questions & Answers
• Add my yacht

View More Photos

• Luxury Charter Yachts
• Motor Yachts for Charter
• Amenities & Toys
• Rates & Regions
• + Shortlist

ENTERPRISE YACHT CHARTER

38.1m  /  125'   baglietto   2022.

• Previous Yacht

Cabin Configuration

• 2 Double/Twin

Special Features:

• Full-beam master cabin with dressing room, his/her en suite and study
• Impressive 3,000nm range
• Built in 2022
• Two VIP cabins
• Interior design from Baglietto

Luxury charter yacht 'Enterprise' is the prime candidate for anyone looking for a taste of the superyacht lifestyle

The 38.07m/124'11" motor yacht 'Enterprise' is an excellent new superyacht for the luxury charter market. Delivered by the Italian shipyard Baglietto and featuring interior styling by Italian designer Baglietto she can comfortably accommodate up to 10 guests in 5 cabins.

Boasting an array of sumptuous living areas laid out invitingly to create a warm and welcoming atmosphere onboard, motor yacht Enterprise is the perfect luxury charter yacht for friends and family. Her features include beach club and gym.

Guest Accommodation

Built in 2022, Enterprise offers guest accommodation for up to 10 guests in 5 suites comprising a master suite located on the main deck, two VIP cabins and two cabins that can operate as twins or doubles. The supremely spacious full beam master suite incorporates its own study and dressing room as well as a his and her bathroom. She is also capable of carrying up to 7 crew onboard to ensure a relaxed luxury yacht charter experience.

Onboard Comfort & Entertainment

Keeping comfortable and entertained on Enterprise is easy thanks to the available amenities including a beach club for you to relax on the edge of the water. You can visit the well-equipped gym so that you can keep up with your fitness routine at sea and retreat to the deck jacuzzi and soak up the scenery.

Enterprise benefits from some excellent features to improve your charter including Wi-Fi connectivity, allowing you to stay connected at all times, should you wish. Guests will experience complete comfort while chartering thanks to air conditioning.

Performance & Range

Enterprise is built with a aluminium hull and aluminium superstructure. Powered by twin Caterpillar engines, she comfortably cruises at 12 knots, reaches a maximum speed of 18 knots with a range of up to 3,000 nautical miles from her 55,170 litre fuel tanks at cruising speed.

When not cruising Enterprise has onboard an incredible selection of water toys and accessories for you and your guests to connect with the waters around you. You'll be loving the huge adrenaline rush as you zip over the water on a SeaDoo WaveRunner. In addition there are towable toys offering fun and adventure. Additionally, there are waterskis that are hugely entertaining whether you are a beginner or a seasoned pro. If that isn't enough Enterprise also features a seabob, wakeboards, fishing equipment, kneeboards and paddleboards. Enterprise features two tenders, but leading the pack is a 14m/45'11" Maori Yachts Chase Tender to transport you in style.

Book your next the Mediterranean luxury yacht charter aboard Enterprise this summer. She is already accepting bookings this winter for cruising in the Caribbean.

Enterprise is a unique motor yacht and the ideal platform for an adventure charter that will guarantee unforgettable memories.

TESTIMONIALS

There are currently no testimonials for Enterprise, please provide .

Enterprise Photos

Amenities & Entertainment

For your relaxation and entertainment Enterprise has the following facilities, for more details please speak to your yacht charter broker.

Enterprise is reported to be available to Charter with the following recreation facilities:

• 1 x 14m  /  45'11 Maori Yachts Chase Tender
• 1 x 5m  /  16'5 Williams Jet Tenders DieselJet 505 Tender

For a full list of all available amenities & entertainment facilities, or price to hire additional equipment please contact your broker.

Enterprise Awards & Nominations

• Boat International Design & Innovation Awards 2023 Outstanding Exterior Motor Yacht Design - 24m to 39.9m Finalist
• The World Superyacht Awards 2023 Displacement Motor Yachts 499GT and below, 30m to 39.99m Nomination
• + shortlist

For a full list of all available amenities & entertainment facilities, or price to hire additional equipment please contact your broker.

'Enterprise' Charter Rates & Destinations

Summer Season

May - September

€196,000 p/week + expenses Approx $211,500

High Season

€224,000 p/week + expenses Approx $241,500

Cruising Regions

Mediterranean Croatia, France, Italy, Monaco, Montenegro

HOT SPOTS:   Amalfi Coast, Corsica, French Riviera, Sardinia

Winter Season

October - April

$179,000 p/week + expenses

$199,000 p/week + expenses

Caribbean Antigua, Bahamas, Saint Martin, St Barts

HOT SPOTS:   Virgin Islands

Note: Not for charter to U.S. residents while in U.S. waters

Charter Enterprise

To charter this luxury yacht contact your charter broker , or we can help you.

To charter this luxury yacht contact your charter broker or

Update your yacht

Yacht Owner, Captain or Central Agents - Send us latest Photos, Charter Rates or Corrections Send Updates

SIMILAR YACHTS FOR CHARTER

34m | Benetti

from $180,000 p/week

35m | Benetti

from $167,000 p/week ♦︎

40m | Benetti

from $165,000 p/week

37m | Benetti

from $160,000 p/week

Almost There

34m | Sanlorenzo

from $129,000 p/week ♦︎

37m | Numarine

from $155,000 p/week

36m | Sanlorenzo

from $124,000 p/week ♦︎

from $118,000 p/week ♦︎

Another One

from $130,000 p/week

Anything Goes V

from $119,000 p/week ♦︎

40m | Sunseeker

from $156,000 p/week ♦︎

from $162,000 p/week ♦︎

NOTE to U.S. Customs & Border Protection

Specification

SEASONAL CHARTER RATES

• Share on Facebook
• Share Yacht

SIMILAR LUXURY CHARTER YACHTS

Here are a selection of yachts which are similar to the current charter yacht. To view all similar luxury charter yachts click on the button below.

As Featured In

The YachtCharterFleet Difference

YachtCharterFleet makes it easy to find the yacht charter vacation that is right for you. We combine thousands of yacht listings with local destination information, sample itineraries and experiences to deliver the world's most comprehensive yacht charter website.

San Francisco

• Like us on Facebook
• Follow us on Twitter
• Follow us on Instagram
• Find us on LinkedIn
• Add My Yacht
• Affiliates & Partners

Popular Destinations & Events

• St Tropez Yacht Charter
• Monaco Yacht Charter
• St Barts Yacht Charter
• Greece Yacht Charter
• Mykonos Yacht Charter
• Caribbean Yacht Charter

Featured Charter Yachts

• Maltese Falcon Yacht Charter
• Wheels Yacht Charter
• Victorious Yacht Charter
• Andrea Yacht Charter
• Titania Yacht Charter
• Ahpo Yacht Charter

Receive our latest offers, trends and stories direct to your inbox.

Please enter a valid e-mail.

Thanks for subscribing.

Search for Yachts, Destinations, Events, News... everything related to Luxury Yachts for Charter.

Yachts in your shortlist

• Reference for Business
• Company History Index
• Manufacturing
• Retail and Wholesale

Amway Corporation - Company Profile, Information, Business Description, History, Background Information on Amway Corporation

7575 Fulton Street East Ada, Michigan 49355-0001 U.S.A.

Company Perspectives:

Amway has become one of the world's largest direct selling companies by offering anyone the opportunity to have a business of their own.

History of Amway Corporation

The pioneer of multilevel marketing (MLM), Amway Corporation manufactures and sells its own products as well as brand name products from other companies through a network of three million independent distributors worldwide. Unlike many other MLM firms, Amway offered a broad selection of items, ranging from cleaning products, cosmetics, and vitamins to travel services, discount car purchases, and catalog merchandise. The company's manufacturing facilities include a 3.5-million-square-foot production plant in Ada, Michigan, as well as plants in California, South Korea, and China. Amway products were delivered to distributors in the United States, Canada, and the Caribbean region through 12 Amway Service Centers. The company recorded explosive growth during the 1990s, increasing its revenue volume from $1 billion in 1990 to $7 billion in 1997, largely through international expansion. In 1999 the company formed a new company named Quixtar to sell consumer products at volume discounts through distributors via the Internet. Expectations for Quixtar were high, with some industry observers prognosticating that the new company could eventually eclipse the size of the traditional Amway business.

Amway's history represents a recent chapter in the long history of direct selling, which began in America's colonial period with unorganized Yankee peddlers selling tools and other items door to door. By the 1800s, direct selling decreased with the advent of mass merchandising, such as department stores and mail-order sales. In the later 19th century and early 20th century, however, some manufacturers found direct sales had advantages over the sales of their products in large stores. They preferred the personal touch, with salesmen making home demonstrations of their products exclusively. By the 1920s door-to-door salesmen were marketing brushes, cooking utensils, and other products. Retail stores fought back with local laws on peddlers. The federal government's regulations of company-employee relations led to the independent contractor solution. As independent contractors, salesmen were no longer employees: they were independent businessmen who bought products for resale. The first network marketing began in 1941 when two men created a mechanism to distribute Nutrilite vitamins. Within this mechanism, in addition to making money in retail sales, distributors earned a bonus on the sales of those individuals whom they personally recruited.

Amway's story began with the friendship between two youths who would become the founders. Jay Van Andel, born in Grand Rapids, Michigan, in 1924, and Richard M. DeVos, born in the small nearby community of Ada in 1926, became friends at Christian High School in Grand Rapids. Their common Dutch heritage of hard work, thrift, and entrepreneurship drew them together.

Both served in the Army Air Corps during World War II. Returning to Michigan after the war, they founded Wolverine Air Service to offer flying lessons. After selling Wolverine and a couple of other small businesses, the two young men bought a schooner and sailed off to see Latin America. The vessel sank in the Caribbean, and the two spent the next six months in South America; when they returned to Michigan, they started the JaRi Corporation to import and sell Caribbean handicraft.

In 1949 DeVos and Van Andel became distributors of vitamins for the Nutrilite Company of California. They enjoyed modest success from their own retail sales and from bonuses earned on the sales force they created in the Midwest. However, increasing government regulations and an internal conflict in Nutrilite led Van Andel, DeVos, and several other leading Nutrilite distributors to start their own venture. In April 1959 they created The American Way Association, later renamed the Amway Distributors Association, to protect the independent distributors. They chose as their first product a biodegradable liquid organic cleanser made by a small Michigan firm, the kind of high-demand merchandise that could be easily sold by MLM. By September 1959 the Amway Sales Corporation and the Amway Services Corporation were begun to assist the distributors. Van Andel and DeVos, with the help of their wives and a handful of employees, began operations from offices in their basements. Van Andel created sales literature and supervised new product development; DeVos motivated and trained new distributors.

The company rapidly expanded. The first full year of operations in 1960 resulted in gross sales of $500,000. That figure doubled in each of the next two years, and in 1964 it reached $10 million. Thousands of distributors signed up each month. The expansion was so rapid that as soon as the company moved into new facilities, they were already crowded. In the company history, Commitment to Excellence: The Remarkable Amway Story, DeVos noted, "We were always scrambling, just trying to catch up on back orders, working to train people adequately."

In 1964 the business underwent a major reorganization. The three divisions--sales, services, and manufacturing--were merged to create the Amway Corporation, with Van Andel as chairman of the board and DeVos as president. Major business decisions were always made jointly by the two founders.

A laundry detergent, SA8, was introduced in 1960. Amway's reputation for selling soap was based primarily on its experience with this product. Other products included a dishwashing liquid, aerosol shoe spray, cookware, hair products, and cosmetics. In 1962 Amway started international growth, with its expansion into Canada. In 1968 the Personal Shoppers Catalog allowed distributors to sell merchandise made by other companies. Catalog sales increased thereafter.

The 1960s also brought some false starts and problems for the new firm. It began marketing underground fallout shelters, for example, in an era when civil defense against atomic warfare was a priority, but gradually consumers lost interest in the shelters. Other short-lived products included 110-volt automobile generators and waterconditioning units. It was not surprising that some items were not successful, however, for by 1968 the company was selling more than 150 products through its 80,000 distributors.

In July 1969 Amway's aerosol manufacturing plant burned completely to the ground. Losses were estimated at $700,000. The next day plans were made for a temporary substitute supplier and a new facility. Six months later the new facility was completed and the company moved in.

Growth and Controversy: 1970s--80s

The 1970s began with a change in corporate structure. Van Andel and DeVos remained board chairman and president, respectively, but four vice-presidents were added to handle the daily burden of a rapidly expanding firm. In addition, 30 regional warehouses were replaced by seven new regional distribution centers in Georgia, Michigan, Texas, California, New Jersey, Washington, and Colorado. Overseas expansion in the 1970s began with Australia in 1971, a choice that was partly influenced by the common culture, language, and economic system. Operations in the United Kingdom began in 1973. Other European operations began with West Germany in 1975, France in 1977, and the Netherlands and the Republic of Ireland in 1978. The Asian market was opened with ventures into Hong Kong in 1974, Malaysia in 1976, and Japan in 1979.

Diversification and acquisitions marked Amway's experience during this time. In 1972 the company purchased Nutrilite Products, Inc., the firm that had introduced Van Andel and DeVos to direct selling. Moreover, to reward and train its key distributors, the company acquired a yacht, Enterprise II, to serve as a floating conference center. A luxury resort and hotel complex on Peter Island in the British Virgin Islands was purchased in 1978, another amenity used to motivate Amway distributors. To house distributors coming to corporate headquarters, the firm bought the dilapidated Pantlind Hotel in Grand Rapids. The hotel, renovated and renamed Amway Grand Plaza Hotel, along with the newly constructed adjoining Grand Plaza Tower, marked a significant addition to downtown Grand Rapids.

Amway's growth was predicated on the success of its independent distributors. Lacking formal control over the distributors, Amway relied on bonuses and incentives to motivate them. As the company grew, distributors built larger and larger sales organizations. Their status and income increased and were marked by achievement levels identified as "pin levels." The first major milestone of a successful distributor was reaching the level of Direct Distributor (DD), thus buying products and literature directly from the corporation instead of from a sponsor or other DD. Soon after Amway's origin, it began recognizing further sales milestones by using the names of jewels in achievement awards. The first Ruby DD was awarded in 1962, followed by Pearl, Emerald, and Diamond, in each instance the award including a decorative pin in which the specific stone was mounted. In 1966 the first Double Diamond level was reached, the Triple Diamond in 1969, Crown in 1970, and the highest level, Crown Ambassador DD, in 1977. By Amway's 25th anniversary in 1984, there were 24 Crown DDs and 15 Crown Ambassador DDs. Almost all of these 39 distributors were married couples; 28 were based in the United States.

The corporation kept in touch with its distributors through a monthly magazine, the Amagram, and provided a wide variety of sales literature, audiocassettes, and videocassettes. Although much of the product promotion was done by distributors, Amway also sponsored advertising in magazines, newspapers, radio, and TV. Its advertising costs were much less than other corporations, allowing Amway to introduce new products inexpensively.

Amway's most important legal battle was its successful defense against the allegation that it was engaged in an illegal "pyramid scheme," characterized in part by making money on recruiting new distributors. The Federal Trade Commission (FTC) in 1969 began investigating several companies, including Amway and Nutrilite, filing formal charges against Amway in 1975. Three months of FTC hearings began in May 1977, and a ruling by the full FTC in 1979 declared Amway's MLM plan legitimate. The decision was based on findings that distributors were not being paid to recruit new distributors, that products had to be sold for distributors to receive bonuses, and that the firm was willing to buy back excess distributor inventory. Lawyer Rodney K. Smith in his book Multilevel Marketing, after reviewing several cases, concluded, "Amway is not and never has been an illegal pyramid scheme."

In another legal controversy, the Canadian government charged Amway with not paying millions of dollars in customs duties on goods imported from the United States. In 1983, after pleading guilty in the criminal case, Amway paid a C$25 million fine in an out-of-court settlement. Maclean's, Canada's weekly news magazine, reported in a November 1983 issue that the fine was "the largest sum that a Canadian court has ever levied and one of the heaviest criminal penalties ever imposed against any corporation in the world." A separate civil case was continued by the Canadian government to collect the duties it should have been paid in the 1970s. Amway again settled out of court, this time in 1989 for C$45 million, 40 percent of the amount the Canadian government tried to collect.

Other serious problems occurred in the first half of the 1980s, when, for the first time, Amway sales declined. Some of the major distributors sold their businesses, and a substantial number of top executives either quit or were demoted or fired. The pyramid allegations surfaced again, not against the corporation, but against certain distributors who advised their sales groups to downplay retail sales, buy Amway merchandise for their own use, and purchase many motivational items, such as tapes and books, from the distributor.

One corporate executive, COO William W. Nicholson, previously a secretary to President Gerald R. Ford and a key player at Amway headquarters since 1984, oversaw the introduction of many new products and services. According to Nicholson, a turning point was reached in 1985 when MCI decided to market its long distance telephone services through Amway. By 1990 Amway was gaining more than 40,000 new clients per month for MCI. Offering its customers discount purchases on new cars was another Amway innovation; by 1988 this service competed with five other discount autobuying services, including the American Automobile Association. Other new items in the Amway inventory included Visa credit cards, prepaid legal services, real estate, and Tandy computers. The increase in high-tech merchandise and services was a dramatic shift for Amway, but the bulk of its sales remained in traditional products such as home care items. According to some analysts, Amway's transition to include more services reflected a general U.S. movement from a goods-and-manufacturing economy toward a service economy.

Not all new ventures worked well for Amway. The Mutual Broadcasting System (MBS), with its hundreds of affiliated radio stations, was purchased in 1977, but inexperience in the field, unfulfilled goals, and lack of profitability, according to DeVos, led to the sale of MBS in 1985. Having retained one satellite division from the original purchase, Amway manufactured and sold satellite dishes for some time, but the last division was eventually sold in 1989.

Probably the most publicized Amway activity in the late 1980s was its failed bid to take over Avon Products, Inc. Amway and corporate raider Irwin L. Jacobs jointly acquired 5.5 million Avon shares, 10.3 percent of the company's stock, in 1989. One week later, without Jacobs's cooperation, Amway offered to buy Avon for $2.1 billion in cash. Although a billion dollars in debt, Avon rejected the bid, citing Amway's evasion of Canadian customs duties and an incompatible corporate culture. In May 1989 Amway withdrew its bid. Business Week, in a May 1989 issue, characterized the bid as Amway "flexing its muscles for the first time"; although the bid failed, it was a good indication of Amway's financial strength.

Amway and its founders also became significant sponsors of the arts in the 1980s. In 1982 Jay Van Andel chaired the Netherlands American Bicentennial Commission, while the company sponsored an art exhibit at Amsterdam's Stedelijk Museum. Amway also supported tours of the Hong Kong Children's Choir and the Malaysian Youth Symphony Orchestra. In Grand Rapids, Michigan, the company helped fund an Art Museum, Arts Council, and the Gerald R. Ford Presidential Museum.

Amway also made commendable efforts to be environmentally responsible. Several of Amway's early products were biodegradable, and its SA8 detergent was available in a phosphate-free formula to limit pollution of waterways, and products were concentrated, reducing the amount of packaging that ended up in landfills. After chlorofluorocarbons were reported as hazardous to the ozone layer, Amway modified its aerosol products to delete those compounds. In 1989 Amway was a main sponsor of the two-month-long Icewalk, an expedition to the North Pole, designed to focus attention on environmental issues. In cooperation with the American Forestry Association, Amway also participated in the Global ReLeaf Program, to plant 100 million trees by 1992. In fact, on June 5, 1989, Amway received the United Nation's Environmental Programme's Achievement Award for Excellence, becoming one of two corporations to gain that honor. That same day the firm announced that it would end all animal testing in its research programs and that it would not cooperate with the Cosmetics, Toiletry and Fragrance Association's campaign against the ban on animal testing. In the area of recycling, Amway was named Michigan Recycling Coalition's 1992 Recycler of the Year, for its onsite recycling center and recycling practices in its operations and product development.

Despite the legal battles and occasionally unfavorable media characterizations of Amway, and direct selling in general, the concept was becoming increasingly popular. According to the Direct Selling Association (DSA), total retail sales were approximately $9.7 billion in 1988, up 10.3 percent from 1987, and Amway accounted for about 16 percent of that total. A 1976 Harris poll of U.S. households found that 16 percent of the respondents had tried direct selling. The boom was influenced by shifts in employment trends. First, more women had moved into the workplace and were selling Amway products; in fact, the DSA reported that in 1988, 81.4 percent of all salespeople were women. Moreover, instability in corporate employment had prompted increasing numbers of workers to consider alternative vocations, particularly those in which much of the administrative activities might be handled in home offices.

Amway's European expansion also continued throughout the 1980s, with operations established in Switzerland and Belgium in 1980, and in Spain and Italy in 1986. In 1985 Panama became the first Latin American base of Amway operations, followed by Guatemala in 1986. Amway de Mexico was established in June 1990 with headquarters in Monterrey and distribution centers in Mexico City, Guadalajara, Tijuana, and Juarez. Amway's success depended in part on its ability to adapt its product line to suit local cultures. In Japan, for example, the company began marketing a small induction range made by Japan's Sharp Company, which proved ideal for the small homes of Japan and sold well when demonstrated in the home by Amway distributors. Perseverance and high quality goods resulted in 1988 sales of $536 million for Amway (Japan) Ltd., Amway's largest overseas subsidiary.

International Expansion During the 1990s

Based on rapid international expansion, strong family leadership, and good financial condition, Amway remained a strong force in the 1990s. When Van Andel and DeVos, whose children had begun in the business in the mid-1970s, retired from the company in the early 1990s, all eight of the Van Andel and DeVos children were in leadership positions. Dick DeVos was named president in 1992, and Steve Van Andel was appointed company chairman. Jay Van Andel planned to remain active with the company as senior chairman and member of the policy board.

With the failure of communist economies in Eastern Europe and other nations, Amway's promotion of free enterprise became increasingly noteworthy in the years ahead. During the first half of the 1990s, Amway's territories expanded into Korea, Hungary, Brazil, Portugal, Indonesia, Poland, Argentina, the Czech Republic, Turkey, and Slovakia. In addition to tapping into new, emerging economies, foreign expansion was possibly part of Amway's strategy to offset slowing U.S. sales, prompted, according to one article in an October 1994 U.S. News & World Report, by regulatory investigations and media criticism of the company. In 1991, for example, Procter & Gamble won a $75,000 judgment from a group of Amway distributors, who were accused of spreading rumors that Procter & Gamble's products were instruments of Satan. Nevertheless, Amway's overall performance did not suffer; in 1994, sales increased by 18 percent over 1993 to total $5.3 billion. Dick DeVos estimated that 70 percent of 1994 sales came from abroad and predicted that figure would increase to 75 percent by fiscal 1996. In 1994 Amway moved its entrepreneurial business into the Eastern European market and also targeted Vietnam and China as its newest markets.

Japan was probably one of Amway's most successful foreign markets in the 1990s. In a culture where many Japanese businesspeople were accustomed to staying with one company for their entire career, Amway offered new economic freedom. In fact, word of mouth recommendations allowed Amway to operate in Japan without spending any money on advertising up until around 1989. In 1990, over 500,000 Japanese belonged to Amway, making the company one of the largest and most profitable foreign companies in Japan. In 1989 Amway (Japan) Ltd. had over $500 million in sales and $164 million in pretax profits, comprising about one-third of Amway's worldwide business. By the mid-1990s, revenues had more than doubled and the Japanese subsidiary had grown to include 816,000 salespeople. Public offerings of stock in Amway Japan and Hong Kong-based Amway Asia Pacific in 1994 proved a huge success, raising $6.7 billion. DeVos and Van Andel reaped the rewards, more than doubling their net worth in one year. Together, the pair were worth an estimated $9 billion by the end of 1994, vaulting the founders into the exclusive ranks of the ten richest people in the United States, according to Forbes magazine.

The strong reception to the public offerings in Asia was indicative of Amway's strength in the 1990s. The company was achieving success not only in Asia, but in markets throughout the world as well, deriving nearly all of its growth from international expansion. Between 1990 and 1996, Amway established 20 new foreign affiliates, increasing the number of countries and territories in which it operated to more than 75. Concurrent with the company's aggressive expansion overseas, sales soared, increasing 300 percent between 1990 and 1996 to reach $6.8 billion. The vibrant growth of Amway's international business, which accounted for more than 70 percent of companywide sales, could not have come at a better time because domestically the company's vitality was beginning to wane. Sales in the United States were flattening by the mid-1990s, unaided by persistent accusations of rumormongering that tarnished the company's image. The strident growth of the company outside North America, however, more than offset its anemic domestic performance, underpinning the seamless transition to the second generation of DeVos and Van Andel management.

Much of the company's success during the latter half of the decade depended on continued growth in foreign markets, but continued growth did not arrive. The foray into China, financed by the 1994 public offering of Amway Asia Pacific, ran into a pernicious obstacle in 1998, when the Chinese government banned direct selling because of concerns it would spawn illegal activity. Eventually, Amway was able to sidestep the prohibition by selling products through sales representatives that did not buy products and resell them, as traditional Amway distributors did. A more crippling blow was delivered by the faltering Asian economy in the late 1990s, the effect of which was readily discernible on Amway's balance sheet. Sales peaked at $7 billion in 1997 before falling 18.5 percent the following year to $5.7 billion. For the first time in more than ten years, Amway posted a decline in sales.

While the company waited for economic conditions in Asia to improve, new areas of growth were explored that hinted at an entirely revamped Amway for the future. In 1998 the company strayed far from its core business by teaming with Virginia-based Columbia Energy Group to sell natural gas and electricity in deregulated markets. Initially, Amway began selling natural gas in Georgia, intending to expand into electricity and to broaden its geographic reach as other states became deregulated. The company's other prominent venture during the late 1990s sparked the greatest excitement, leading some industry pundits to hail it as the boldest move in Amway's history. In September 1999, the company established a new company named Quixtar to sell consumer products on the Internet. With Quixtar, Amway used the same marketing concept as it did in its traditional business: distributors purchased products at volume discounts and earned commissions on the sales and bonuses from the sales of new recruits. Apart from Quixtar's business being conducted electronically, the greatest difference between Amway and its new company was the conspicuous absence of the Amway name. Years of negative publicity stemming from the numerous lawsuits filed by Proctor & Gamble had stained the Amway name, observers contended, prompting Amway to distance itself from a questionable reputation by adopting a new name. Additionally, by excluding the Amway name from its Internet venture, the company hoped to attract younger customers and younger distributors. The expectations for the new business were high, with the most far-reaching predictions calling for Quixtar to eventually supplant Amway's traditional business. President and co-chief executive officer Dick DeVos did not foresee the ultimate elimination of Amway's traditional business, maintaining both companies could coexist well into the future, but his confidence in Quixtar's potential was unequivocal. "Eventually," he informed Cosmetics International in June 1999, "Quixtar ought to be larger than Amway," giving Amway a lofty goal to pursue as it entered the 21st century.

Principal Subsidiaries: Nutrilite Products, Inc.; Amway Gesellschaft m.b.H. (Austria); Amway of Australia Pty. Ltd.; Amway Belgium Company; Amway (U.K.) Limited; Amway France; Amway (HK) Limited (Hong Kong); Amway Italia s.r.l. (Italy); Amway (Japan) Limited; Amway (Malaysia) Sdn. Bhd.; Amway Nederland Ltd. (Netherlands); Amway of New Zealand Ltd.; Amway de Panama, S.A.; Amway (Schweiz) AG (Switzerland); Amway De España S.A. (Spain); Amway Asia Pacific Ltd. (Hong Kong); Amway (Taiwan) Limited; Amway (Thailand) Ltd.; Amway GmbH (Germany); Amway de Mexico; Amway Communications Corporation; Amway Hotel Corporation; Amway Global, Inc.; Amway International, Inc.; Quixtar Inc.

Additional Details

• Private Company
• Incorporated: 1959 as Amway Sales Corporation and Amway Services Corporation
• Employees: 14,000
• Sales: $5.8 billion (1998)
• NAIC: 32562 Toilet Preparation Manufacturing; 325611 Soap & Other Detergent Manufacturing

Further Reference

User contributions:, comment about this article, ask questions, or add new information about this topic:.

Education secretary Betsy DeVos owns a fleet of 12 private jets and 4 helicopters

Affiliate links for the products on this page are from partners that compensate us and terms apply to offers listed (see our advertiser disclosure with our list of partners for more details). However, our opinions are our own. See how we rate products and services to help you make smart decisions with your money.

• Education secretary Betsy DeVos reportedly has a net worth close to $1.3 billion.
• DeVos shares the fortune with her husband, Richard DeVos Jr., the son of billionaire Amway cofounder Richard DeVos.
• The DeVos family reportedly owns a fleet of 12 private jets and four helicopters.

US Education Secretary Betsy DeVos is currently the richest member of President Trump's cabinet.

Her husband, Richard DeVos Jr., is part-heir to his father's $5.1 billion fortune , which he earned as cofounder of marketing giant Amway. The company does $8.8 billion in sales annually.

DeVos was confirmed as education secretary under President Trump in February 2017, and has since faced criticism for strongly supporting school voucher programs and charter schools. She sent her four children to private school.

DeVos has also been met with disapproval from the public for her billionaire status. Her security detail is set to cost $6.54 million through September 30 this year, the U.S. Marshals Service told Business Insider.

But amid reports claiming other cabinet members fly private at the expense of American taxpayers, DeVos' team has made it clear she travels on her own dollar.

According to Forbes , the DeVos family owns a fleet of 12 private jets — 1 Boeing Business Jet, 5 Gulfstream G550's, 1 Gulfstream G450, 2 Bombardier Challenger 350's, 3 Cessna Citation CJ4's — and four helicopters.

"Secretary DeVos travels on personally-owned aircraft, accompanied by her security detail and whenever possible, additional support staff, at zero cost to US taxpayers," her spokeswoman Elizabeth Hill said in September .

"The secretary neither seeks, nor accepts, any reimbursement for her flights, nor for any additional official travel-related expenses, such as lodging and per diem, even though she is entitled to such reimbursement under government travel regulations."

DeVos' predecessor, John B. King Jr., spent a total of $39,000 on commercial flights over his year-long tenure.

A number of Trump's other cabinet members and advisers own private jets as well, including Treasury Secretary Steve Mnuchin, Small Business Administration Administrator Linda McMahon, National Economic Council director Gary Cohn, and Commerce Secretary Wilbur Ross, according to Forbes.

Watch: Trump's pick for education secretary says guns in schools could 'protect from potential grizzlies'

• Main content

Company-Histories.com

learn how over 7,000 companies got started!

• Listed By State

Companies by Letter

Alticor inc..

Alticor Inc. is the holding company for four businesses, the most well-known of which is Amway Corporation, the pioneer of multilevel marketing (MLM). Amway Corporation sells its own products as well as brand name products from other companies through a network of more than three million independent distributors worldwide. Unlike many other MLM firms, Amway offers a broad selection of items, ranging from cleaning products, cosmetics, and vitamins to travel services, discount car purchases, and catalog merchandise. Amway derives roughly 80 percent of its sales from Asia. Alticor's other businesses are Pyxis Innovations, Quixtar, Inc., and Access Business Group. Pyxis serves as the corporate development arm for the organization. Quixtar, which generates more than $1 billion in annual revenue, sells personal care products, health supplements, laundry care products, and a range of other merchandise on the Internet. Access Business Group develops, manufactures, and distributes products for Amway, Quixtar, and unaffiliated companies.

Amway's history represents a recent chapter in the long history of direct selling, which began in the American colonial period with unorganized Yankee peddlers selling tools and other items door to door. By the 1800s, direct selling decreased with the advent of mass merchandising, such as department stores and mail-order sales. In the later 19th century and early 20th century, however, some manufacturers found direct sales had advantages over the sales of their products in large stores. They preferred the personal touch, with salesmen making home demonstrations of their products exclusively. By the 1920s door-to-door salesmen were marketing brushes, cooking utensils, and other products. Retail stores fought back with local laws on peddlers. The federal government's regulations of company-employee relations led to the independent contractor solution. As independent contractors, salesmen were no longer employees: they were independent businessmen who bought products for resale. The first network marketing began in 1941 when two men created a mechanism to distribute Nutrilite vitamins. Within this mechanism, in addition to making money in retail sales, distributors earned a bonus on the sales of those individuals whom they personally recruited.

Amway's story began with the friendship between two youths who would become the founders. Jay Van Andel, born in Grand Rapids, Michigan, in 1924, and Richard M. DeVos, born in the small nearby community of Ada in 1926, became friends at Christian High School in Grand Rapids. Their common Dutch heritage of hard work, thrift, and entrepreneurship drew them together.

Both served in the Army Air Corps during World War II. Returning to Michigan after the war, they founded Wolverine Air Service to offer flying lessons. After selling Wolverine and a couple of other small businesses, the two young men bought a schooner and sailed off to see Latin America. The vessel sank in the Caribbean, and the two spent the next six months in South America; when they returned to Michigan, they started the JaRi Corporation to import and sell Caribbean handicraft.

In 1949 DeVos and Van Andel became distributors of vitamins for the Nutrilite Company of California. They enjoyed modest success from their own retail sales and from bonuses earned on the sales force they created in the Midwest. However, increasing government regulations and an internal conflict in Nutrilite led Van Andel, DeVos, and several other leading Nutrilite distributors to start their own venture. In April 1959 they created The American Way Association, later renamed the Amway Distributors Association, to protect the independent distributors. They chose as their first product a biodegradable liquid organic cleanser made by a small Michigan firm, the kind of high-demand merchandise that could be easily sold by MLM. By September 1959 the Amway Sales Corporation and the Amway Services Corporation were begun to assist the distributors. Van Andel and DeVos, with the help of their wives and a handful of employees, began operations from offices in their basements. Van Andel created sales literature and supervised new product development; DeVos motivated and trained new distributors.

The company rapidly expanded. The first full year of operations in 1960 resulted in gross sales of $500,000. That figure doubled in each of the next two years, and in 1964 it reached $10 million. Thousands of distributors signed up each month. The expansion was so rapid that as soon as the company moved into new facilities, they were already crowded. In the company history, Commitment to Excellence: The Remarkable Amway Story, DeVos noted, "We were always scrambling, just trying to catch up on back orders, working to train people adequately."

In 1964 the business underwent a major reorganization. The three divisions--sales, services, and manufacturing--were merged to create the Amway Corporation, with Van Andel as chairman of the board and DeVos as president. Major business decisions were always made jointly by the two founders.

A laundry detergent, SA8, was introduced in 1960. Amway's reputation for selling soap was based primarily on its experience with this product. Other products included a dishwashing liquid, aerosol shoe spray, cookware, hair products, and cosmetics. In 1962 Amway started international growth, with its expansion into Canada. In 1968 the Personal Shoppers Catalog allowed distributors to sell merchandise made by other companies. Catalog sales increased thereafter.

The 1960s also brought some false starts and problems for the new firm. It began marketing underground fallout shelters, for example, in an era when civil defense against atomic warfare was a priority, but gradually consumers lost interest in the shelters. Other short-lived products included 110-volt automobile generators and water-conditioning units. It was not surprising that some items were not successful, however, for by 1968 the company was selling more than 150 products through its 80,000 distributors.

In July 1969 Amway's aerosol manufacturing plant burned completely to the ground. Losses were estimated at $700,000. The next day plans were made for a temporary substitute supplier and a new facility. Six months later the new facility was completed and the company moved in.

Growth and Controversy: 1970s-80s

The 1970s began with a change in corporate structure. Van Andel and DeVos remained board chairman and president, respectively, but four vice-presidents were added to handle the daily burden of a rapidly expanding firm. In addition, 30 regional warehouses were replaced by seven new regional distribution centers in Georgia, Michigan, Texas, California, New Jersey, Washington, and Colorado. Overseas expansion in the 1970s began with Australia in 1971, a choice that was partly influenced by the common culture, language, and economic system. Operations in the United Kingdom began in 1973. Other European operations began with West Germany in 1975, France in 1977, and the Netherlands and the Republic of Ireland in 1978. The Asian market was opened with ventures into Hong Kong in 1974, Malaysia in 1976, and Japan in 1979.

Diversification and acquisitions marked Amway's experience during this time. In 1972 the company purchased Nutrilite Products, Inc., the firm that had introduced Van Andel and DeVos to direct selling. Moreover, to reward and train its key distributors, the company acquired a yacht, Enterprise II, to serve as a floating conference center. A luxury resort and hotel complex on Peter Island in the British Virgin Islands was purchased in 1978, another amenity used to motivate Amway distributors. To house distributors coming to corporate headquarters, the firm bought the dilapidated Pantlind Hotel in Grand Rapids. The hotel, renovated and renamed Amway Grand Plaza Hotel, along with the newly constructed adjoining Grand Plaza Tower, marked a significant addition to downtown Grand Rapids.

Amway's growth was predicated on the success of its independent distributors. Lacking formal control over the distributors, Amway relied on bonuses and incentives to motivate them. As the company grew, distributors built larger and larger sales organizations. Their status and income increased and were marked by achievement levels identified as "pin levels." The first major milestone of a successful distributor was reaching the level of Direct Distributor (DD), thus buying products and literature directly from the corporation instead of from a sponsor or other DD. Soon after Amway's origin, it began recognizing further sales milestones by using the names of jewels in achievement awards. The first Ruby DD was awarded in 1962, followed by Pearl, Emerald, and Diamond, in each instance the award including a decorative pin in which the specific stone was mounted. In 1966 the first Double Diamond level was reached, the Triple Diamond in 1969, Crown in 1970, and the highest level, Crown Ambassador DD, in 1977. By Amway's 25th anniversary in 1984, there were 24 Crown DDs and 15 Crown Ambassador DDs. Almost all of these 39 distributors were married couples; 28 were based in the United States.

The corporation kept in touch with its distributors through a monthly magazine, the Amagram, and provided a wide variety of sales literature, audiocassettes, and videocassettes. Although much of the product promotion was done by distributors, Amway also sponsored advertising in magazines, newspapers, radio, and TV. Its advertising costs were much less than other corporations, allowing Amway to introduce new products inexpensively.

Amway's most important legal battle was its successful defense against the allegation that it was engaged in an illegal "pyramid scheme," characterized in part by making money on recruiting new distributors. The Federal Trade Commission (FTC) in 1969 began investigating several companies, including Amway and Nutrilite, filing formal charges against Amway in 1975. Three months of FTC hearings began in May 1977, and a ruling by the full FTC in 1979 declared Amway's MLM plan legitimate. The decision was based on findings that distributors were not being paid to recruit new distributors, that products had to be sold for distributors to receive bonuses, and that the firm was willing to buy back excess distributor inventory. Lawyer Rodney K. Smith in his book Multilevel Marketing, after reviewing several cases, concluded, "Amway is not and never has been an illegal pyramid scheme."

In another legal controversy, the Canadian government charged Amway with not paying millions of dollars in customs duties on goods imported from the United States. In 1983, after pleading guilty in the criminal case, Amway paid a CAD 25 million fine in an out-of-court settlement. Maclean's, Canada's leading weekly news magazine, reported in a November 1983 issue that the fine was "the largest sum that a Canadian court has ever levied and one of the heaviest criminal penalties ever imposed against any corporation in the world." A separate civil case was continued by the Canadian government to collect the duties it should have been paid in the 1970s. Amway again settled out of court, this time in 1989 for CAD 45 million, 40 percent of the amount the Canadian government tried to collect.

Other serious problems occurred in the first half of the 1980s, when, for the first time, Amway sales declined. Some of the major distributors sold their businesses, and a substantial number of top executives either quit or were demoted or fired. The pyramid allegations surfaced again, not against the corporation, but against certain distributors who advised their sales groups to downplay retail sales, buy Amway merchandise for their own use, and purchase many motivational items, such as tapes and books, from the distributor.

One corporate executive, COO William W. Nicholson, previously a secretary to President Gerald R. Ford and a key player at Amway headquarters since 1984, oversaw the introduction of many new products and services. According to Nicholson, a turning point was reached in 1985 when MCI decided to market its long distance telephone services through Amway. By 1990 Amway was gaining more than 40,000 new clients per month for MCI. Offering its customers discount purchases on new cars was another Amway innovation; by 1988 this service competed with five other discount autobuying services, including the American Automobile Association. Other new items in the Amway inventory included Visa credit cards, prepaid legal services, real estate, and Tandy computers. The increase in high-tech merchandise and services was a dramatic shift for Amway, but the bulk of its sales remained in traditional products such as home care items. According to some analysts, Amway's transition to include more services reflected a general U.S. movement from a goods-and-manufacturing economy toward a service economy.

Not all new ventures worked well for Amway. The Mutual Broadcasting System (MBS), with its hundreds of affiliated radio stations, was purchased in 1977, but inexperience in the field, unfulfilled goals, and lack of profitability, according to DeVos, led to the sale of MBS in 1985. Having retained one satellite division from the original purchase, Amway manufactured and sold satellite dishes for some time, but the last division was eventually sold in 1989.

Probably the most publicized Amway activity in the late 1980s was its failed bid to take over Avon Products, Inc. Amway and corporate raider Irwin L. Jacobs jointly acquired 5.5 million Avon shares, 10.3 percent of the company's stock, in 1989. One week later, without Jacobs's cooperation, Amway offered to buy Avon for $2.1 billion in cash. Although a billion dollars in debt, Avon rejected the bid, citing Amway's evasion of Canadian customs duties and an incompatible corporate culture. In May 1989 Amway withdrew its bid. Business Week, in a May 1989 issue, characterized the bid as Amway "flexing its muscles for the first time"; although the bid failed, it was a good indication of Amway's financial strength.

Amway and its founders also became significant sponsors of the arts in the 1980s. In 1982 Jay Van Andel chaired the Netherlands American Bicentennial Commission, while the company sponsored an art exhibit at Amsterdam's Stedelijk Museum. Amway also supported tours of the Hong Kong Children's Choir and the Malaysian Youth Symphony Orchestra. In Grand Rapids, Michigan, the company helped fund an Art Museum, Arts Council, and the Gerald R. Ford Presidential Museum.

Amway also made commendable efforts to be environmentally responsible. Several of Amway's early products were biodegradable, and its SA8 detergent was available in a phosphate-free formula to limit pollution of waterways, and products were concentrated, reducing the amount of packaging that ended up in landfills. After chlorofluorocarbons were reported as hazardous to the ozone layer, Amway modified its aerosol products to delete those compounds. In 1989 Amway was a main sponsor of the two-month-long Icewalk, an expedition to the North Pole, designed to focus attention on environmental issues. In cooperation with the American Forestry Association, Amway also participated in the Global ReLeaf Program, to plant 100 million trees by 1992. In fact, on June 5, 1989, Amway received the United Nation's Environmental Programme's Achievement Award for Excellence, becoming one of two corporations to gain that honor. That same day the firm announced that it would end all animal testing in its research programs and that it would not cooperate with the Cosmetics, Toiletry and Fragrance Association's campaign against the ban on animal testing. In the area of recycling, Amway was named Michigan Recycling Coalition's 1992 Recycler of the Year, for its onsite recycling center and recycling practices in its operations and product development.

Despite the legal battles and occasionally unfavorable media characterizations of Amway, and direct selling in general, the concept was becoming increasingly popular. According to the Direct Selling Association (DSA), total retail sales were approximately $9.7 billion in 1988, up 10.3 percent from 1987, and Amway accounted for about 16 percent of that total. A 1976 Harris poll of U.S. households found that 16 percent of the respondents had tried direct selling. The boom was influenced by shifts in employment trends. First, more women had moved into the workplace and were selling Amway products; in fact, the DSA reported that in 1988, 81.4 percent of all salespeople were women. Moreover, instability in corporate employment had prompted increasing numbers of workers to consider alternative vocations, particularly those in which much of the administrative activities might be handled in home offices.

Amway's European expansion also continued throughout the 1980s, with operations established in Switzerland and Belgium in 1980, and in Spain and Italy in 1986. In 1985 Panama became the first Latin American base of Amway operations, followed by Guatemala in 1986. Amway de Mexico was established in June 1990 with headquarters in Monterrey and distribution centers in Mexico City, Guadalajara, Tijuana, and Juarez. Amway's success depended in part on its ability to adapt its product line to suit local cultures. In Japan, for example, the company began marketing a small induction range made by Japan's Sharp Company, which proved ideal for the small homes of Japan and sold well when demonstrated in the home by Amway distributors. Perseverance and high quality goods resulted in 1988 sales of $536 million for Amway (Japan) Ltd., Amway's largest overseas subsidiary.

International Expansion During the 1990s

Based on rapid international expansion, strong family leadership, and good financial condition, Amway remained a strong force in the 1990s. When Van Andel and DeVos, whose children had begun in the business in the mid-1970s, retired from the company in the early 1990s, all eight of the Van Andel and DeVos children were in leadership positions. Dick DeVos was named president in 1992, and Steve Van Andel was appointed company chairman. Jay Van Andel planned to remain active with the company as senior chairman and member of the policy board.

With the failure of communist economies in Eastern Europe and other nations, Amway's promotion of free enterprise became increasingly noteworthy in the years ahead. During the first half of the 1990s, Amway's territories expanded into Korea, Hungary, Brazil, Portugal, Indonesia, Poland, Argentina, the Czech Republic, Turkey, and Slovakia. In addition to tapping into new, emerging economies, foreign expansion was possibly part of Amway's strategy to offset slowing U.S. sales, prompted, according to one article in an October 1994 U.S. News & World Report, by regulatory investigations and media criticism of the company. In 1991, for example, Procter & Gamble won a $75,000 judgment from a group of Amway distributors, who were accused of spreading rumors that Procter & Gamble's products were instruments of Satan. Nevertheless, Amway's overall performance did not suffer; in 1994, sales increased by 18 percent over 1993 to total $5.3 billion. Dick DeVos estimated that 70 percent of 1994 sales came from abroad and predicted that figure would increase to 75 percent by fiscal 1996. In 1994 Amway moved its entrepreneurial business into the Eastern European market and also targeted Vietnam and China as its newest markets.

Japan was probably one of Amway's most successful foreign markets in the 1990s. In a culture where many Japanese businesspeople were accustomed to staying with one company for their entire career, Amway offered new economic freedom. In fact, word of mouth recommendations allowed Amway to operate in Japan without spending any money on advertising up until around 1989. In 1990, over 500,000 Japanese belonged to Amway, making the company one of the largest and most profitable foreign companies in Japan. In 1989 Amway (Japan) Ltd. had over $500 million in sales and $164 million in pretax profits, comprising about one-third of Amway's worldwide business. By the mid-1990s, revenues had more than doubled and the Japanese subsidiary had grown to include 816,000 salespeople. Public offerings of stock in Amway Japan and Hong Kong-based Amway Asia Pacific in 1994 proved a huge success, raising $6.7 billion. DeVos and Van Andel reaped the rewards, more than doubling their net worth in one year. Together, the pair were worth an estimated $9 billion by the end of 1994, vaulting the founders into the exclusive ranks of the ten richest people in the United States, according to Forbes magazine.

The strong reception to the public offerings in Asia was indicative of Amway's strength in the 1990s. The company was achieving success not only in Asia, but in markets throughout the world as well, deriving nearly all of its growth from international expansion. Between 1990 and 1996, Amway established 20 new foreign affiliates, increasing the number of countries and territories in which it operated to more than 75. Concurrent with the company's aggressive expansion overseas, sales soared, increasing 300 percent between 1990 and 1996 to reach $6.8 billion. The vibrant growth of Amway's international business, which accounted for more than 70 percent of companywide sales, could not have come at a better time because domestically the company's vitality was beginning to wane. Sales in the United States were flattening by the mid-1990s, unaided by persistent accusations of rumormongering that tarnished the company's image. The strident growth of the company outside North America, however, more than offset its anemic domestic performance, underpinning the seamless transition to the second generation of DeVos and Van Andel management.

Much of the company's success during the latter half of the decade depended on continued growth in foreign markets, but continued growth did not arrive. The foray into China, financed by the 1994 public offering of Amway Asia Pacific, ran into a pernicious obstacle in 1998, when the Chinese government banned direct selling because of concerns it would spawn illegal activity. Eventually, Amway was able to sidestep the prohibition by selling products through sales representatives that did not buy products and resell them, as traditional Amway distributors did. A more crippling blow was delivered by the faltering Asian economy in the late 1990s, the effect of which was readily discernible on Amway's balance sheet. Sales peaked at $7 billion in 1997 before falling 18.5 percent the following year to $5.7 billion. For the first time in more than ten years, Amway posted a decline in sales.

While the company waited for economic conditions in Asia to improve, new areas of growth were explored that hinted at an entirely revamped Amway for the future. In 1998 the company strayed far from its core business by teaming with Virginia-based Columbia Energy Group to sell natural gas and electricity in deregulated markets. Initially, Amway began selling natural gas in Georgia, intending to expand into electricity and to broaden its geographic reach as other states became deregulated. The company's other prominent venture during the late 1990s sparked the greatest excitement, leading some industry pundits to hail it as the boldest move in Amway's history. In September 1999, the company established a new company named Quixtar to sell consumer products on the Internet. With Quixtar, Amway used the same marketing concept as it did in its traditional business: distributors purchased products at volume discounts and earned commissions on the sales and bonuses from the sales of new recruits. Apart from Quixtar's business being conducted electronically, the greatest difference between Amway and its new company was the conspicuous absence of the Amway name. Years of negative publicity stemming from the numerous lawsuits filed by Procter & Gamble had stained the Amway name, observers contended, prompting Amway to distance itself from a questionable reputation by adopting a new name. Additionally, by excluding the Amway name from its Internet venture, the company hoped to attract younger customers and younger distributors. The expectations for the new business were high, with the most far-reaching predictions calling for Quixtar to eventually supplant Amway's traditional business. President and co-CEO Dick DeVos did not foresee the ultimate elimination of Amway's traditional business, maintaining both companies could coexist well into the future, but his confidence in Quixtar's potential was unequivocal. "Eventually," he informed Cosmetics International in June 1999, "Quixtar ought to be larger than Amway," giving Amway a lofty goal to pursue as it entered the 21st century.

New Identity with the New Century

Quixtar's creation did much to alter the Amway organization at the dawn of the new millennium, representing one of the reasons the company decided to change its corporate identity after four decades of existence. News of the change occurred in May 2000 after Amway reported discouraging financial results for 1999, a 12.3 percent decline in revenues. The company announced it was restructuring its operations to restore its financial vitality, a sweeping effort that involved a reduction in its workforce by 1,300. The most visible aspect of the restructuring program was the unveiling of a new corporate title for the entire organization. In October 2000, the umbrella organization for Amway and its affiliated companies was introduced as Alticor Inc., a name derived from abbreviating the Latin words for high, heart, mind, and judgment. The name change in no way marked the end of the Amway name or its direct-selling business. Amway continued to operate, recording its greatest growth in Asia, but it operated alongside Alticor's three other businesses: Quixtar; Pyxis Innovations, the corporate development arm of the parent company; and a new company formed in 2000, Access Business Group. Access Business Group developed, manufactured, and distributed products for both Alticor and non-Alticor companies, counting its two sister companies, Amway and Quixtar, and its two largest customers.

One of the primary reasons for the name change was to help foster the growth of Amway's diversification, to free Quixtar and Access Business Group from being associated with the Amway name during their maturation. Direct-selling and multilevel marketing had its many detractors, a negative perception that fell squarely on Amway, the most successful of the breed. Quixtar, Access Business Group, and any other companies that executives in Ada thought to create later would fare better operating under a banner that did not bear the Amway name, company officials reasoned. The success of Amway under the Alticor name presented little opportunity for criticism about the name change. The Amway organization under the Alticor name thrived in the early 2000s, recording encouraging financial gains as it transitioned through one of its few senior management changes.

Dick DeVos announced his retirement in the spring of 2002. His departure, slated for the end of August 2002, was marked by his statement, quoted in the April 17, 2002 issue of Internet Wire . "When I arrived," DeVos said, "we were a company that was still questioning whether we could transition past the active involvement of our founders. Now, as I prepare to leave, we have transformed into a more international corporation, sustained by a strategic vision, and with management befitting a leading global company." DeVos left, accepting the position of chairman of the World Federation of Direct Selling Associations, leaving his youngest brother, Doug DeVos, the chief executive officer of Amway and Quixtar for the previous two years, to take his title as Alticor's president. After little more than a month in his new position, Doug DeVos took stock of what he saw and appropriately described his company. "We're basically an Asian company," he said in an October 18, 2002 interview with the Grand Rapids Press .

By 2004, Alticor had recorded its fifth consecutive year of revenue growth, posting the largest dollar increase in its history in 2004, when sales jumped 27 percent to $6.2 billion. A good portion of the growth was attributed to new businesses such as Quixtar, which eclipsed $1 billion in sales for the year, but the driving financial force of Alticor continued to be Amway, a direct-selling operation that was achieving its greatest success overseas, in Asia particularly. In China, for example, through its subsidiary Amway China Co. Ltd., sales exceeded $2 billion in 2004, the highlight of other substantial gains in Japan, Thailand, India, and Malaysia. "All eight cylinders are hitting," Alticor's chairman, Steve Van Andel, said in an October 21, 2004 interview with the Grand Rapids Press , expressing the mood of the company as it pressed ahead.

Principal Subsidiaries: Access Business Group, LLC; Pyxis Innovations; Nutrilite Products, Inc.; Amway Gesellschaft m.b.H. (Austria); Amway of Australia Pty. Ltd.; Amway Belgium Company; Amway (U.K.); Amway China Co. Ltd.; Limited; Amway France; Amway (HK) Limited (Hong Kong); Amway Italia s.r.l. (Italy); Amway (Japan) Limited; Amway (Malaysia) Sdn. Bhd.; Amway Nederland Ltd. (Netherlands); Amway of New Zealand Ltd.; Amway de Panama, S.A.; Amway (Schweiz) AG (Switzerland); Amway De España S.A. (Spain); Amway Asia Pacific Ltd. (Hong Kong); Amway (Taiwan) Limited; Amway (Thailand) Ltd.; Amway GmbH (Germany); Amway de Mexico; Amway Communications Corporation; Amway Hotel Corporation; Amway Global, Inc.; Amway International, Inc.; Quixtar Inc.

Principal Competitors: Avon Products, Inc.; CCL Industries Inc.; PFSweb, Inc.

Source: International Directory of Company Histories , Vol. 71, St. James Press, 2005.

Quick search

Company histories.

As consumers, we often take for granted all the hard work that goes into building a great company. We see them around but we don't know what goes on behind the scenes. Finally, we can read about how these great companies came about with Company Histories. .

Share This Story

Companies by State

• Connecticut
• Massachusetts
• Mississippi
• New Hampshire
• North Carolina
• North Dakota
• Pennsylvania
• Rhode Island
• South Carolina
• South Dakota
• West Virginia

Interesting Companies

• Next Media LTD
• Cygne Designs, Inc
• Prada Holdings B.V.
• Gulfstream Aerospace Corporation
• Cannondale Corporation
• New Balance Athletic Shoe, Inc.
• Ocean Spray Cranberries, Inc
• Nordstrom, Inc
• Banta Corporation

Copyright (c) 2022 Company-Histories.com. All rights reserved. Privacy Policy

• Aviazapchast PLC Representative Offices
• Licenses and Certifications
• Quality Management
• International partners
• Partner companies

antila yacht

About company

Antila Yachts is a private shipyard (yacht producer) located in Poland. We are a family company, established and created from our passion to sailing as well as our 30-year business experience in a private sector. During this time we have managed to gather (complete) a 50-persons professional team, whose experience has resulted in the best quality of our products and has become the source of the Company success. Antila yachts are appreciated in all European countries. The quality of our yachts has been recognized at various trade fairs. Our cooperation with the best designers and leading suppliers of the equipment, technological improvements, aiming at perfection as well as our efforts to meet customers’ expectations are the basic qualities of our Company.

Boats models

• Antila 24.4
• Antila 26CC

Antila 22 has a very modern design line, which resembles its elder sister Antila 24.4.

Its users comfort was the main aim to be achieved during the designing process. There is a comfortable double bunk (berth) in the bow part (zone), and the bunk under the cockpit is not smaller than in Antila 24 yacht. We also provide a functional and original kambuz with a double-burner cooker and a table top combined with a sink. On the opposite side – a sanitary cabin. In the midship area there are two sofa-beds. We wish to emphasize that the height in the mess room is 1,78m. Antila 22 is the only boat, which having the length of 22 feet, offers a full standing position for the crew members inside it. Outside there is a two-meter long cockpit with open stern where 6 to 8 persons can have a comfortable seat. The cockpit guarantees enjoying the evenings also with guests from other boats. The yacht will be equipped with a steel sliding keel and an engine fixed on a pantograph.

Our constructor Jacek Daszkiewicz has applied an innovative shape of the hull bottom to make the yacht fast. We also assume very efficient (high) initial and final stability to ensure safety of sailing.

TECHNICAL DATA

PREMIERE 2017

The world premiere of Antila 24.4 took place at sailing fairs in Düsseldorf held from 21.01.2017 till 29.01.2017. Antila 24.4 is an interesting offer mainly for private shipowners – due to its easy one-person operation servicing. Nevertheless, thanks to its spacious interior, it is also appreciated by charter companies. The interior design is not much different from that of Antila 26. There is enough space for 6 full-size bunks, a kambuz and a toilet. The charter version can have additional folding bunks. The deck has been built with a focus on safe and comfortable sailing. All ropes (lines) for sails handling have been connected to the cockpit. The yacht is equipped with full stabilization of a mast together with a gate to lay it down, a rotational keel and a rudder blade vertically lifted (hoisted). A spacious cockpit and a relatively low superstructure ensure excellent sight distance while sailing. Antila 24.4 has received a reward for the best product in its class granted by the Polish Chamber of Marine and Water Sports. In a competition Land Rover Polish Yachts organized by the monthly magazine „Sails and Land Rover” it obtained the title of the Yacht of 2018.

The new product launched in 2012 by the Antila Shipyard from Radom was the sailing yacht 26CC – a gold medal winner at the Boatshow fairs 2012 in Łódź. This yacht was also granted the (First Prize) Main Reward in the category of Charter Yacht 2012 at the Mazovian Fairs of Water Sports in Giżycko.

The boat, whose style is fairly similar to that of Antila 27, has been designed by the construction team of Adam & Michał Orych. The new design of Antila 26CC is classical and futuristic at the same time. The boat looks marvelous from each side, particularly when you look at its shape with the chine of a hull and a water-line. This yacht, as any other Antila models, focus on safety as well as high comfort provided both in a cockpit and in a mess room.

Ergonomic, spacious and very carefully planned cockpit guarantees comfort during sailing and also during mooring. Wide half decks enable freedom of moving around the deck. Slender rigging with large area (surface) of the sails as well as modern shape of the hull guarantee very good nautical parameters. The innovations applied in the mesa room allowed for dividing the interior of the boat into a kambuz, a separate toilet compartment and two independent lockable cabins with double bunks (berths). Already at a first glance the yacht makes an impression of being a symbol of comfort. Antila 26CC is a product which was created with application (usage) of the best available materials – the luxury and stylish interior, comfortable seats, well constructed mattresses with perfectly made stitching, the best quality materials with alcantry upholstery and its elements in different colours. Application of LED type lighting makes the interior well-lighted at minimal energy consumption. The floor and the cockpit boarded with Teak (Tectona grandis) wood imported from Myanmar (Burma), India and Laos add to the complete feeling of luxury and comfort. We are proud of having created a yacht which satisfies even the most demanding tastes of sailors. Our yacht is manouevrable (good-turning), fast and safe both for private shipowners and for charter companies. Antila 26CC makes it possible to taste the world.

Antila 27 designed by the recognized European designers Michał and Adam Orych is a yacht whose idea has been based on a long-term experience of our designing team. It is a modern boat which follows the latest world trends. Attractive, dynamic body of the yacht is combined with ergonomic shaping of the deck and carefully elaborated details, which reflect discreet sport type elegance and sport characteristics.

The yacht is dedicated to both charter companies and private shipowners whose special requirements have been fulfilled by optimization of production with application (usage) of the latest available materials and technological solutions. Exceptionally easy operating and servicing of the boat is an effect of using sophisticated solutions and possibility of adding more options which would increase the boat’s standards. The interior of the yacht – 1,86m high – is large and arranged in such a way that it enables even up to 10 people to stay together in the mess room. The improved transverse stability allows for increasing the sails area (surface) and sailing speed even at lighter breeze, giving also the feeling of comfort and safety in more difficult conditions. The shape of the hull has been designed to enable reaching high speeds as well as good manoeuvrability (turning) and ease of steering – all of this providing real joy of sailing. Antila 27 is also produced in a full sea version for those who like to be particularly challenged.

Antila 33 is a continuation of the successful lines of Antila 27 and Antila 26CC which are appreciated both in Poland and at foreign markets. Modern and dynamic outline with a hull length of 10,5m and the characteristic chine of the hull make this yacht to be clearly distinguished from other vessels. Spacious and ergonomic cockpit with a fixed table and a separated steersman’s station (stand) with two steering wheels, together with easy sails handling make sailing by this yacht pleasant and comfortable for its captain and his crew. Asymmetrical companion way allows for easier rigging operating and much better interior arrangement. Three lockable cabins, each with a vestibule and a fairly large wardrobe, plus full-size bunks in the mess room allow for comfortable sailing even for a quite numerous crew. Enlarged kambuz, a toilet with a shower and non-collision communication in the yacht’s interior, also in the centerboard version – are the additional advantages that were possible to be achieved by using the asymmetrical companion way. Taking the best possible advantage of the yacht’s width and its relatively high ballast coefficient (ratio) enabled for providing very good transverse stability which in relation to the slender rigging, large area (surface) of the sails and optimum hull guarantee very good nautical parameters. Antila 33 is a proposal for those sailors who appreciate luxury and modernity on inland and sea waters.  

Antila Yachts to prywatna stocznia jachtowa w Polsce. Jesteśmy firmą rodzinną, stworzoną z pasji do żeglarstwa oraz 30 letniego doświadczenia biznesowego w sektorze prywatnym. Przez ten okres stworzyliśmy profesjonalny 50 osobowy zespół, którego doświadczenie przekłada się na jakość naszych produktów i jest źródłem sukcesu firmy. Jachty Antila cieszą się uznaniem w całej Europie i w odległych zakątkach świata.

Potwierdzeniem najwyższej jakości są liczne nagrody i wyróżnienia przyznawane naszym jachtom na targach branżowych.  Współpraca z najlepszymi projektantami w Europie i wiodącymi dostawcami wyposażenia, udoskonalanie technologii, dążenie do perfekcji i nastawienie na spełnianie oczekiwań klientów jest podstawową dewizą naszej firmy.

Antila 28.2

• Antila 30 .1
• Antila 33.3

Światowa premiera Antili 24.4 miała miejsce na targach żeglarskich w Dusseldorfie w 2017 roku. Antila 24.4 jest niezwykle ciekawą propozycją głównie dla armatorów prywatnych z uwagi na łatwą, jednoosobową obsługę, nie mniej jednak ze względu na walory przestrzenne wnętrza jednostka cieszy się również zainteresowaniem firm czarterowych. Rozplanowanie wnętrza nieodbiega znacznie od Antili 26CC. W Antili 24.4 znajduje się przestrzeń na 6 pełnowymiarowych koi, kambuz i toaletę. Wersja czarterowa przewiduje dodatkowe rozkładane koje.

Pokład zbudowano z myślą o bezpiecznej i komfortowej żegludze. Wszystkie liny do obsługi żagli sprowadzone są do kokpitu. Jacht jest wyposażony w pełną stabilizację masztu wraz z bramą do jego kładzenia, miecz obrotowy i podnoszoną do pionu płetwę sterową. Obszerny kokpit i stosunkowo niska nadbudówka zapewnia doskonałą widoczność w trakcie żeglugi.

Premiera Polska odbyła się się na targach w Warszawie w marcu 2017, gdzie Antila 24.4 zdobyła nagrodę za najlepszy wyrób w swojej klasie Polskiej Izby Przemysłu Jachtowego. W plebiscycie miesięcznika Żagle i Land Rover zdobyła tytuł Jacht Roku 2018.

DANE TECHNICZNE

Antila 26CC to premiera roku 2012. Złoty Medalista Targów Boatshow 2012 w Łodzi oraz zdobywca Nagrody Głównej w kategorii "Jacht Czarterowy Roku 2012" na Mazurskich Targach Sportów Wodnych w Giżycku.

Łódź zaprojektowana przez team konstrukcyjny Adam & Michał Orych, nawiązująca swoją stylistyką do Antili 27.

Nowy design Antili 26CC klasyczny i zarazem futurystyczny to zwrócenie uwagi i podkreślenie poszczególnych detali jednostki. Antila 26CC z każdej strony wygląda olśniewająco, szczególnie zachwyca kształt burty z załamaniem kadłuba i linią wody. W jachcie tym, jak w każdym modelu Antila, najważniejsze jest bezpieczeństwo i bardzo wysoki komfort zarówno w kokpicie jak i w mesie. Ergonomiczny, obszerny i dopracowany w najdrobniejszych szczegółach kokpit gwarantuje wygodę podczas żeglowania i postoju. Szerokie półpokłady zapewniają swobodę poruszania się po pokładzie. Smukły takielunek z dużą powierzchnią żagli oraz nowoczesne szerokie kształty kadłuba gwarantują bardzo dobre parametry nautyczne. Nowatorsko rozwiązana mesa pozwoliła podzielić wnętrze łodzi na kambuz, osobny przedział toalety i dwie zamykane kabiny z dwuosobowymi kojami. Jacht jest symbolem komfortu, który już na pierwszy rzut oka określa jego charakter. Antila 26CC jest idealnym przykładem wykorzystania najlepszych materiałów. Wyraźna stylistyka luksusu wnętrza. wygodne siedziska, wspaniale wyprofilowane materace, perfekcyjnie wykonane szycie. Najwyższej klasy materiały z tapicerką alcantry i jej elementami w różnych kolorach. Zastosowanie oświetlenia typu LED gwarantuje doskonałe oświetlenie wnętrza przy minimalnym użyciu energii. Dopełnienie luksusu i komfortu jest podłoga i kokpit wyłożona drewnem Teak ( Tectona grandis ) sprowadzanym z Birmy, Indii i Laosu.

Jesteśmy dumni z tego, że stworzyliśmy jacht spełniający oczekiwania żeglarzy nawet o najbardziej wysmakowanych gustach. Jacht zwrotny, szybki i bezpieczny zarówno dla armatorów prywatnych jak i firm czarterowych. Z Antilą 26CC wszystko jest możliwe, a świat nabiera smaku.

Antila 28.2 zaprojektowana przez uznanego europejskiego projektanta Michała Orycha. To jacht oparty na wieloletnim doświadczeniu w dziedzinie projektowania - nowoczesny, podążający za światowymi trendami. Atrakcyjna, dynamiczna sylwetka jachtu połączona z ergonomicznym ukształtowaniem pokładu oraz dopracowanymi detalami jest odzwierciedleniem dyskretnej elegancji i sportowej charakterystyki .

Jacht jest dedykowany zarówno firmom czarterowym jak i armatorom prywatnym. Wysokie wymagania zostały spełnione dzięki optymalizacji produkcji z zastosowaniem najnowszych materiałów i rozwiązań technologicznych. Niezwykle łatwa obsługa to efekt zastosowaniu wyrafinowanych rozwiązań i możliwości zastosowania dodatkowych opcji podnoszących standard jachtu. Wnętrze jachtu z wysokością 1,86 m  jest obszerne i zaaranżowane tak aby zapewnić prywatność i komfort załodze w trzech zamykanych kabinach i możliwość wspólnego przebywania w mesie dla nawet dziesięciu osobom.

Podwyższona stateczność poprzeczna pozwala na zwiększenie powierzchni ożaglowania i prędkości przy słabszych wiatrach dając również poczucie komfortu i bezpieczeństwa w trudniejszych warunkach. Kształt kadłuba został zaprojektowany w sposób umożliwiający osiągnięcie wysokich prędkości oraz manewrowości i lekkości prowadzenia dające prawdziwą radość z żeglugi . Masa transportowa do 400 kg.

Antila A30 to niezwykle komfortowy jacht, którego premiera odbyła się na Targach w Łodzi w 2019 roku. Przeznaczony jest dla osób lubiących sportowe żeglowanie oraz ceniących komfort i nowoczesność. Jacht posiada świetne właściwości nautyczne, co w połączeniu z komfortem żeglowania spełnia najbardziej wysublimowane oczekiwania. Prawdopodobnie jest najszybszym jachtem w swojej klasie, oferując niespotykany komfort wnętrza i kokpitu. Antila 30 zadowoli najbardziej wymagających żeglarzy. Jacht dostępny jest zarówno w wersji kilowej jak i mieczowej. Możliwe jest zastosowanie różnych rozwiązań układu sterowego i napędowego. W wersji mieczowej lub kilowej  Antila 30 jest wyposażona w obrotowy ster głębinowy z kołem sterowym. Układ napędowy stanowi sinik stacjonarny Yanmar 14 KM lub 21 KM  (linia wału). Dla usprawnienia manewrów portowych polecamy ster strumieniowy. Jacht dostępny jest zarówno w wersji balastowej jak i mieczowej. Przestrzenne wnętrze, z dużą wysokością 1,91m gwarantuje komfortowe, niemal hotelowe warunki. Pokład przystosowany został do zamontowania dodatkowych elementów wyposażenia, takich jak: fok samohalusujący, szyny do żagla Genau, czy roller do Genakera lub Code „0” usprawniających komfort użytkowania na różnych akwenach. Przestronny i ergonomiczny kokpit ze stałym stołem oraz wydzielone stanowisko sternika z kołem sterowym oraz możliwością łatwej obsługi żagli sprawiają że żeglowanie jest równie przyjemne i komfortowe dla kapitana jak i 8 osobowej załogi. Maksymalne wykorzystanie szerokości jachtu i wysoki współczynnik balastowy zapewniają bardzo dobra stateczność poprzeczna, która w połączeniu ze smukłym takielunkiem, dużą powierzchnią żagli 49m2 oraz zoptymalizowanym kadłubem gwarantuje bardzo dobre parametry nautyczne. Antila 30 to propozycja dla żeglarzy, którzy cenią sobie luksus i nowoczesność na wodach śródlądowych i morskich.

Antila 33.3 to jacht w kategorii luksusowych jachtów żaglowych. Jest to nowsza i ulepszona wersja modelu A33. Konstrukcja pod kątem nautycznym spełni oczekiwania nawet najbardziej wymagających żeglarzy. Część mieszkalna zapewnia  komfortowe warunki nocowania nawet dla dziesięcioosobowej załogi. Dzięki precyzyjnemu ożaglowaniu, manewry jachtem Antila 33.3 to czysta przyjemność, a w portach dziobowy ster strumieniowy ułatwia manewrowanie. Podstawowymi elementami jachtu Antila 33.3 są: stabilizowany maszt z bramką ułatwiającą jego kładzenie, żagle: grot pełnolistwowy oraz fok, Lazyjack, silnik Yanmar 21 KM, miecz obrotowy, bardzo wydajny dziobowy ster strumieniowy Vetus, dwa koła sterowe obszyte skórą, płetwa sterowa głębinowa.

Antila 33.3 Najważniejsze zmiany , które zostały dokonane w nowszym modelu:

• Zwiększona powierzchnia żagli, oraz zmiana środka ożaglowania. Grot 28,1m2  oraz Fok samochalsujacy 18,5m2 a powiększony Fok nawet  23,1m2.
• Jacht posiada wkładkę denną. co w sposób najbardziej efektywny pozwala rozprowadzić wszelkie instalacje jachtowe: (elektryka, hydraulika, ogrzewanie i klimatyzacja).
• Rozłożenie balastu na jachcie jest projektowane komputerowo, co pozwala idealnie wyważyć jednostkę. Zwiększony został trap jednostki.
• Rozwiązanie kingstonu, które znane jest z naszych Antil 33, zostało teraz wprowadzone do seryjnej produkcji.
• Część mieszkalna jest wygodna, przestronna i oświetlona światłem LED. Na burtach i suficie znajdują się dodatkowe okienka, dzięki którym część mieszkalna posiada doskonały dostęp do naturalnego oświetlenia. Wewnątrz znajdują się trzy dwuosobowe kabiny, jedna na dziobie i dwie na rufie. Dodatkowo w mesie znajdują się dwie rozkładane koje boczne, każda przeznaczona dla dwóch osób. Pod każdą koją znajduje się schowek zdolny pomieścić znaczną część bagażu, na burtach dodatkowo rozlokowane są półki, tzw. jaskółki. Ogrzewanie na jachcie zapewnia bardzo wydajne Webasto z elektronicznym sterownikiem.
• Łazienka wyposażona została w instalację wody pitnej z pompą elektryczną i ciepłą wodę z Bojlera, umywalka z szafką, prysznic i elektryczna toaleta morska ze zbiornikiem fekalnym.
• Kambuz wyposażony jest w instalację gazową i kuchenkę firmy Dometic z dwoma palnikami; instalację wody pitnej, zlewozmywak, ciepłą wodę. Poza standardowym wyposażeniem do dyspozycji jest duża (72l) lodówka z zamrażalnikiem.
• Każda kabina wyposażona jest w gniazdka USB i  12V i 230V.

AKTUALNOŚCI

Practical boat owner.

• Digital edition

Antila 33.3 review: The ideal lakeland explorer

• Alison Wood
• July 11, 2023

This Polish swing-keel boat with clever folding mast system is perfect for exploring the vast Masurian lakes

Lake sailing in Poland is very different to coastal sailing. In many ways it’s more relaxing. There are no tides to contend with and because you can find a marina or pontoon wherever you are, there’s no requirement to plan a day’s sailing. You can simply go where the wind takes you. When you’ve had enough, just beach-up or anchor in a creek.

Anchored in a creek in Masuria

But you need your wits about you too. Sailors have to be tuned-in to sudden wind shifts and lulls, blasts between islands that fizzle into nothing, or vice versa. Some lakes are so big you can barely see the shore, connected by canals so shallow it’s easy to run aground. Masts, keels and rudders go up and down all day – and this is where boat design gets clever. Self-charter is possible, but it certainly helps to have a local skipper… and a forgiving boat. 

Dziewiata Lady M – our Antila 33.3 charter boat: Patrycja Tomala Photography

For our adventure with Undiscovered Sailing , our hosts Wojtek and Patrycja Tomala chose an Antila 33.3. Along with the Maxus, this is one of the most popular charter yachts on the lakes.

The Maxus is another popular charter boat on the Polish Lakes. Photo: Ali Wood

Antila Yachts is a Polish family-run business, producing boats from 24 to 33ft. One of the largest yachts you’ll see in the region, the Antila 33.3 has many features that make lake sailing easier. Whilst our boat Dziewiata [the 9th] Lady M didn’t come with a radio or electronics – nor even a wind indicator or compass, it did have a bow-thruster, diesel heating and a very nifty folding mast system.

The mast can go up or down in 10 minutes. Photo: Ali Wood

The latter is essential, because the 180 miles of waterways – stretching from the lower Vistula to the Russian border (Kaliningrad) – are connected by canals and rivers with low bridges. We raised and lowered our mast at least twice a day, and it was a simple task thanks to the clever pulley system, aided by an electric winch. 

Usually the Antila 33.3 comes with a fully battened mainsail (28.1m2) and self-tacking jib (18.5m2). However, skipper Wojtek requested a larger (23m2), genoa for our trip knowing that we were keen sailors. A gennaker/ code zero is also an option. 

Twin helms and a beautiful sunset! Photo: Ali Wood

During our five-day charter we only covered a quarter of the vast lake district. Wojtek chose the northern end of the lakes for us, which was quieter (we saw just a handful of boats) with more challenging sailing due to the many islands and narrow waterways.

Buoyage was limited, and there were protected nature reserves where engines were forbidden. Under full sail Dziewiata Lady M pointed high, sailed fast and was smooth and well balanced. Even with the larger foresail she was easy to tack and gybe.

With no instruments, we sailed by line-of-sight and trimmed the sails accordingly. Or, if we just felt like a blast, we sailed around the cormorant-inhabited islands, getting as close as we dared until Wojtek told us to tack. I especially loved the twin helms, enabling us to switch to the high side for better visibility. 

Mast lowering

To get from one lake to another, or to visit one of the many charming Masurian towns, we had to negotiate road bridges. The first job was to lower the boom to the deck by releasing the lazyjacks.

Next, one of us would go to the bow to remove the forestay pin and lift the A-frame whilst the other released the mast purchase line in the cockpit. This needed to be done smoothly and at a consistent pace, keeping two turns on the winch. The lowered mast then rested on a frame at the stern. The process took no more than 10 minutes. 

Once under the bridge, we’d do the same in reverse, taking care to check no lines had got caught under the mast step as it reconnected with the deck. Wojtek continually looked in front and behind. Electric winches are great, he told us, but you need to be careful to avoid snagging as it’s too easy to damage the rig. Indeed, on the day of our arrival we saw a sorry looking ‘banana mast’ in the boatyard waiting for repair (or scrap). 

The boom is detached and lowered to the deck. Photo: Ali Wood

When we passed a yacht raising the mast manually, I was grateful for our electric winch. A crew on the coachroof was vigorously sweating the line to help the winchman in the cockpit. It looked like hard work!

On entering the canals we turned on the engine and lifted the rudder (which can draw as little as 45cm) and keel (which reduces draft from 1.85m to 0.6m). Once raised, the keel swings into a casing that forms part of the saloon table. If you hit an underwater object, the rudder and/or keel will kick-up automatically to prevent damage. This happened whilst I was helming on the canal to Wegorzewo. I moved to the side of the canal to let a vessel past and the rudder must have caught the bank. 

We lifted the rudder as we nosed into a creek. Photo: Ali Wood

Antilla also makes a seagoing version of the Antila 33.3, which is CE category B as opposed to C, and has a fixed keel among other modifications. 

Skippers typically moor stern-to in Poland, and fix the bow to a trot mooring retrieved with a boat hook. This is where the Vetus bow-thruster comes in handy. Dziewiata Lady M could easily ‘stand still’ whilst we grabbed the line, or waited for a boat to pass in tight quarters. With an open side, stern and bathing platform, the Antila 33.3 is an easy boat to access from the shore or (if the weather’s nice) the water after a dip.

Accommodation 

Whilst in the Med or Caribbean you might typically charter a 38ft to 46ft yacht, we had plenty of space for the four of us on our 33-footer. Laura and I both had a double cabin at the stern and Wojtek and Patrycja shared a large, double-door cabin at the bow.

There’s room for two in each of the aft cabins

It would be tighter with six people (two in the saloon), but still comfortable with plenty of room for luggage in the lockers. Antila claims the boat can sleep up to 10 people with a maximum payload of 910kg. However, Undiscovered Sailing sensibly caps it at six. 

The interior of the Antila 33.3 is light and spacious. Photo: Ali Wood

The saloon was spacious with a large table where we spent lively evenings drinking Polish cider and playing Skip-bo. Because of the pale wood finish, 1.95m ceiling and many windows, the boat let in lots of natural light and we didn’t turn on the LED spotlights until late.

Aside from a canal boat holiday I did last Autumn, this was the first time I’ve enjoyed central heating on a charter. Though the weather was mostly pleasant, we had a few rainy days and cool evenings. The diesel-fuelled Webasto heating was a very welcome addition.

Wojtek and Patrycja Tomala of Undiscovered Sailing

I was surprised by how little we used the Yanmar 21 HP engine to charge the batteries. We did top-up using shore-power in the marinas, but happily spent a night at anchor in a creek, and a full day either side, whilst still having plenty of power for lights, heating, fridge, bow-thruster, electric winch and head. 

Not having to power up instruments helped, and for me, this was a big plus-point of chartering in the Polish lakes. It felt like a luxury version of dinghy or day-sailing in a giant harbour. We were surrounded by forest and reed-fringed islands. We rarely knew what time it was and had the freedom to sail where we wanted, and enjoy the scenery and wildlife without double-checking instruments or trying to push the boat for extra knots.

Much as I enjoyed our blustery sails, one of my favourite moments was actually being becalmed. In the busy Solent I’d have no doubt put the engine on, but in Masuria, we simply drifted in silence, feeling the warmth of the sun as it beat through the clouds and listening to a pair of cuckoos call out across the water. When you don’t know how fast you’re going and your destination isn’t important, you stop caring and learn to enjoy the moment, and Dziewiata Lady M is certainly the boat for day-dreaming and relaxation. 

Antila 33.3 spec

LOA: 10.3m 

Width: 3.2m

Draft (centreboard up/ down): 1.85m to 0.6m

Draft (rudder up/ down): 0.45m/ 1.8m

Sail area (jib and mainsail): 51m2

Gennaker/ code zero: 65m2

Transport weight: 4,750kg

Berths: 6+4

CE category: C (cat B also available)

Cost: €60k  (plus €30-65k for cat B)

Contact: www.antila-yachts.pl

Antila Yachts

www.antila-yachts.pl

• ul. Przemysłowa 8, 26-600 Radom

Antila Yachts - known Polish producer of sailing yachts from 7 to 10 meters. The whole range is produced at Antila Yachts the production capacity of the company in Poland and in the Republic of Belarus.

Yacht models

Buy Antila Yachts

• Advertising

Customer reviews

• Netherlands
• United States
• United Arab Emirates
• United Kingdom

Great choice! Your favorites are temporarily saved for this session. Sign in to save them permanently, access them on any device, and receive relevant alerts.

• Sailboat Guide

Antila Yacht Shipyard Jachtowa Cezary Duchnik ul. Industrial 8, 26-600 Radom e-mail: [email protected] Tel: +48 363 30 39 Tel: 602 63 48 35 Office

• Adam & Michael Orych
• Michal & Adam Orych

2 sailboats built by Antila Yachts

Antila 26cc.

• About Sailboat Guide

©2024 Sea Time Tech, LLC

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

• About the Chamber
• List of members

Report this Listing

Antila Jacht

• keyboard_arrow_left
• keyboard_arrow_right

Antila Yacht is a reputable yacht shipyard specialising in the production of the sailboats of polyester glass laminate. Our yachts are designed and built by the team of experienced and well-qualified Polish boatbuilders.

Such approach allow us to create an individual configuration of the yacht together with the client, which would meet the expectations of the future owners.

In order to guarantee the exchange of experience between our company and the customers, we participate in international leading boat shows and exhibitions.

Last year we were honoured with numerous awards, including:

- "Zwycięzca w kat. Jachty żaglowe do 7,5 m - Warszawa 2018

- "Złoty medal w kat. Jachty Żaglowe" - Boatshow 2017

- "Gwóźdź targów Wiatr i Woda" - Warszawa 2017

- "Nagroda za wyrób Wiatr i Woda" - Warszawa 2017

- "Gwóźdź targów Wiatr i Woda' - Katowice 2017

26-600 Radom ul. Przemysłowa 8

tel.:(+48 48)3633039;  602634835

e-mail: [email protected]

Yacht charter Antila 26 cc – Alegrija

About the yacht antila 26 cc.

Antila 26 cc is the perfect combination of functionality and eye-catching design

In this yacht, as in every Antila model, the most important thing is security and very high comfort both in the cockpit and in the mess. The ergonomic, spacious and refined cockpit guarantees comfort while sailing and when stationary. Wide half-decks ensure freedom of movement around the deck.

Good nautical parameters have been ensured by the use of slender rigging combined with a large area of sails and modern hull shapes.

The innovative solution of the mess allowed to divide the interior of the boat into a galley, a separate toilet compartment and a toilet two lockable cabins with double berths.

Yacht technical data Antila 26cc

Yacht equipment alegrija.

• Heating - Webasto Eberspacher
• Electric refrigerator
• Large fold-out table
• Water instalation
• Pots, pans, plates, glasses, cutlery, etc.
• 12V electrical installation
• Capacious 150 Ah battery
• 12V and 230V sockets
• LED interior lighting
• LED color lighting
• Charging the battery from the engine
• Seal roller
• Grotto on creepers
• Gate for laying the mast
• Stern baskets with seats
• Railing posts with double railing
• Bathing ladder at the stern
• Oars, barefoot
• Moorings and fenders
• Gas cylinder 2/3 kg
• Power cord 230V - 15m
• Two anchors
• Two double lockable cabins
• Wide double berth in the bow cabin
• Fold-out sleeping in the mess on the port side
• WC cubicle on the right
• Caboose on the left
• Navigation lighting
• Life jackets
• First aid kit
• Fire extinguisher

Entertainment

• Loudspeakers in the mess
• Casco insurance
• Yacht Casco
• Personal accident insurance

Charter price list 2024

Except for long weekends, rent only for full weeks from Saturday to Saturday

Online booking

Select the dates on the calendar to check the price and book the yacht.

Good to know

When booking, 30% of the charter value must be paid, the remaining amount is payable 30 days before the start of the cruise.

We invite you to pick up the yacht on the day of the cruise between 15:00-19:00, and on the day of the end it should be returned by 10:00. 11:00.

Minimum na jeden dzień przed odbiorem jachtu należy wpłacić kaucję gwarancyjną w wysokości 2500 zł na rachunek bankowy numer 79 1870 1045 2078 1073 6021 0003

Photo gallery

MINŐSÉG

Túravitorlások prémium megoldásokkal

Letisztult, modern fomák

Sportos menettulajdonságok

Mi megvalósítjuk álmait!

Az Antila Yachts hajógyár egy modern, 35 éves hajógyártói tapasztalattal rendelkező, professzionális vállalkozás, ahol egy 50 fős csapat, a 24 – 34 láb közötti méretkategóriában készíti középkategóriás túravitorlásait.

A gyár sportos tulajdonságokkal rendelkező tengeri és tavi túravitorlásai nagy népszerűségnek örvendenek Európa-szerte és 2018-tól, képviseletünkön keresztül megérkeztek Magyarországra is.

Termékpalettánk - a legújabb tervezési irányelvek alapján - az elmúlt 7 évben teljesen újjászületett.

Modern, skandináv dizájnt követő konstrukcióink főtervezője a Svédországban alkotó, lengyel származású Michal Orych.

Minden hajónk koncepcióját a fedélzeti, illetve a nappali közös terek méretének a maximalizálásában – méretkategóriájának legtágasabb kokpitját és legnagyobb beltéri állómagasságát találja hajóinkon - illetve a teljesen egykezes használatban - önváltó fokvitorla, kormányhoz vezetett kötélzet, hidraulikus kormány - fogalmaztuk meg.

A gyártmányaink innovációjának és minőségének visszaigazolásaként az elmúlt években Európa szerte számos rangos díjat nyertünk, illetve rendszeres szereplői vagyunk a legnépszerűbb vitorlázással foglalkozó nyomtatott és online sajtónak is (Magyarországon a Vitorlázás Magazin és Aqua Magazin).

De ami talán még fontosabb, az a vásárlóinktól elnyert bizalom és elégedettség. Erre talán a leghitelesebb bizonyíték, hogy a magyarországi indulástól eltelt 4 év alatt egy teljesen ismeretlen márkából egy széles körben ismert és elismert brandet sikerült közösen felépítenünk. Büszkén hirdethetjük, hogy mára a TOP 5 hazai vezető márka egyikét úgy hívják, hogy Antila Yachts.  

Hajóink felszerelését és berendezéseit vezető európai beszállítókkal való együttműködésben, míg az összeszerelést a gyártástechnológia folyamatos fejlesztésének igénye mellett, az ügyfeleink kívánságainak maximális figyelembevételével, azaz az Ön igényeire szabva - akár egyedi kialakításban is - végezzük.

A 3 éves szavatossággal kínált hajóink nem csak kitűnő, de kimagasló ár-érték arányuk miatt, kifejezetten racionális választások a Balatonra.

Fontos információ, hogy nagy tapasztalattal rendelkező csapatunk - a főkonstruktőrrel szorosan együttműködve - az összes modellünket a balatoni viszonyokat legmesszebbmenőkig figyelembe véve úgy terveztette át, hogy mikor a kiválasztott hajó megérkezik, az se a vitorlázatában, se a hajó felszereltségében ne tartalmazzon felesleges berendezéseket, de kompromisszumokat sem.                                                                                                                                                                                       

A Magyarországra érkező hajóinkat nem általános tengeri használatra, hanem kifejezetten balatoni körülményekre konfiguráljuk.

Minden vitorlás jachtunk már alapfelszereltségükben számos - más gyártónál csak felárért, kizárólag az opciós listáról kérhető - minőségi beépített termékkel van felszerelve, de a valódi extrákért is kifejezetten barátságos kondíciókat számolunk.   

A kisebb túravitorlásainkat alapvetően kényelmes, de egyben sportos belépő hajókként ajánlanánk, míg a kiváló ár/érték aránnyal rendelkező és gazdagon felszerelt 30 és 34 lábas egységeink racionális választások lehetnek családi használatra, vagy charter hajónak is.

Korrekt ügyintézés, minőség, versenyképes ár.

Antila Yachts Magyarország Kft

Új hajó értékesítés

új vitorlás eladó, antila yachts magyarország, antila yachts, antila 26cc, antila 24.4, antila ára, antila eladó, eladó vitorlás, lengyel vitorlás, eladó lengyel vitorlás, eladó yacht, eladó lengyel yacht, tőkesúlyos, magyarországi képviselet, magyarországi iroda.

Minőségi kézműves munka:

Modelljeink.

+36 30 905 7973

[email protected]

Bemutató hajónk

Balatonfüredi Yacht Club

Turn Your Curiosity Into Discovery

Latest facts.

Facts About The Research in Epithalon Properties Overview Analysis

How To Protect Children From Junk Food Marketing

40 facts about elektrostal.

Written by Lanette Mayes

Modified & Updated: 02 Mar 2024

Reviewed by Jessica Corbett

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

• Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
• With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

Was this page helpful?

Our commitment to delivering trustworthy and engaging content is at the heart of what we do. Each fact on our site is contributed by real users like you, bringing a wealth of diverse insights and information. To ensure the highest standards of accuracy and reliability, our dedicated editors meticulously review each submission. This process guarantees that the facts we share are not only fascinating but also credible. Trust in our commitment to quality and authenticity as you explore and learn with us.

Share this Fact:

Strange Glow Over Moscow Skies Triggers Panic as Explosions Reported

B right flashes lit up the night sky in southern Moscow in the early hours of Thursday morning, new footage appears to show, following reports of an explosion at an electrical substation on the outskirts of the city.

Video snippets circulating on Russian-language Telegram channels show a series of flashes on the horizon of a cloudy night sky, momentarily turning the sky a number of different colors. In a clip shared by Russian outlet MSK1.ru, smoke can be seen rising from a building during the flashes lighting up the scene.

Newsweek was unable to independently verify the details of the video clips, including when and where it was filmed. The Russian Ministry of Emergency situations has been contacted via email.

Several Russian Telegram accounts said early on Thursday that residents of southern Moscow reported an explosion and a fire breaking out at an electrical substation in the Leninsky district, southeast of central Moscow.

Local authorities in the Leninsky district told Russian outlet RBC that the explosion had happened in the village of Molokovo. "All vital facilities are operating as normal," Leninsky district officials told the outlet.

The incident at the substation in Molokovo took place just before 2 a.m. local time, MSK1.ru reported.

Messages published by the ASTRA Telegram account, run by independent Russian journalists, appear to show residents close to the substation panicking as they question the bright flashes in the sky. One local resident describes seeing the bright light before losing access to electricity, with another calling the incident a "nightmare."

More than 10 villages and towns in the southeast of Moscow lost access to electricity, the ASTRA Telegram account also reported. The town of Lytkarino to the southeast of Moscow, lost electricity, wrote the eastern European-based independent outlet, Meduza.

Outages were reported in the southern Domodedovo area of the city, according to another Russian outlet, as well as power failures in western Moscow. Electricity was then restored to the areas, the Strana.ua outlet reported.

The cause of the reported explosion is not known. A Telegram account aggregating news for the Lytkarino area described the incident as "an ordinary accident at a substation."

The MSK1.ru outlet quoted a local resident who speculated that a drone may have been responsible for the explosion, but no other Russian source reported this as a possible cause.

Ukraine has repeatedly targeted Moscow with long-range aerial drones in recent months, including a dramatic wave of strikes in late May.

On Sunday, Moscow Mayor Sergei Sobyanin said the region's air defense systems had intercepted an aerial drone over the city of Elektrostal, to the east of Moscow. No damage or casualties were reported, he said.

The previous day, Russian air defenses detected and shot down another drone flying over the Bogorodsky district, northeast of central Moscow, Sobyanin said.

There is currently no evidence that an aerial drone was responsible for the reported overnight explosion at the electrical substation in southern Moscow.

Related Articles

• Russian Soldier Bashes Drone With Shovel After Detonation Failure: Video
• Russia Headed for Disappointment in Battles Along Dnieper River: UK
• Ukraine's Military Receives Good News From Multiple NATO Allies

Start your unlimited Newsweek trial

Current time by city

For example, New York

Current time by country

For example, Japan

Time difference

For example, London

For example, Dubai

Coordinates

For example, Hong Kong

For example, Delhi

For example, Sydney

Geographic coordinates of Elektrostal, Moscow Oblast, Russia

City coordinates

Coordinates of Elektrostal in decimal degrees

Coordinates of elektrostal in degrees and decimal minutes, utm coordinates of elektrostal, geographic coordinate systems.

WGS 84 coordinate reference system is the latest revision of the World Geodetic System, which is used in mapping and navigation, including GPS satellite navigation system (the Global Positioning System).

Geographic coordinates (latitude and longitude) define a position on the Earth’s surface. Coordinates are angular units. The canonical form of latitude and longitude representation uses degrees (°), minutes (′), and seconds (″). GPS systems widely use coordinates in degrees and decimal minutes, or in decimal degrees.

Latitude varies from −90° to 90°. The latitude of the Equator is 0°; the latitude of the South Pole is −90°; the latitude of the North Pole is 90°. Positive latitude values correspond to the geographic locations north of the Equator (abbrev. N). Negative latitude values correspond to the geographic locations south of the Equator (abbrev. S).

Longitude is counted from the prime meridian ( IERS Reference Meridian for WGS 84) and varies from −180° to 180°. Positive longitude values correspond to the geographic locations east of the prime meridian (abbrev. E). Negative longitude values correspond to the geographic locations west of the prime meridian (abbrev. W).

UTM or Universal Transverse Mercator coordinate system divides the Earth’s surface into 60 longitudinal zones. The coordinates of a location within each zone are defined as a planar coordinate pair related to the intersection of the equator and the zone’s central meridian, and measured in meters.

Elevation above sea level is a measure of a geographic location’s height. We are using the global digital elevation model GTOPO30 .

Elektrostal , Moscow Oblast, Russia

Antila 27 designed by the recognized European designers Michał and Adam Orych is a yacht whose idea has been based on a long-term experience of our designing team. It is a modern boat which follows the latest world trends. Attractive, dynamic body of the yacht is combined with ergonomic shaping of the deck and carefully elaborated details, which reflect discreet sport type elegance and sport ...

Antila Yachts to prywatna stocznia jachtowa w Polsce. Jesteśmy firmą rodzinną, stworzoną z pasji do żeglarstwa oraz 30 letniego doświadczenia biznesowego w sektorze prywatnym. Przez ten okres stworzyliśmy profesjonalny 50 osobowy zespół, którego doświadczenie przekłada się na jakość naszych produktów i jest źródłem sukcesu firmy.

Find Antila boats for sale in your area & across the world on YachtWorld. Offering the best selection of Antila boats to choose from.

Antila 24.4 Antila 24.4 - Premiere 2017. The space miracle. Two double bunks, a compact pantry and wet room with chemical toilet. ... The crew has a lot of space for all equipment in several moulded stowing areas. The yacht comes with standard equipment by Lewmar, Ronstan, Andersen and EasyLock. Interior panorama. ANTILA 24.4 Categorie C: 32790,00:

The weight required to sink the yacht one inch. Calculated by multiplying the LWL area by 5.333 for sea water or 5.2 for fresh water. FOR MULTIHULLS ONLY: BN - Bruce Number: The Bruce Number is a power-to-weight ratio for relative speed potential for comparing two or more boats. It takes into consideration the displacement and sail area of ...

With an open side, stern and bathing platform, the Antila 33.3 is an easy boat to access from the shore or (if the weather's nice) the water after a dip. Accommodation Whilst in the Med or Caribbean you might typically charter a 38ft to 46ft yacht, we had plenty of space for the four of us on our 33-footer.

Find Antila 33 boats for sale in your area & across the world on YachtWorld. Offering the best selection of Antila boats to choose from. ... Sandeman Yacht Company | Hamble, Hampshire. Request Info; Sponsored; 2008 Dufour 525 Grand Large. US$218,558. Navicularia Yacht Brokers | TORREVIEJA, Alicante. Request Info; Price Drop; 2016 Antila 33. US ...

Antila Yachts. www.antila-yachts.pl. Poland. ul. Przemysłowa 8, 26-600 Radom. Antila Yachts - known Polish producer of sailing yachts from 7 to 10 meters. The whole range is produced at Antila Yachts the production capacity of the company in Poland and in the Republic of Belarus.

Antila 26CC is a 27′ 2″ / 8.3 m monohull sailboat designed by Adam & Michael Orych and built by Antila Yachts starting in 2012. ... Antila Yacht Shipyard Jachtowa Cezary Duchnik. ul. Industrial 8, 26-600 Radom e-mail: [email protected] Tel: +48 363 30 39 Tel: 602 63 48 35.

Antila 27 is a 29′ 0″ / 8.9 m monohull sailboat designed by Michal & Adam Orych and built by Antila Yachts starting in 2009. Great choice! Your favorites are temporarily saved for this session. Sign in to save them permanently, access them on any device, and receive relevant alerts.

Antila 26cc was designed by the team Adam & Michal Orych and fist launched in 2012. The innovative design earned numerous awards. ... The crew has a lot of space for all equipment in several moulded stowing areas. The yacht comes with standard equipment by Lewmar, Ronstan, Andersen and EasyLock. Interior panorama. ANTILA 26cc Categorie C:

Antila 26cc Sailboat: Antila Yachts, used boat, GRP/polyester Length x beam: 8.30 m x 2.90 m, 8.30 x 2.90 m built: 2020 € 44,650 Location: Germany, Frankfurt / Oder 2020 Company: IMPOL Yacht & Bootsimporte

Antila Yacht is a reputable yacht shipyard specialising in the production of the sailboats of polyester glass laminate. Our yachts are designed and built by the team of experienced and well-qualified Polish boatbuilders. Such approach allow us to create an individual configuration of the yacht together with the client, which would meet the ...

Antila 26 cc is the perfect combination of functionality and eye-catching design . In this yacht, as in every Antila model, the most important thing is security and very high comfort both in the cockpit and in the mess. The ergonomic, spacious and refined cockpit guarantees comfort while sailing and when stationary.

Az Antila Yachts hajógyár egy modern, 35 éves hajógyártói tapasztalattal rendelkező, professzionális vállalkozás, ahol egy 50 fős csapat, a 24 - 34 láb közötti méretkategóriában készíti középkategóriás túravitorlásait.

Antila Yacht Shipyard Jachtowa Cezary Duchnik ul. Industrial 8, 26-600 Radom e-mail: [email protected] Tel: +48 363 30 39 Tel: 602 63 48 35 ... The LWL will increase as the yacht sinks into the water with the added weight of stores and equipment. BEAM: This is the greatest width of the hull and is often expressed as Beam (Max). Beam WL ...

Known as the "Motor City of Russia." Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname "Motor City" due to its significant involvement in the automotive industry.. Home to the Elektrostal Metallurgical Plant. Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Antila 24.4 lieferbar 2023 Sailboat: Antila Yachts, used boat, GRP/polyester Length x beam: 8.20 m x 2.70 m, 8.20 x 2.70 m built: 2020 € 39,500 Location: Germany, Brandenburg - Frankfurt (Oder 2020 Company: IMPOL Yacht & Bootsimporte

Find company research, competitor information, contact details & financial data for BETA GIDA, OOO of Elektrostal, Moscow region. Get the latest business insights from Dun & Bradstreet.

B right flashes lit up the night sky in southern Moscow in the early hours of Thursday morning, new footage appears to show, following reports of an explosion at an electrical substation on the ...

Geographic coordinates of Elektrostal, Moscow Oblast, Russia in WGS 84 coordinate system which is a standard in cartography, geodesy, and navigation, including Global Positioning System (GPS). Latitude of Elektrostal, longitude of Elektrostal, elevation above sea level of Elektrostal.