Jan/Feb 2025 Direct Selling News by directsellingnews

Thanks for Making Our First DSU LATAM a Success!

We kicked off 2025 by bringing together the channel’s brightest minds, leaders and visionaries to help shape the future success of direct selling in Latin America as well as the North American Hispanic market. The response to this first-ever LATAM-focused event has been beyond expectation, and we can’t thank everyone who attended, spoke and sponsored enough.

Gracias por hacer que nuestro primer evento de Direct Selling University LATAM fuera un éxito fenomenal.

This is the Ultimate Annual Event in the Direct Selling Channel

With two full days of training and presentations from direct selling’s top corporate leaders and industry experts, this is the event you can’t afford to miss!

From cutting-edge strategies to actionable insights, you’ll leave equipped to drive growth and innovation in your business. Plus, the networking opportunities with peers and thought leaders are unmatched.

DSU Spring will also include: LEGAL & COMPLIANCE WORKSHOPback by popular demand!

AI WORKSHOP WITH BLAKE MALLENnew insights and strategies! MARCH 25-27, 2025 IRVING CONVENTION CENTER | 500 W. LAS COLINAS BLVD.,

your

The Oscars of Direct Selling

FROM THE SPOTLIGHT TO THE STAGE, THIS IS THE ULTIMATE INDUSTRY HONOR!

Join us Tuesday, March 25 as we award the channel’s innovators, achievers and visionaries!

 LIFETIME ACHIEVEMENT AWARDS

 LEGACY AWARD

 BRAVO AWARDS

 PLUS, BE THERE AS WE UNVEIL 2024’S DSN GLOBAL 100 LIST!

SPEAKERS

DANIEL

HANIEH SIGARI EllieMD Founder & CEO

ANDREW

KIRSTEN AGUILAR SeneGence EVP Global Marketing

JENNIFER

BRET BONACORSI jBloom Co-Founder & CEO

NANCY BOGART Jordan Essentials Founder & CEO

BRIAN DILL Norwex Vice President of Sales

ASPEN EMRY Bravenly Global Founder & CEO EDDIE GARCIA Realty of America Founder &

STEVE FIFE LifeVantage CEO

MICHAEL FALLQUIST Think Energy Founder & CEO

JACOB MCLAIN Green Compass Chief Commercial Officer

BLAKE

WAYNE MOOREHEAD LifeWave Global SVP Marketing

DAVID

ORVILLE THOMPSON Scentsy Co-Founder & CEO

GENE TIPPS Plexus CEO

CRAYTON WEBB Sunwest Communications CEO

BRANDON WHITE Trevally Founder & CEO

THOMAS LOMMEL OLIVEDA CEO

LEGAL & COMPLIANCE WORKSHOP

Back by popular demand!

THURSDAY, MARCH 27, 1-4 PM

Join these legal and compliance experts and many others (soon to be announced) as we discuss the biggest issues and opportunities in 2025 and beyond.

Complimentary to all corporate members of a direct selling company, but requires additional registration.

MARCH 25-27 2025

IRVING CONVENTION CENTER

500 W. LAS COLINAS BLVD., IRVING, TX

SCHEDULE

TUESDAY, MARCH 25

DSN GLOBAL CELEBRATION* 7:00 PM - 10:00 PM

WEDNESDAY, MARCH 26

7:45 AM - 9:00 AM Check-in, coffee and continental breakfast available

General Session 1 9:00 AM - 12:00 PM

Lunch break (meal provided) 12:00 PM - 1:00 PM

General Session 2 1:00 PM - 5:00 PM

AI WORKSHOP WITH BLAKE MALLEN

5:00 PM - 6:30 PM

THURSDAY, MARCH 27

General Session 1 9:00 AM - 12:00 PM

Lunch break (meal provided) 12:00 PM - 1:00 PM

General Session 2 1:00 PM - 5:00 PM

LEGAL & COMPLIANCE WORKSHOP* 1:00 PM - 4:00 PM

*Additional registration required.

Navigating Network Marketing in Latin American and US Hispanic Markets BY ALEX HOFFMANN A New Era Begins BY DSN EDITORIAL STAFF

Mastering Momentum BY GORDON HESTER

The Four “C”s of Building Culture BY JENN ASHBY

Empowering Children, Building Futures BY DSN EDITORIAL STAFF SPOTLIGHTS

International Focus: VIVRI To Love Living BY JENNY VETTER

Company Spotlight: 4Life A Legacy of Wellness, Service and Global Community BY DAVID LEE

Young Company Spotlight: The Super Patch Company Driven by Data, Destined to Grow BY SARAH PAULK

120 62 72 86 78 92 102 108 115

INSIGHTS FROM THE OUTSIDE / What is an Affiliate? BY JOHN T. FLEMING

LEGAL BRIEFS / Grading Your Company’s Risk Scorecard BY BRENT KUGLER

FOR YOU / FOR YOUR FIELD / Your Essential Monthly Motivation BY CHELSEA HUGHES

WORKING SMART / Maximize Your Event Budget BY SCOTT BEELMAN

THE NEW LATAM STRATEGY

BY SARAH PAULK

Direct Selling News (ISSN 15546470) is published six times a year in January, March, May, July, September and November by Direct Selling Partners, 5717 Legacy Drive, Suite 250, Plano, TX 75024. Periodicals postage paid at Lake Dallas, TX and additional mailing offices.

POSTMASTER: Send address changes to 5717 Legacy Drive, Suite 250, Plano, TX 75024.

Subscription Rate: Free to direct selling and network marketing executives in the US.

All rights reserved. Material may not be reproduced in whole or in part in any form without written permission. No statement in this publication is to be construed as a recommendation to buy or sell securities or to provide investment advice.

Direct Selling News

5717 Legacy Drive, Suite 250, Plano, Texas 75024 / Phone: 800-279-5249 directsellingnews.com

A Direct Selling Partners Company

FOUNDER AND CEO

Stuart P. Johnson

PUBLISHER

Patricia White

EDITOR

Lisa Robertson editor@directsellingnews.com

NEWS EDITOR

Sarah Paulk pr@directsellingnews.com

CREATIVE DIRECTOR

Susan Douglass

PRODUCTION MANAGER

Virginia Le

PRODUCTION ARTIST

Megan Knoebel Ascencio

WEB MANAGER AND DIGITAL MARKETING

Laura Coppedge

COPY EDITOR

Laura Coppedge

DIRECTOR OF SALES OPERATIONS

Nancy Ratcliff support@directsellingnews.com

CONTRIBUTORS

Jenn Ashby A lex Hoffmann

Scott Beelman B rent Kugler

John T. Fleming D avid Lee

Chelsea Hughes S arah Paulk

Gordon Hester J enny Vetter

TO ADVERTISE: advertising@directsellingnews.com

TO SUBMIT EDITORIAL COMMENT: editor@directsellingnews.com

TO SUBMIT PRESS RELEASES: pr@directsellingnews.com TO SUBSCRIBE/UNSUBSCRIBE: subscribe@directsellingnews.com

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ELEGATING time-intensive business functions to highly skilled suppliers provides the breathing room to focus on unique skill gaps, like training team members on best practices, getting up to speed with new technology or customer service response that many organizations overlook.

For your convenience, we have compiled a list of our display advertisers. When contacting these companies or those in our Supplier Directory (starting on page 126), please let all of our valued advertisers know that you saw them in DSN .

“

Partnering with DSN has helped QuickBox emerge into a vertical of great merchants and vendors alike. They have helped us grow and understand the industry and how we can better support the great companies in it.

—IRENE SCHARMACK / CEO, QuickBox Fulfillment

720-990-5642 / QUICKBOX.COM

Exigo

214-367-9933 / EXIGO.COM

INSIDE FRONT COVER

Fluid

385-336-7404 / FLUID.APP PAGE 8

Association for Entrepreneurship

844-750-5927 / AFEUSA.ORG PAGE 16

Nexio 877-551-5504 / NEX.IO PAGE 27

ADI Meetings & Events

321-423-7229 / ADIMEETINGS.COM PAGE 30

Bloo Kanoo

866-943-2869 / BLOOKANOO.COM PAGE 71

Teqtank 844-605-9624 / TEQTANK.COM PAGE 91

Katapult 407-915-9060 / KATAPULTEVENTS.COM PAGE 32

Flight Commerce

813-277-0625 / FLIGHTCOMMERCE.COM PAGE 17

i-payout

DISCOVER@I-PAYOUT.COM / I-PAYOUT.COM PAGE 23

Thatcher Technology Group

630-696-4545 / THATCHERTECH.COM PAGE 25

E. A. Dion

800-445-1007 / EADION.COM PAGE 33

Nowsite

972-315-3505 / NOW.SITE PAGE 37

Quickbox

720-990-5642 / QUICKBOX.COM PAGE 41

Strategic Choice Partners 504-252-4500 / STRATEGICCHOICEPARTNERS.COM PAGE 114

Direct Selling Association

202-452-8866 / DSA.ORG PAGE 124

Worldpay

GETINFO@FISGLOBAL.COM / WORLDPAY.COM INSIDE BACK COVER

Squire

801-225-6900 / SQUIRE.COM/DS PAGE 61

InfoTrax 801-431-4900 / INFOTRAXSYS.COM BACK COVER

Our mission is to serve, educate and edify the channel with daily breaking global news, emerging trends and powerful stories, made possible through the generosity and support of our Premier Supplier Sponsors.

Thank you for your dedication to the direct selling channel! For information on how to become a DSU Event Sponsor in 2025, email nratcliff@directsellingnews.com.

Lands of Opportunity

WELCOME TO 2025! Last year was marked by uncertainty and confusion, but the dawning of a new year always signifies the chance for a new beginning, and at DSN we are excited to present an issue jam-packed with the ideas and insights you need to start the year off right.

As we go to press, we are preparing for our first ever DSU LATAM conference in Miami. We’ve been encouraging direct selling companies to explore the vast potential found in Latin America and the Hispanic market in the US for quite a while. And, in conjunction with the conference, this issue takes a close look at what’s happening in the market and what you need to know to enter or increase your presence with this growing demographic.

We also asked the experts for their thoughts on what all the power shifts in Washington could mean for US direct selling companies. And our contributors list this month reads like a “who’s who” of the brightest minds in direct selling. Jenn Ashby, John Fleming, Gordon Hester, Alex Hoffmann and Brent Kugler have each graciously contributed articles this month that I know will bring immense value to you and your teams.

VIVRI, 4Life, PM-International and The Super Patch Company are also highlighted. Plus, AI innovations, customer loyalty programs, affiliate insights, private equity concerns and legal risk assessments—this issue has something for everyone. I hope

you enjoy reading it as much as the DSN team enjoyed putting it together.

This year, we have revised our print schedule to six issues a year—but our content won’t decrease at all. We will have a more robust digital presence and continue to put on multiple events where industry executives and thought leaders can network, learn and grow forward together. It’s an exciting time at DSN and for the industry.

We’ve already lined up an amazing group of speakers for Spring DSU and are hard at work determining what companies and individuals we will honor at the Global Celebration. If you haven’t signed up for our spring event happening March 25-27 in Irving, Texas, you can register for free now at dsnevents.com

At DSN, we strive to be your daily resource for global news impacting the direct selling channel. Make sure to sign up for our free resources like the dashboard email which delivers news in a quick 15-minute read. You can also sign up for free text alerts by becoming a member of our VIP Community where you’ll always get the top stories first and fast! From the DSN family to yours, Happy New Year!

All the best,

Patricia White | Publisher | pwhite@directsellingnews.com

The Month in News Affecting

Channel

HEADLINES > 5

n Stemtech and VIÁGO Announce Strategic Merger

n inCruises Unveils Membership 3.0

n iGenius Parent Company Acquires Renu Labs

n Vorwerk Group Acquires The Mix

n Tupperware to Close Orlando Headquarters

Happy Anniversary!

2025 will be a milestone year for many direct selling c ompanies! Congratulations and thank you for so many years of excellence and innovation in the channel—we can’t wait to see what you’ll do next!

RECENT EXPANSIONS

ZINZINO EXPANDS TO CANARY ISLANDS

Zinzino announced expansion into the Canary Islands as a strategic next step for customer growth on an international scale. The company cited the island’s “comprehensive business ecosystem, an attractive tax system and a favorable climate for an active lifestyle” as a good fit for the health and wellness industry, and its location as an important hub for banking, trade and transportation.

“This is a perfect time for Zinzino to enter a dynamic Spanish market that serves as the gateway to Europe, the Americas and Africa,” said Dag Bergheim Pettersen, Zinzino CEO. “Zinzino’s robust and long-term business model with a sustainable, customer-centered approach will be a springboard to success for our Canary Island Partners.”

Zinzino announced an ambitious goal to reach one million customers by 2025 and 20 million by 2035. With this market expansion, the company is now active in more than 100 markets.

CANARY ISLANDS

FARMASI ANNOUNCES EXPANSION INTO FRANCE AND ITALY

At its Farmasinergy 2024 event, Farmasi revealed plans to begin operations in Italy and France. The event was held simultaneously in the company’s two largest markets, Mexico and the US, with more than 10,000 people in attendance.

These new expansions are part of Farmasi’s commitment to increase its global presence and influence.

“For Farmasi, this Farmasinergy has been particularly special as we successfully held two major conventions simultaneously in two of our most important markets,” said Emre Tuna, Farmasi Co-CEO and President. “This accomplishment proves that we are capable of anything and stronger than ever. Our confidence in our vision to become the number one direct sales company in the world is stronger than ever before. We are fully committed to the power and potential of network marketing and direct selling.”

NEW IMAGE INTERNATIONAL EXPANDS TO REPUBLIC OF KOREA

New Image International announced its official operational launch into the Republic of Korea. Patrick Park will serve as Country Manager.

“Korea is the third largest direct selling market in the world and we’re thrilled to be able to establish a presence in Seoul and introduce premium New Zealand-made health and beauty products to our Korean consumers,” said Rod Taylor, New Image Chief Executive Officer. “Korea is one of the hardest markets for new nutraceutical businesses to enter due to its rigorous health regulations. We’re excited to be able to break into this highly competitive Korean market to support the health and wellbeing of more people around the world.”

With this expansion, New Image now operates in 22 countries across four continents.

FRANCE

ITALY

REPUBLIC OF KOREA

DSA Hosts Annual Legal & Regulatory Conference in Washington, D.C.

THE DIRECT SELLING ASSOCIATION

(DSA) hosted its 2024 Legal & Regulatory Conference in Washington, D.C., uniting key industry leaders, policymakers and consumer advocates to address regulatory trends impacting direct selling. The event highlighted topics like data privacy, compliance and compensation structures, featuring speakers from the Department of Labor, FTC and prominent industry representatives.

$137,000 to Support Pediatric Heart Care

“Our annual Legal & Regulatory Conference showcases how DSA’s work heightens the channel’s influence in Washington, D.C. and beyond,” said Joseph N. Mariano, DSA President & Chief Executive Officer. “Direct selling is in one of our most dynamic regulatory periods in history. This meeting could not have come at a better time to convene these officials with company General Counsels, compliance professionals, top law firms and industry partners. We look forward to providing continued opportunities as these challenges are navigated over the coming years.”

PLEXUS WORLDWIDE SUPPORTED critical cardiac care for children by hosting the 7th Annual Pima Center Walk for Phoenix Children’s Center for Heart Care. More than 600 community members walked to raise money for the hospital, contributing a total of more than $137,000.

“We are incredibly grateful to everyone who participated in this year’s walk, whether by joining us in person or contributing donations,” said Alec Clark, Plexus Worldwide President and Co-Founder. “This event is a powerful reminder of what our community can achieve when we come together. The funds raised will help Phoenix Children’s continue providing world-class cardiac care to children.” DSN

FTC Announces “Click-to-Cancel” Rule

The Federal Trade Commission (FTC) is making it easier for consumers to cancel subscriptions. In a final “click-to-cancel” rule, the Commission announced it will prohibit sellers from misrepresenting facts while using negative option marketing and will require sellers to provide important information before obtaining billing details or charging customers. Sellers will also now be required to obtain a consumer’s expressed informed consent to a negative option feature before charging them and provide a simple mechanism for canceling the negative option and ending payment.

The FTC reported receiving thousands of complaints about negative option marketing and recurring subscription practices each year, steadily increasing in recent years. The goal for this rule is to prevent businesses unfairly siphoning financial gain from consumers without their knowledge or trapping them in a costly membership.

This move is part of the FTC’s efforts to modernize its attempts to combat unfair or deceptive practices related to subscriptions, memberships and recurring payment programs in today’s digital economy and is expected to receive bipartisan support. DSN

For the full articles, visit directsellingnews.com/ announcements

EXECUTIVE ANNOUNCEMENTS

STEVEN FASCHING / Nature’s Sunshine

Nature’s Sunshine has appointed Steven Fasching to its board of directors. Fasching brings executive experience with iconic brands and has more than three decades of experience in long-term financial and strategic planning for multi-billion-dollar organizations. With Fasching’s addition, Nature’s Sunshine board now includes nine directors, eight of whom are independent directors.

SETH NIEDERHAUSER / Partner.Co

Partner.Co welcomed Seth Niederhauser to its leadership team as Senior Director of Human Resources (HR). Niederhauser brings more than a decade of experience in HR leadership roles and has a history of driving competitive advantages and stability in high-growth companies. Niederhauser will oversee the company’s global HR team and strategy and will ensure the company adheres to legal compliance while recruiting new talent and fostering a positive work environment for all current employees.

BEATRICE NELSON-BEER / Seldia

Seldia, the European Direct Selling Association, named Beatrice Nelson-Beer the next Chairperson. This is the second term as Seldia Chairperson for Nelson-Beer, who is also the Chief Legal Officer of Lifeplus. Under her leadership, Seldia anticipates strengthening its advocacy efforts, promoting sustainability and ethical practices within the industry and facilitating collaboration among members. DSN

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THE GUIDE 2025

A CURATED RESOURCE TO HELP YOU FIND STRATEGIC BUSINESS PARTNERS SPECIALIZING IN DIRECT SELLING.

THE CHANNEL IS EVOLVING RAPIDLY—companies and executives must stay ahead of emerging trends and technologies to build for the future. But it can be time consuming and hard to find the right suppliers to partner with.

That’s why we’ve developed The DSN Guide. In each issue, The Guide includes curated lists by category of expertise and service. These suppliers currently serve the channel—they understand the unique challenges and opportunities that come with direct selling and can help you implement your intiatives.

ADI Meetings & Events Tempe, AZ

Bartha Columbus, OH

TRAVEL

adimeetings.com

bartha.com

Cornerstone Technologies, LLC American Fork, UT cornerstoneav.com

Custom Travel Solutions Travelers Rest, SC customtravelsolutions.com

Disney Destinations Lake Buena Vista, FL disneymeetingsandevents.com

E.A. Dion, Inc. Attleboro, MO

eadion.com

Global DMC Partners Washington, DC globaldmcpartners.com

iCentiviz Riverton, UT icentiviz.com

IHNPro Midlothian, TX ihnpro.com

Katapult Events Winter Springs, FL katapultevents.com

Milestone Scottsdale, AZ milestonemeetings.com

Morris Meetings & Incentives Salt Lake City, UT morrismeetings.com

Multi Image Group (MIG) Boca Raton, FL mig.cc

Royal Carribbean International Miami, FL royalcaribbeanincentives.com

Switch St. Louis, MO switch.us

sales@adimeetings.com 480-725-9031

info@eadion.com 800-445-1007

info@katapultevents.com 407-915-9060

Now is the Time to Go Global

BY DIANNA CRNKOVICH, ACCOUNT EXECUTIVE AT ADI MEETINGS & EVENTS,

2. A Boom in Travel Infrastructure

The global hospitality industry is rapidly expanding, with new hotel developments emerging in key destinations worldwide. We’re seeing significant growth in all-inclusive resorts and cruises—which continue to be favorable among attendees, providing even more options for delivering exceptional value.

3. Expanded Flight Options

Airlines have responded to increasing demand by adding new routes, providing better connectivity to global destinations. With more direct flights and competitive pricing, travel logistics are becoming more streamlined, reducing barriers for attendees and creating a seamless experience for your field.

INCENTIVE TRIPS AND GLOBAL CONFERENCES HAVE ALWAYS BEEN MORE THAN CELEBRATIONS—they’re strategic opportunities to connect with your field, build trust and inspire by showcasing your company’s vision. These events serve as a touchpoint that reinforce relationships and drive engagement throughout your organization.

For direct selling companies, now is the perfect time to expand event horizons. Favorable market conditions, increasing travel options and a surge in new infrastructure make hosting a global event a strategic investment in your company’s growth and field success.

Why Now is the Right Time

Several factors make this the ideal moment for companies to plan a global conference or incentives:

1. Strong Dollar, Stronger Value

The US dollar’s strength in international markets offers exceptional value for companies planning events abroad. At ADI Meetings & Events, we identify unique destinations with highly favorable exchange rates like Thailand, Japan and South Africa, as well as options in Canada and Europe that continue to be high value. This financial advantage enables companies to create premium experiences in top locations while staying within budget.

The

Power of Taking Your Events Worldwide

Global conferences and incentives go beyond logistics—they create opportunities to recognize success, amplify marketing efforts and drive business growth while building trust and loyalty.

Recognition and Reward: A global stage allows your company to celebrate top performers, launch new products and create training opportunities that inspire performance and boost sales. Meaningful connections between leaders and the field reinforce the appreciation and recognition direct selling thrives on.

Marketing Amplification: Events generate unparalleled marketing opportunities. For example, branded hashtags and curated photo frames create engaging, shareable moments, while a conference store with exclusive merchandise adds a fun, interactive element that extends your event’s impact.

Business Growth and Market Expansion: Global incentives and conferences help strengthen your presence in growing or target markets. Hosting events in these regions signals your commitment, strengthens connections with local leaders, energizes teams and elevates your global brand.

Key Considerations from an Event Planner

When planning a global event, selecting the right destination is critical. At ADI Meetings & Events, we combine these priorities with our expertise to help you create memorable, impactful global events.

n VALUE: Destinations where the dollar provides exceptional purchasing power.

n ACCESSIBILITY: Locations with direct flights and extensive travel options for attendees.

n EXCITEMENT: Destinations that energize and inspire your field with their culture, attractions and unique experiences.

n SAFETY: Ensuring the comfort and security of all participants.

Events—It’s What We Do

At ADI Meetings & Events, we believe in the transformative power of well-executed events. With over 30 years of experience and extensive knowledge in the direct selling industry, we create beautifully tailored incentives, meetings and events that align with your goals and values.

Our team understands the intricacies of this space and collaborates with you to design events that inspire, reward and drive growth within your field. As proud sponsors of major industry events like DSU and Event Planners of the DSLC & DSA Annual Conference, we’re committed to supporting and elevating the direct selling community.

Let us help you take your vision global— because now is the time.

ADI Meetings & Events adimeetings.com sales@adimeetings.com 480-725-9031

DIANNA CRNKOVICH, Account Executive at ADI Meetings & Events, brings a lifelong connection to the direct selling industry. She works closely with ADI s clients, combining her visionary expertise and passion to deliver innovative solutions and flawlessly executed events.

Working Smarter

eXp Realty is empowering agents and employees with AI.

BY DAVID LEE

EXP REALTY IS TRANSFORMING ITS BUSINESS OPERATIONS WITH SEVERAL ARTIFICIAL INTELLIGENCE (AI) PLATFORMS, harnessing the technology to improve efficiency, elevate agent support and empower its staff. It’s integrating AI across multiple areas of the organization for faster decision making, better resource allocation and opportunities for employee growth.

A critical focus for eXp has been shifting decision-making closer to the frontline employees. Patrick O’Neill, the company’s Chief Operating Officer, explained, “We’ve gone through an exercise of delineating all the decisions made within the company, and we’re trying to figure out how we push more authority to the frontline. It’s about empowerment—giving them the ability to be self-formed, self-governed and able to make decisions at the frontline.”

This shift enables employees to make faster, more informed decisions while freeing them to take on higher-value tasks that drive the organization forward.

“What used to take hours or days is now being processed in seconds. The staff can then focus on professional growth and higher-yield activities .

PATRICK

O’NEILL /

Chief Operating Officer, eXp Realty

Streamlining Contract Reviews with Document AI

One of eXp’s standout AI initiatives is document review. The technology ensures the integrity of contracts by identifying missing values, dates or other critical details, routing those needing additional attention to staff while flagging those that meet all criteria for immediate processing.

“Document AI allows us to review contracts 24/7,” O’Neill said. “We’re expecting faster contract reviews, improved turnaround times and consistent quality. What used to take hours or days is now being processed in seconds. The staff can then focus on professional growth and higher-yield activities.”

This initiative is already showing potential to double staff productivity, enabling team members to engage more meaningfully with agents.

“

Agents are getting more from us, and staff are taking on roles that contribute to their professional growth .

PATRICK O’NEILL / Chief Operating Officer, eXp Realty

Managing Inquiries with AI Support

Another area where AI is making an impact is inquiry management. eXp receives more than three million inquiries annually through its ticketing system. “We’ve implemented AI to handle what we call ‘no contact’ inquiries—emails and chats that aren’t directly initiated by agents,” O’Neill added. “AI is routing and managing these without any staff involvement. Now, we’re piloting the next phase where AI resolves agent-initiated inquiries like policy questions or locating forms.”

This phased approach allows AI to handle routine queries, freeing staff to focus on more complex and consultative tasks. O’Neill envisions an even broader future. “Once AI manages all level one activity, staff can shift to higher-value, level two roles, helping agents with deeper needs and driving greater value.”

METRICS SHOW A SERVICE LEVEL AGREEMENT COMPLIANCE FOR ONBOARDING READINESS, FASTER CONTRACT PROCESSING AND RECORD HIGH NET PROMO TER SCORES (NPS ) FROM AGENTS

94%

AI is also being used to pair new agents with mentors, not just based on basic criteria like ZIP code, but considering who the agent is; where they serve; and what they need from a mentor. AI isn’t just enhancing agent support—it’s transforming product development as well. Using tools like Bubble AI, eXp has streamlined the process of creating and refining product designs. “With tools like Bubble AI, we’re moving away from the old high-fidelity mockups that were essentially fancy PowerPoints,” O’Neill explained. “Now, we have designs with actual code behind them. It’s writing code behind the scenes.” The code is production-ready, accelerating the entire product lifecycle.

Pursuing Greater Value

The impact of these AI initiatives is already evident. Metrics show a 94 percent Service Level Agreement compliance for onboarding readiness, faster contract processing and record-high Net Promoter Scores (NPS) from agents. “Our goal is to free up staff to focus on things that drive greater value for agents,” O’Neill shared. “Agents are getting more from us, and staff are taking on roles that contribute to their professional growth.”

As eXp continues to innovate with AI, the focus remains on balancing efficiency with empowerment. It’s about making sure they’re delivering faster, better and more consistent results for the agents, while also creating opportunities for the staff to grow, develop and take on more rewarding challenges. DSN

Connection is Currency

Innovative ways to build customer loyalty.

BY DAVID LEE

IN A DIGITAL LANDSCAPE THAT CONSTANTLY EVOLVES, businesses aiming to forge deeper connections with customers must embrace new trends and approaches. Today’s consumers expect brands to create personalized, meaningful experiences that acknowledge their unique preferences and values.

Customers today expect personalization to be a standard. This is more than addressing users by name in an email. Brands need to show they truly “know” their customers. The Forbes article “The Personalized Customer Experience” emphasizes that personalization means anticipating customer needs based on their behavior, preferences and even lifestyle. Let’s dive into two effective areas companies can make customer connections more genuine.

Real-Time Engagement

Real-time engagement focuses on immediate, meaningful responses, showing customers they’re valued and heard. This often involves:

n SOCIAL MEDIA RESPONSIVENESS

Today, customers expect quick replies on social platforms. By being active, responding promptly to comments, questions or concerns and engaging with followers, brands demonstrate attentiveness. Companies like Wendy’s and Netflix are well-k nown for their real-time, witty social interactions, which have helped create a more humanized brand image.

n LIVE CHAT AND MESSAGING APPS

Implementing live chat on websites or using messaging apps allows for direct, quick communication. Many brands also use chatbot systems for initial interactions, with the option to connect with a real person if needed. This setup ensures customers feel acknowledged immediately, even outside business hours.

UNANNOUNCED “SURPRISE - AND - DELIGHT” REWARDS —LIKE SENDING A GIFT OR EXCLUSIVE OFFER

AFTER A CUSTOMER’S MILESTONE

PURCHASE—ADD AN UNEXPECTED PERSONAL T OUCH.

SU RP RIS

REACHING OUT PROACTIVELY WHEN A KNO WN ISSUE ARISES SHOWS TRANSPARENCY AND CONCERN. IT TURNS A POTENTIAL

SU RP RIS E!

NEGATIVE EXPERIENCE INTO AN OPPORTUNITY FOR TRUST BUILDING .

PUTTING CUSTOMERS ON A PEDESTAL REALLY PAYS

WHEN CUSTOMERS FEEL MORE CONNECTED TO BRANDS, THEY ARE MORE LIKELY TO:

76% Buy over a competitor

68% Recommend brand to a friend

64% Remain loyal to that brand or business

57% Spend more with the brand

(SOURCE: SPROUT SOCIAL)

n EVENT-BASED

NOTIFICATIONS

Engaging in real-time around events—such as a customer’s birthday, anniversary or an event relevant to your brand—allows for meaningful and personalized outreach. For example, sending a customized discount on a birthday helps brands connect with customers in a way that feels timely and authentic.

n PROACTIVE SUPPORT

Reaching out proactively when a known issue arises (e.g., site downtime or delivery delays) shows transparency and concern. It turns a potential negative experience into an opportunity for trust building, as customers appreciate the effort to keep them informed in real time.

Loyalty Programs with a Twist

Modern loyalty programs are moving away from the traditional point system and instead offering unique, personalized rewards that foster a deeper emotional connection. Here’s how companies are innovating in this area:

n EXPERIENTIAL REWARDS

Rather than just offering discounts, brands can reward customers with exclusive experiences. For example, a fitness brand could provide loyal customers with access to an online class with a well-known instructor or invite them to a virtual Q& A session. These experiences create memorable interactions that go beyond transactions.

n TIERED REWARDS WITH PERSONALIZATION

Personalized tiers in loyalty programs can make customers feel recognized. Sephora’s Beauty Insider program, for instance, offers customers different perks depending on their spending level, such as free samples, early access to sales and exclusive products. It’s not just about points—it’s a pathway to tailored, exclusive rewards that make customers feel part of a select group.

n SURPRISE REWARDS

Unannounced “surprise-and-delight” rewards—like sending a gift or exclusive offer after a customer’s milestone purchase—add an unexpected personal touch. Customers feel appreciated without expecting anything, which can increase loyalty and positive word-of-mouth.

n SOCIAL- AND COMMUNITY-BASED REWARDS

Many brands now foster community engagement by rewarding customers for actions like sharing on social media, writing reviews or referring friends. Patagonia, for example, encourages customers to participate in environmental initiatives and rewards them through their brand community, creating a strong shared mission.

n VALUE-BASED REWARDS

Reflecting customers’ values within the rewards system helps deepen the connection. For instance, a brand that donates a portion of loyalty points to a charity the customer cares about allows customers to feel their loyalty supports a greater cause aligned with their values DSN

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THIS ISSUE we are launching a new department, Insights from the Outside. In each issue, Direct Selling News will ask a leading industry consultant, advisor or advocate to share their perspective on the channel’s most pressing issues and opportunities.

What is an Affiliate?

It’s not about the label, it’s about the behaviors!

BY JOHN T. FLEMING

BEHAVIOR IS THE FOCUS SUPPORTED BY SIMPLICITY IN HOW THE BEHAVIOR IS REWARDED.

HAVING BEEN INVOLVED IN A SIGNIFICANT AMOUNT OF RESEARCH over the past three years relative to the phenomenal growth of the gig economy and the changes in marketplace behavior, we have not found one common definition of an Affiliate Program. The Amazon definition is very different from how a direct selling company might embrace the concept.

Recent observations reveal that the label “Affiliate” is critiqued and discussed as if there is a common definition applicable to all who embrace its use. Our caution—and the motivation for this article—is to be careful about critiquing or praising any label that cannot be described with one universal description

For example, we as direct sellers have witnessed the hijacking of the label MLM by adversaries who applied it to all companies who embraced a tiered compensation architecture as if tiered compensation was a new evil. To explain further, the label MLM became identified as the architecture of a pyramid scheme. One can easily say that we have never recovered from the impact of using a label which has many nuanced definitions and applications.

All MLM compensation plans are not the same. Some are intentionally designed to focus on income possibilities while most are designed to focus on rewarding positive behaviors which are duplicated by others, ensuring that brand awareness is enhanced and real consumers are engaged.

The labels you use to grow market share are not as important as the behaviors you attract, encourage and reward. “

The Amazon Blueprint

Amazon might have the most successful Affiliate Program of any type of business. The commission available to Amazon Affiliates is between one percent and 20 percent depending upon the criteria applied to Affiliates. Based upon available literature, we can hypothesize that the average Amazon Affiliate earns between five to ten percent, although we do not have data on the hypothesis. Amazon Affiliates are expected to influence purchasing from the Amazon digital platform through promotion initiated by Affiliates on their personal websites, blogs and social media. Amazon provides their Affiliates with excellent support—perhaps, the finest digital platform, support and service created by a business model in our lifetime. Amazon appears to ensure that the relationship with Affiliates is focused on customer acquisition. Amazon does not appear to pay Affiliates on customer retention and repurchase activity which is an attribute of most direct selling models.

Direct selling companies certainly reward their independent contractors for their customers’ ongoing purchases. During the last round of research we conducted on the gig economy, we did find that Simplicity vs. Complexity is a viable strategy, and therefore, an attribute of gig-providing models. We did not find a viable Affiliate Program of any type to be based upon commissions only. Amazon rewards its Affiliates with what might be considered a modest commission. However, Amazon can boast a very successful Affiliate Program.

Our Opportunity

Direct selling companies have the opportunity to design their programs to be very rewarding and encouraging, supporting a focus on customer acquisition, retention and frequent ordering. The label should not be the focus. Behavior is the focus supported by simplicity in how the behavior is rewarded.

Offering and encouraging the development of 20, 25, 50 or more customers purchasing frequently without time zone or geographic restriction is a very exciting opportunity for many who seek the freedom and flexibility associated with any form of micro entrepreneurship.

A direct seller who adds their personal experience and passion to how they share the products/services and opportunity for someone else to also engage in affiliating with the brand, adds a powerful ingredient to their personal marketing and business building efforts. Using the previous example of 20, 25, 50 customers purchasing frequently at an average order of close to $100 creates an exciting, duplicable opportunity, regardless of the label used

If the label used is “Come Fly with Us” we must simply ensure that the marketplace of potential new participants understands what we are saying. Why should we simply adopt a label created by someone else that has many different definitions?

Excellent Affiliate Programs are supported by companies who offer stellar products, exciting marketing, creative communications and promotions as well as flawless customer service and support. The companies that create such programs are not relying upon each individual participant to create their own marketing and support. The new direct seller is more of an intermediary dependent upon a company to provide them with excellent products, services and support. These new intermediaries are motivated differently.

When we respect the differences by simply realizing that everyone will not engage for the same reason, we simplify our approach to attracting and engaging more market share. In my many years of observation, I have never experienced a marketplace as favorable as the one we now find ourselves in. This marketplace purchases their products and services differently and seeks to better utilize their underutilized assets including time, knowledge, skill, passion and purpose to enhance their incomes.

So remember, the labels you use to grow market share are not as important as the behaviors you attract, encourage and reward! DSN

JOHN T. FLEMING is the author of Ultimate Gig: Flexibility, Freedom & Rewards which provides an in-depth glimpse of the future of work and how the gig economy has fueled the growth and appeal of flexible work opportunities. John is principal of Ideas and Design Group, LLC and in both the DSA Hall of Fame and DSEF Circle of Honor. John is also a recipient of the DSN Bravo Lifetime Achievement Award.

THIS ISSUE we are launching a new department, Legal Briefs. In each issue, Direct Selling News will ask a leading attorney to share their perspective on the channel’s most pressing issues and opportunities.

Grading Your Company’s Risk Scorecard

Are you taking the most proactive measures to stay compliant and avoid legal loopholes?

BY BRENT KUGLER

DIRECT SELLING COMPANIES FACE CONSTANTLY EVOLVING LEGAL AND REGULATORY CHALLENGES. Business practices and methods once viewed as compliant may now invite legal or regulatory risk. Here are some areas where companies may be creating unnecessary and avoidable risk.

Is Your Distributor Agreement Enforceable?

The consultant agreement plays a critical part in protecting a company from legal and regulatory exposure. No company wants to discover during a pending lawsuit that it cannot legally enforce provisions in its consultant agreement. Yet this is a recurring problem for many companies.

MOST ENFORCEABILITY PROBLEMS STEM FROM FLAWS IN THE ELECTRONIC ENROLLMENT PROCESS.

Most enforceability problems stem from flaws in the electronic enrollment process. A company should not process a consultant enrollment without creating a valid electronic record of the new consultant’s agreement to be bound by the terms of all documents comprising the consultant agreement. Even if a company captures the applicant’s assent to the agreement terms (or any amendments), it must still be able to demonstrate that the electronic signature can be attributed to the individual who electronically enrolled.

Sufficient evidence of attribution can include requiring the applicant to provide personal identifying information such as a social security number or address; assigning a unique identifier to a user; or maintaining a single, secure system for tracking user activities that prevents unauthorized access. If not done properly, a judge or arbitrator may find that a company’s consultant agreement is not enforceable because the company cannot prove that the new consultant agreed to the agreement terms. This can lead to a harsh result, such as a company’s inability to enforce an arbitration provision or class action waiver. Another enforceability issue can arise if there are similar or identical provisions of the consultant agreement in different parts of the distributor agreement. For example, a provision in the online

A non-solicitation policy is a less risky alternative to a non - compete provision . “

terms and conditions and a similar provision in a policies and procedures (P&P) document. If a company amends one of these provisions but neglects to amend the other, the two provisions may conflict—nullifying the enforceability of either provision. This very occurrence forced one multi-level marketing (MLM) company to defend a costly class action lawsuit that could have been avoided if not for conflicting provisions in the consultant agreement and P&P.

Are All Material Terms Disclosed During the Enrollment Process?

Legal enforceability is not the only problem that can arise from a flawed online enrollment process. The Federal Trade Commission (FTC) views any failure to “clearly and conspicuously disclose all material terms of the transaction before obtaining the consumer’s billing information” to be a violation of Section 5 of the FTC Act.

Material terms include a full description of auto-renewal and cancellation provisions. If a company utilizes a separate policy and procedures document, it is not sufficient to incorporate it by reference but not provide the complete document for review or to require the consultant to agree to the P&Ps within 30 days of enrollment. Similarly, if a company uses hyperlinks to reference other documents during the enrollment process, the applicant should be required to open the link, review and expressly agree to the terms of all contract documents before the enrollment is processed.

Do Restrictions on Consultant Mobility Create Misclassification Exposure?

At one time or another, MLM companies experience the disruption of a top leader leaving to join another company. The disruption is magnified if the leader solicits other consultants to join the other company.

MLM companies have historically tried to prevent this disruption by including non-compete or non-solicitation restrictions in the consultant agreement. With the evolution of the gig economy and influencer/social media-generated advertising, there is a clear trend that company and brand loyalty are less important to today’s workers. Moreover, the ability to work for more than one company is a key factor in numerous state independent contractor classification tests.

A non-solicitation policy is a less risky alternative to a non-compete provision. It simply prohibits a consultant from recruiting or soliciting other consultants to join another company. Still, companies should proceed with caution in utilizing a non-solicitation provision.

The non-solicitation restriction must be “reasonable.” Reasonableness focuses on two things: the scope and length of the restriction. MLM companies often “compete” with one another regardless of whether they market similar products or services. This fact may not be obvious to a judge or arbitrator not familiar with this industry. For this reason, a non-solicitation provision should define other MLM or network marketing companies as “competitors.” As for the length of the restriction, non-solicitation restrictions that extend past the termination of the agreement are much more scrutinized than non-solicitation restrictions limited to the term of the agreement.

IT IS IMPERATIVE THAT COMPANIES UNDERTAKE REGULAR, PERIODIC REVIEWS OF THEIR COMPENSATION PLAN S TO A VOID GETTING CAUGHT IN THE FTC’S CROSSHAIRS.

Is Your Company’s Compensation Plan in Need of a Makeover?

It’s no secret that the FTC has prioritized scrutiny of MLM compensation plans. It is imperative that companies undertake regular, periodic reviews of their compensation plans to avoid getting caught in the FTC’s crosshairs. Companies must be able to demonstrate that commissions are derived primarily from the retail sale of products to non-participant purchasers. The failure to monitor or collect this data, or the non-existence of such data, is viewed by the FTC as indicative of an illegal pyramid scheme.

Additionally, the words and terms used in a compensation plan matter. One of the first things a regulator looks at is how “volume” is defined in the compensation plan. Volume should be defined to reflect an emphasis on retail sales to non- consultants. Many comp plans define volume as inclusive of both volume from participant personal purchases and volume generated from sales to non-consultant customers. If volume is defined this way, this means that the compensation plan—at least theoretically— allows for rewards to be earned exclusively from participant personal purchases.

Even if this does not accurately reflect how commissions are generated in reality, a loose definition of volume allows a regulator to conclude that a company is an illegal pyramid because rewards attainable in the compensation plan can be achieved based on volume with no retail sales activity. A company can spend years—and millions of dollars—seeking to correct a regulator’s misperception created by imprecise language in the company’s compensation plan. DSN

BRENT KUGLER is a prominent attorney in the direct selling industry with over 23 years of experience. Formerly the General Counsel for a large MLM company, Brent provides comprehensive legal representation to direct sales companies including advice on regulatory issues, distributor policies and procedures, compensation plans, independent contractor classification, governmental affairs and risk management.

THE NEW LATAM STRATEGY

BY SARAH PAULK

LATINO POPULATION IN THE US

64 MILLION INDIVIDUALS

19% OF POPULATION

1 in 4 (26%)

CHILDREN

BY 2030, 1 in 5 workers

WILL BE LA TINO

BY RECENT CENSUS

NUMBERS, the Latino population now encompasses 19 percent of the total US population and 26 percent of all children living in the US. By 2030, this number is expected to increase, representing one in five workers in the US. The Latin American (LATAM) market is a dynamic and growing category of consumers and entrepreneurs who are now one of the strongest growth drivers for companies both domestically and internationally. For direct selling leaders, understanding the wants and needs of this segment of earners and shoppers can translate to a significant chunk of market share and can provide insight into both the impact of the LATAM community’s buying behaviors and the cultural values that draw them to opportunities.

TO RESPECTFULLY ENGAGE WITH THIS DEMOGRAPHIC, it is essential to understand that each country and community has its own unique traditions and habits. There is no one-size-fits-all approach that would effectively reach this vast audience, and it’s important to remember that there are distinctions among the descriptors often used to describe this diverse group of cultures within and outside of the US. The word Hispanic describes Spanish speakers, including those living within the US and Spain, while Latinos is reserved for those living within Latin America, including Brazil, where Portuguese is the official national language.

“We call ourselves Latinos,” said Sol Flint, Nature’s Sunshine General Director of Latin America.

“Colloquially speaking, we would not call ourselves ‘hispanos’ unless we were talking with an English speaker from the US, or if we were living in the US.”

It is critical to appreciate the individuality of each LATAM market, but there is also a connective tissue within these cultures, from food and dance to familial and religious values, that transcends countries and continents.

“Including Latinos living in their respective markets, there is no other community of this size in the world that possesses linguistic cohesion (Spanish and Portuguese) and cultural cohesion

THREE KEY TAKEAWAYS

1 / 662 MILLION PEOPLE LIVE IN LATIN AMERICA AND THE CARIBBEAN

Direct selling companies have massive opportunities to grow throughout the region. The population will only continue to grow in the coming years.

2 / DIRECT SELLING OFFERS TRUE OPPORTUNITY TO LESS PROSPEROUS REGIONS

Relatives send billions of dollars back to Latin America from the US each year. If direct selling can mobilize to offer an authentic opportunity, the positive results could be huge!

3 / PREFERENCES, PRODUCTS AND PRICES VARY

It’s important not to treat this audience as a monolith. What they want, expect and are willing to pay can vary drastically—targeted messaging is key.

across borders,” Flint said. “The total population of Latin America and the Caribbean in 2024 was approximately 662 million people, accounting for about eight percent of the global population. Spanish is the second most spoken language globally, with over 559 million speakers in 2024, including native and non-native speakers.

Portuguese ranks seventh, with approximately 221 million native speakers worldwide.”

“

There is a connective tissue within these cultures that transcends countries and continents .

SOL FLINT / Nature’s Sunshine General Director, Latin America

This is key to remember. What was once considered a language “barrier” has now become the standard, as English is no longer the prevailing language.

“It’s important to understand that the majority of direct selling customers primarily speak Spanish or Portuguese in the Americas, rather than English,” said Stuart Johnson, Direct Selling News Founder and Chief Executive Officer. “And 20 percent of the US salesforce is Hispanic or Latino.”

4Life, who counts Puerto Rico, Dominican Republic, Mexico, Colombia and a number of other Central and South American countries as its key LATAM markets, sees its domestic engagement with the Latino population as one of its most important customer and distributor groups.

“Our Latin market in the United States is significant,” said Daniel Taylor, 4Life Vice President of Business Intelligence and Analytics. “Everything we do, we do with consideration of this segment.”

From Remittances to Independent Wealth

The pay gap between Latino workers living and working in the US versus those working and living in Mexico, for instance, is stark. On average, the manufacturing wage in the US is approximately $20 per hour. In the Northern Border Free Zone of Mexico, that pay drops to approximately $20 per day, and even further depending on region. For this reason, Latinos working in the US send a significant amount of money, called remittances, back to their family members each year.

In 2023, these remittances amounted to $155 billion sent to Latin America, up 9.5 percent from 2022. And in Mexico, remittances accounted for $63.3 billion (a 7.6 percent year-over-year increase), an amount that exceeded foreign direct investment and represented approximately 4.5 percent of the country’s Gross Domestic Product (GDP).

Amid this pattern, Flint believes there is a significant opportunity to empower the Latino workforce living in the US and its communities back home through business opportunities that exceed simply sending money.

“As Latinos, we have the power to drive longterm prosperity by sharing opportunities that go beyond financial aid,” Flint said. “The time is now to leverage our collective strength to create a true ‘Latinforce for good’ that is known for the prosperity we can bring through direct selling. We need to acknowledge that the tools that brought us here from our past will not take us to the future we want. We can take some of our strong core direct selling values of community, integrity, love and discipline, but the tools and the message to the younger generations must evolve.”

Tailoring Product, Price and Messaging

Company leaders finding success within the LATAM markets agree that each region has its own purchasing power and socioeconomic challenges to keep in consideration. This means wielding price sensitivity and recognizing differing values around frugality. Flint points out that Latino customers living in Latin America prioritize value and tangible benefits, while Latinos living within the US tend to be more willing to invest in premium products.

The messaging around these product offerings is equally important. Taylor emphasizes the importance of translation and interpretation, citing that 4Life is careful to remember that the way products and communications interact with sight, sound and taste can carry unique cultural characteristics depending on region.

REMITTANCES FROM US LA TINO AND HISPANIC WORKERS

IN 2023, LATINO WORKERS SENT $155 BILLION T O FAMILY IN LATIN AMERICA , A 9.5% INCREASE FROM 2022 IN MEXICO, THIS AMOUNT WAS $63.3 BILLION, A 7.6% INCREASE FROM 2022 TO 2023

REMITTANCES NOW

SURPASS ALMOST ALL OTHER SOURCES OF MEXICO’S FOREIGN INCOME, INCLUDING TOURISM, OIL EXPORTS & MOST MANUFACTURING EXPORTS

Our business is supported 90% by LATAM. These countries are pivotal to our success.

KENYA VERGARA / OMNILIFE-SEYTÚ, Director of Global Marketing

BUILDING DIGITAL TRUST

90% OF LATINOS

WORKING IN THE US USE

DIGITAL CHANNELS TO OPERATE THEIR BUSINESS

IN 2022, 1/2 OF WORKERS IN MEXICO DID NOT HAVE A BANK ACCOUNT

MEXICO IS THE 2ND FASTEST GROWING

ECOMMERCE MARKET IN THE WORLD

OMNILIFE-SEYTÚ has taken care to address the distinctions between the highly segmented LATAM markets by designing content tailored for different age groups and geography. In particular, OMNILIFE-SEYTÚ’s Nfuerza platform, designed to foster a sense of belonging and community among younger generations, has played a key role for the company in supporting young Hispanic distributors living in the US.

“In the US, we have achieved remarkable success, with sales growing by over six percent and recruitment increasing by 16 percent,” said Kenya Vergara, OMNILIFE-SEYTÚ Director of Global Marketing. “This growth reflects our tailored approach to addressing the diverse and evolving needs of Hispanic communities in the US, which are characterized by a rich blend of generational experiences and cultural influences.”

The US, Vergara says, demands generational and multicultural dynamics, while strategy within Latin America focuses more on community, family values and interpersonal relationships. Within each region are unique communities that require their own customized messaging. In Mexico, for instance, OMNILIFE-SEYTÚ communicates with an emphasis on family and community health, while in Brazil, the highlight is wellness and beauty.

Tailoring product, price, messaging and compliance for each individual market may sound tedious, but it is essential for creating cultural relevance and remaining in alignment with customer expectations. Language preferences, customs and local celebrations can impact the success or failure of product launches. When done well, brands communicate an authenticity that feels homegrown, rather than imported.

“We ensure our efforts resonate with the communities we serve, making our brand feel like an integrated part of their lives,” Vergara said. “Our business is supported 90 percent by LATAM. These countries are pivotal to our success.” DSN

BY ALEX HOFFMANN

EACH COUNTRY WITHIN LATAM boasts its own unique customs and preferences that significantly influence marketing strategies.

LANDS OF OPPORTUNITY

THE AMERICAS IS THE REGION WITH THE HIGHEST PERCENTAGE OF COUNTRIES (73%) WITH HIGHER PENETRATION (I.E., DIRECT SALES AS A PERCENTAGE OF GDP), FOLLOWED BY ASIA PACIFIC AND EUROPE. DEVELOPING ECONOMIES HAVE A HIGHER PERCENTAGE (53%) COMPARED TO ADVANCED ECONOMIES (15%). THE 21 C OUNTRIES WITH $1 BILLION OR MORE IN ANNUAL DIRECT SALES HAVE A HIGHER PERCENTAGE (62%) THAN OTHER MARKETS (19%).

SOURCE: WFDSA 2023 ANNUAL REPORT

AS NETWORK MARKETING

COMPANIES ASPIRE TO BROADEN THEIR REACH into the vibrant and diverse markets found in LATAM and the US Hispanic demographic, several pivotal factors must be considered to maximize the chances of success. In this article, we will explore the most critical priorities, while also providing insights into the considerable growth potential and current landscape of direct selling within these regions.

Three Key Considerations for Market Entry

n UNDERSTANDING CULTURAL NUANCES AND CONSUMER PREFERENCES

It is essential for businesses to delve deeply into the rich tapestry of local cultures, values and consumer behavior. Each country within LATAM boasts its own unique customs and preferences that significantly influence marketing strategies.

Tailor messaging and branding efforts to resonate with local audiences and factor in the linguistic variations and cultural contexts that shape consumer perceptions and purchasing decisions.

n IDENTIFYING EFFECTIVE DISTRIBUTION CHANNELS

The distribution landscape can differ markedly from one country to another. While direct selling stands out as a popular business model, it is imperative to identify and collaborate with local distributors who possess an acute understanding of market dynamics and consumer inclinations.

Establishing strong, mutually beneficial relationships with these distributors can greatly enhance the likelihood of successful market penetration and brand acceptance. Retailing models have been popular in most LATAM markets and remain one of the most successful strategies utilized by some of the largest and oldest companies in the channel.

n NAVIGATING REGULATORY COMPLIANCE

Understanding and adhering to the regulatory environment is vital for successful market entry. Each country enforces its own set of laws governing direct

THREE KEY TAKEAWAYS

1 / DO YOUR RESEARCH

Cultural differences, consumer preferences and regulatory environments are just three of the top things to determine before entering a LATAM market.

2 / GROWTH CATEGORIES FOR THE MARKET OFFER GOLDEN OPPORTUNITIES

While many categories can be lucrative for this demographic, health and wellness, beauty and eco-friendly products are particularly important.

3 / MANY OF THE SAME DRIVERS IN THE US ARE ALSO ESSENTIAL IN LATAM

The right types of incentives, inspiring in-person events and a strong social media presence are all vital elements to success.

selling practices, which may include consumer protection regulations, taxation policies and business licensing requirements. Companies must engage in comprehensive research to ensure compliance with these regulations, thereby avoiding potentially costly legal entanglements and operational disruptions. Unfortunately, these regulations fluctuate with government changes. Mexico is one of the friendliest countries for import permits even though bureaucracy persists in the regulatory environment.

Growth Categories in LATAM and the US Hispanic Market

At present, the market is experiencing significant growth across several key categories.

n HEALTH AND WELLNESS

PRODUCTS

With a growing emphasis on personal health, nutrition and physical fitness, products within this category are seeing robust demand. Consumers are increasingly seeking solutions that enhance their overall well-being and promote healthier lifestyles.

BEAUTY AND PERSONAL CARE

The beauty segment, which encompasses cosmetics, skincare and personal grooming products, is thriving. This trend is driven by heightened consumer awareness and an increasing willingness to invest in self-care routines that enhance personal appearance and confidence.

CONSUMERS ARE INCREASINGLY seeking solutions that enhance their overall well-being and promote healthier lifestyles.

n SUSTAINABLE AND ECO-FRIENDLY PRODUCTS

As awareness regarding environmental issues continues to rise, the demand for sustainable and eco-friendly products is also gaining momentum. This shift presents a golden opportunity for innovative companies that prioritize environmentally responsible practices and product offerings.

In the context of LATAM and the US Hispanic population, the market is characterized by a harmonious blend of both products and services. While there is a strong emphasis on tangible goods—especially within the health and beauty sectors—services such as cell phone carriers, financial planning, personal coaching and wellness programs are also gaining significant traction and popularity among consumers seeking holistic solutions.

Common Pitfalls for New Market Entrants

When launching in new markets, companies often encounter several common pitfalls, which include:

n MISUNDERSTANDING THE REGULATORY

ENVIRONMENT

The regulatory framework across Latin America can be quite intricate, with varying laws and requirements from one country to another. In the United States, regulations are generally more standardized, but adherence to both federal and state laws remain essential. To ensure continued compliance and avoid legal complications, companies must remain vigilant and informed about any changes in regulations that may impact their operations and strategies.

n UNDERESTIMATING LOCAL COMPETITORS

New entrants may mistakenly overlook the presence of established local brands and their captured market share, which can lead to unanticipated challenges when attempting to gain traction. I recommend traveling to new markets and experiencing different brands both within the network marketing channel and outside of it. Experiencing the differences always gives a better sense of market adaptation, cultural sensitivity and customer need.

n NEGLECTING LOCAL TALENT

Failing to recognize the intrinsic value of local distributors and corporate talent can severely impede a company’s ability to effectively engage with consumers and build brand loyalty. Early networking with local distributors and corporate employees is key to future success and sustainable growth.

n IGNORING CULTURAL SENSITIVITIES

Overlooking cultural differences can result in marketing messages that alienate potential customers rather than resonate with them, ultimately hindering sales and brand acceptance. This is the most common mistake I have seen over the years. Even though other countries and cultures like American products and tendencies, you can’t assume your brand will be immediately successful without cultural adaptations.

The Current State of the Channel

Direct selling continues to flourish in both Latin America and the US Hispanic market. This business model is particularly appealing due to its relatively low startup costs and the flexibility it provides to distributors. The industry has demonstrated remarkable resilience, with many companies adapting to the digital transformation and ecommerce trends that have fundamentally reshaped consumer interactions and buying behaviors.

The future of the channel is moving towards a hybrid model of affiliates and business builders. Several companies have been successful in implementing models where they can support a large base of customers using all the advantages of ecommerce and digital platforms while at the same time providing a compensation plan that is enticing to business builders.

Incentives and Events

Distributors operating within these markets typically favor incentives that align with their cultural values and expectations. While financial rewards such as commissions and bonuses are undeniably essential, recognition and community engagement also play significant roles in motivating distributors. Companies that foster a sense of belonging and provide ongoing support and training to their distributors tend to see enhanced performance, retention and loyalty. In-person events remain an indispensable component for cultivating relationships and community among distributors. These gatherings offer invaluable opportunities for training, motivation and networking, which are essential for creating a thriving and supportive direct selling environment. Such events also allow companies to reinforce their brand message and values in a personal and impactful manner.

Influencers, Affiliates and Social Media

Influencers and affiliate marketing are becoming increasingly prominent within the network marketing channel. Their ability to connect authentically with consumers can significantly amplify a brand’s visibility and credibility. Collaborating with local influencers allows companies to navigate cultural nuances effectively and reach broader audiences, thereby enhancing their marketing efforts and extending their reach.

The future of the industry is looking more like a hybrid that includes a big portion of an affiliate program and a strong portion of a balanced compensation plan that rewards building and coaching distributors.

5 Key Benefits of LATAM Expansion

1 / GROWING MIDDLE CLASS

This demographic shift leads to increased disposable income and consumer spending. In the past decade the middle class in Latin America grew 50 percent and now represents 30 percent of the population, according to the WorldBank.

The current spike in middle class numbers is a direct result of the record economic expansion and job creation over the past few years.

2 / RISING INTERNET ACCESS

Enhanced online engagement presents new opportunities for digital marketing and sales. As of early 2023, the internet penetration rate in LATAM was approximately 75 percent, with some countries like Chile and Uruguay reaching over 90 percent.

The number of internet users in LATAM has been steadily increasing, with reports indicating that there were over 400 million internet users in the region as of 2022. A substantial portion of internet access is mobile. In many countries, mobile internet accounts for more than 60 percent of total internet usage, driven by the widespread adoption of smartphones. The rise in internet access has spurred ecommerce growth in LATAM, with online sales expected to exceed $100 billion by 2025.

3 / CULTURAL EMPHASIS ON RELATIONSHIPS

Personal connections are crucial in network marketing, making it easier to build trust and brand loyalty. In Latin America, personal connections are at the heart of business interactions. The cultural fabric values trust and interpersonal relationships, which plays a vital role in network marketing.

Consumers are more likely to engage with brands recommended by friends or family, making it essential for marketers to cultivate strong networks. Building rapport and nurturing relationships can lead to increased brand loyalty, repeat business and a robust customer base.

4 / LESS SATURATION

Many markets in Latin America are still in the early stages of embracing network marketing, resulting in less saturation compared to more developed regions. With fewer established companies competing for consumer attention, new entrants could carve out their niche.

This less crowded landscape allows for greater visibility and the ability to establish a brand presence without the overwhelming competition found in more saturated markets. As a result, network marketers can more easily connect with potential customers, create innovative marketing strategies and achieve sustainable growth.

5 / YOUNG POPULATION

Latin America boasts a vibrant, youthful demographic that is more receptive to innovative business models and entrepreneurial ventures. This younger generation is increasingly tech-savvy, comfortable with digital platforms and eager to explore new opportunities. Their openness to change and willingness to embrace unconventional business practices make them ideal candidates for network marketing.

Dynamics, Demographics and Future Projections

The market is currently on an upward trajectory, with an increasing number of consumers participating in direct selling initiatives. The growth rate varies by category, but the potential for expansion remains remarkably robust overall.

For companies aiming to establish a robust foothold in these markets, maintaining an active presence on platforms such as Facebook, Instagram and WhatsApp is vital. These platforms are widely utilized for both personal connections and business interactions, serving as effective channels for marketing, community engagement and customer service.

A strong social media strategy can facilitate direct communication with consumers and foster brand loyalty. While these platforms are not a substitute for personal contact or interaction with the consumer, they can be an accelerator of what leaders already do daily to promote the growth of their business.

The key demographics for distributors tend to skew towards women aged 25 to 45, who are often motivated by opportunities for flexible income and personal development. As the market continues to evolve, we can anticipate greater diversity among distributors, including younger individuals and a broader representation of various cultural backgrounds and experiences.

Looking ahead, the channel is expected to experience significant growth over the next five to ten years, with an increasing emphasis on digital transformation and sustainability. Companies that strategically adapt to these emerging trends while maintaining a strong local presence will likely thrive in the dynamic and competitive landscape of Latin America and the US Hispanic market.

By aligning their strategies with market demands and fostering meaningful relationships with consumers and distributors alike, businesses can carve out a successful and sustainable path in this promising arena.

MAINTAINING AN ACTIVE PRESENCE on platforms such as Facebook, Instagram and WhatsApp is vital.

Welcome to LATAM

LATAM is one of the fastest growing regions for direct selling, and the US Hispanic market will continue to grow and play a big role in the development of LATAM.

Understanding cultural differences is crucial for businesses aiming to thrive in diverse markets. By recognizing how values, beliefs, social norms, communication styles, shopping habits and attitudes impact consumer buying behavior, companies can tailor their marketing strategies to resonate more effectively with local audiences.

This cultural awareness not only enhances brand acceptance but also cultivates deeper connections with consumers, ultimately driving long-term success in an increasingly globalized marketplace. By embracing cultural nuances and adapting their approaches accordingly, businesses can navigate the complexities of consumer behavior and foster a loyal customer base across varied regions. DSN

ALEX HOFFMANN has more than three decades of experience in the direct selling industry leading both corporate and distributor teams within the channel with expertise in building profitable markets across North America, LATAM and Europe.

A NEW ERA BEGINS

What obstacles and opportunities await the channel during the second Trump administration?

BY DSN EDITORIAL STAFF

THE SEEMINGLY ENDLESS election cycle has finally come to an end.

The tone of the campaign made many of us weary and might have led to some unfortunate and awkward moments around our holiday dinner tables! But now it’s time to determine the best path forward, embracing the new opportunities that change inevitably ushers in. Everyone has opinions—and when it comes to politics, especially this year, those opinions have often been conflicting, confusing and quite often contentious.

NEW LEADERSHIP at the DOL and FTC could usher in more leniency as well as reduce costs associated with compliance and legal issues.

WHILE MUCH REMAINS UNCERTAIN, the federal government is undergoing sweeping changes that will have far-reaching impact on everyone. The White House, Senate and House of Representatives will be under Republican control for at least two years when the next mid-term election will have the makeup of the House and Senate back up for grabs.

What will Republican control mean for the channel? Direct Selling News (DSN) reached out to thought leaders, industry attorneys, consultants and experts to get their perspective on what may—or may not—happen next during a second Trump administration.

Tariffs

One of the most buzzworthy topics surrounding the new administration is tariffs. Whether tariffs are good or bad for direct selling is a bit of a mixed bag—while short-term pain might exist, there could be long-term rewards.

There can be no discussion of tariffs without mentioning the geopolitical friction it could cause between the US and China. The specter of new tariffs on imports and the reshoring of manufacturing to the US will likely be one of the first focuses of the new administration. Tariffs are a political hot potato and could be used ultimately as a bargaining chip, but considerable bipartisan support for tariffs does exist (particularly on China). Of course, sweeping tariffs are inflationary and will almost certainly face multiple legal challenges both at home and abroad. Plus, higher prices inevitably lead to consumer dissatisfaction and pushback.

HIGHER TARIFFS on imports could disrupt established supply chains.

Many direct selling companies manufacture in the US but source raw materials, packaging and printing from China. Higher tariffs on imports could disrupt these established supply chains.

The lack of clarity on what will happen with tariffs makes it difficult to ascertain the best path forward. Companies should consider consolidating domestic operations to reduce their reliance on imported goods. Another strategy would be to explore sourcing from countries with lower tariffs than those proposed on China.

Clay Brewer, Partner at Thompson Burton, a law firm specializing in direct selling, worries that direct selling could become collateral damage and recommends being proactive now to avoid repercussions later. “Direct sales could be caught in the middle due to simply not being top of mind. In the second Trump administration, the Direct Selling Association (DSA) should highly increase its lobbying efforts to promote the industry to those willing to listen and who share the industry’s sentiment on an overly invasive regulatory enforcement.”

Regulation

Conventional wisdom holds that there will be less regulation under Republican administrations, but the reality is more nuanced. Deregulation in general eases compliance costs and bureaucratic red tape. New leadership at regulatory agencies such as the Department of Labor (DOL) and Federal Trade Commission (FTC) could usher in more leniency as well as reduce costs associated with compliance and legal issues.

“The regulatory environment is going to be much more favorable for the industry under the new administration. A potentially significant reduction in regulations should lower the cost of doing business,” Michael Lunceford, Principal at Lunceford/WEBB Government Relations explained.

In his estimation, direct selling won’t be a major focus of the administration, but opportunities created by this election are important to leverage. Direct selling can and should be seen as a champion of aspiring entrepreneurs or small businesses. “We recommend that the industry position itself as the representative of the smallest-of-the-small entrepreneurs—those who want to earn a little extra money to buy school supplies or holiday presents.”

THREE KEY TAKEAWAYS

1 / TARIFFS ARE A MIXED BAG

Tariffs have some bipartisan support and will likely cause supply chain issues in the short term, but long-term opportunities exist.

2 / NEW LEADERSHIP AT THE FTC

What a new FTC chair will bring in terms of enforcement is uncertain, but conventional wisdom holds that regulatory initiatives will decrease.

3 / ADVOCACY AND ACTIVISM ARE KEY

It’s imperative for direct selling executives to organize and mobilize to leverage this rare period of Republican control of both the executive and legislative branches.

FTC

Changes in leadership will undoubtedly occur at the FTC. Policies under the Biden administration have been less than favorable to direct selling, but the experts agree that there is no reason to immediately celebrate. They expect that initially the status quo will be maintained or that small changes will take place.

The agency is independent and has a history of bipartisan agreement on matters of enforcement. Additionally, it’s important to remember that adverse positions to direct selling have been made in both Democratic and Republican administrations. The new leadership will likely support enforcement but balk at some of the far-reaching initiatives the industry has seen under the Biden administration.

As Lunceford explained, “The agency demonstrated animosity towards direct selling even during the first Trump administration. The chair will change, but the bureaucracy will most likely continue. Many of those who have shared their dislike for the industry are staff who will remain at the agency.”

Bottom line? Entrenched bureaucracy exists, but there are positive signs on the horizon. Hopefully there will be more openness towards direct selling’s history of self-regulation than in the past.

Independent Contractor Status

Distributors have been formally recognized as independent contractors for almost 35 years under federal law and also recognized as such in all 50 states. More than 90 percent of direct sellers choose to work part time on their own schedules with no presumption of actual employment by direct selling companies.

Under the Biden administration, attempts were made to create that presumption of employment. Most of this was driven by the administration’s ties to organized labor and was meant to address worker misclassification in other industries. It is imperative for direct selling’s survival for distributors to maintain their independent contractor status.

The election takes a lot of the wind out of the sails of this movement, but that doesn’t mean it’s a dead issue. While the executive and legislative branches are under Republican control, lobbying efforts should be made to pass laws preserving this status. Complacency is the worst outcome.

According to leading direct selling attorney Brent Kugler, Partner at Scheef & Stone, the new administration should be open to this type of outreach. “I expect the new administration to be receptive to feedback and criticism from the business community and pursue initiatives that are more pro-business and beneficial to companies that market products and services through independent contractors.”

Non-Compete Agreements

The FTC’s effort to ban non-compete agreements under the Biden administration was troubling to the industry. An August 2024 ruling by a US District Court judge in Texas effectively blocked the final rule that would implement the Commission’s non-compete ban.

Judge Ada Brown stated that the FTC had exceeded its statutory authority, and that “the Commission’s lack of evidence as to why they chose to impose such a sweeping prohibition…instead of targeting specific, harmful non-competes, renders the Rule arbitrary and capricious.”

WHILE NO ONE CAN PREDICT THE FUTURE, it’s clear that the changes on the horizon could be beneficial to the channel and present the growth opportunities direct selling needs.

In its original Rule approved in April 2024, the FTC described non-competes as an “exploitative practice” that prevent workers from starting new businesses or switching jobs, effectively forcing them to stay with their current employer. It leaned heavily on language from the FTC Act, specifically citing “unfair method of competition” as the basis for the violation.

The final ruling from Judge Brown does not prevent the FTC from prohibiting non-competes or delivering enforcement actions, but stressed it must do so on an individual, case-by-case basis. The FTC’s proposed non-compete is currently pending on appeal.

“While this was a big deal for the industry, and I believe the rule was issued outside the bounds of FTC power, the truth of the matter is that it will not impact the direct sales industry much,” shared Brewer. “Non-solicitation holds the power as opposed to non-competes. I think non-competes are slowly moving out of favor from a business perspective.”

Taking Action

While no one can predict the future, it’s clear that the changes on the horizon could be beneficial to the channel and present the growth opportunities direct selling needs. So, what should you as a leader of a direct selling company be doing right now?

According to Lunceford, the answer is obvious— getting involved.

“Companies need to have continual, active engagement and maintain relationships with elected officials on the Hill—regardless of who is in the administration. One means of doing so for

companies in states that have a concentration of direct-selling companies is to replicate the Utah Direct Selling Coalition. Texas and Florida are ideal locations for opportunities like this to form and organize into networking groups. Such coalitions are complementary and supportive of the government relations activities of the DSA.”

The timing couldn’t be better. “We recommend developing and maintaining relationships—on both sides of the aisle—well in advance of needing to activate them,” explained Lunceford. “It’s a long game. We recommend companies prioritize continual engagement.”

The good news is that the election results were clear, and there will be a peaceful transfer of power, preserving our democracy and traditions. Hopefully legislatures on both sides of the aisle can now bring about a new period of prosperity. As industry legend John Fleming so eloquently shared, “Now that we know the results of the election, it is time to unleash all of the optimism and energy and go to work on what matters most.” DSN

YOUR BOUNCE-BACK BLUEPRINT FOR GETTING OUT OF DECLINE

BY GORDON HESTER

THE FIELD is your most important driver of sales. Losing their trust creates grave consequences.

MANAGING CHANGE is always a vital task for any business that seeks to be competitive in the marketplace. Each year we are reminded that managing change is critical to success. Business leaders must understand that growth and profitability are the only path to stability. In this article, I will address two key questions.

n What has created a climate of decline for many direct selling companies?

n How can these companies get back to growth and profitability?

How Did We Get Here?

There are eight fundamental principles that are critical for any direct selling company to embrace.

1 / We are in a momentum-driven business—the loss of momentum can cause severe consequences over time. It would be challenging for any company to recover from a multi-year decline in revenue. As entrepreneur and venture capitalist Reid Hoffman said, “It is like jumping off a cliff and trying to build an airplane before you hit the ground.”

Unfortunately, many will hit the ground.

THREE KEY TAKEAWAYS

1 / MANY DIRECT SELLING COMPANIES HAVE LOST MOMENTUM

Multiple factors both inside and outside of the industry’s control have ushered in a period of constant change and uncertainty.

2 / OUTSIDERS TO THE INDUSTRY HAVE BROUGHT ABOUT CHANGE

Investors and executives from outside the industry have a steep learning curve and limited understanding of what makes direct selling successful.

3 / SIX STEPS CAN BE TAKEN TO RESTORE MOMENTUM

While they aren’t simple, they are straightforward. Most require a back-to-basics approach.

2 / Sales occur when customers buy products or services from a company. Failure to build a growing base of loyal customers will severely diminish the ability to have consistent momentum.

3 / The field is your most important driver of sales. Losing their trust creates grave consequences.

4 / The culture and community of a direct selling company must be managed in a way that drives distributor engagement. Culture is the foundation of a competitive direct selling company.

5 / We are in the relationship business. While hope is an important component to success, hope is created and maintained by experiences. In short, we are in the business of creating great experiences for those in our culture.

6 / We are in a “people-centric” business. Managing a business from a transactional vs. experiential mindset will not work effectively to drive or maintain momentum.

7 / Without financial stability, you cannot invest back into your business. This will eventually lead to an inability to remain competitive in the marketplace.

8 / To remain competitive, you must have a DNA of innovation, and you must be capable of adapting to a changing marketplace.

The graph on the following page will provide perspective on the road map to decline and the long-term consequences. I’ve been in direct selling for 35 years, and I’ve come to believe it is not external factors that control our future. Rather, it is the decisions of management that determine the success or failure of any direct selling company.

DISSECTING THE MOVEMENT AWAY FROM NETWORK MARKETING

Attempted path to profitability

INTERNAL

n Omnichannel

n Prioritization of operations vs. sales

n Management by leaders who do not understand our business

n Older or unproductive leadership

n Inability to engage distributors

n Failure to create new leadership

n Poor branding

n Relevancy of product line

n Technology challenges

EXTERNAL

n Reputation

n Regulatory climate

n More options available (product and opportunity)

n Recruiting from other leaders and companies

n Awareness about companies moving away from network marketing

n Outside investments ($$$) difficult to achieve

Losing Profitability

Staff Reduction

Inability to Invest into Growth

Field Support (i.e. events)

1. Move money to customer gatherers

2. Reduce overall payment Target is 35%

Restructure Comp Plan (Company needs money to survive)

Seek Investment $$ or Debt

What Factors Are at Play?

The term omnichannel is not unique to business. It is a common diversification strategy. From a branding perspective, omnichannel can have major value. However, if you compete with your distributors, you will lose their trust. Over time, your field will disengage which will likely lead to a decline in revenue and a loss of profitability. Once that occurs, the probability of a company moving away from the traditional direct selling model will increase. This is especially true for legacy companies.

Rightsizing DOES NOT STOP sales decline or create profitabliity

n AFFILIATE

n OMNICHANNEL

n GET ACQUIRED

n SHUTDOWN

We have seen a growing trend of operations managing sales. Operations play a key role in any company, but the main priority must be to support the growth in revenue—not run the company from an operational vs. sales perspective.

Over the last few years, we have seen a historical amount of change with ownership and senior leadership unlike anything we have seen in the history of direct selling. Leaders who understand our business model are being replaced by traditional management that have no relevant direct selling experience.

THE CHALLENGE isn’t that the model is in trouble. The challenge is in managing the business in a manner that allows the model to work effectively.

A big driver of this change is an influx of private equity investment in the channel. It’s important to understand that these companies answer to shareholders. They are driven by a return on investment and an exit strategy—not the longevity of a direct selling company.

Another growing trend is taking field leadership out of direct selling companies. This has been fueled by companies moving away from a multi-layered compensation model and embracing an affiliate or full ecommerce model.

Many traditional leaders don’t recognize the importance of field leadership in successful direct selling companies. They view leadership as an unnecessary cost that hinders profitability. This is a perfect example of a “transactional mindset.” The goal should not be to get rid of leadership, but to engage leadership toward productivity and sales growth.

Other issues such as branding, technology and having a competitive product line are created by failing to keep the business relevant and competitive. We have never had more competition for both customers and distributors than we do today. Change is happening every day. Failing to adapt will lead to stagnation. Over time, it will likely lead to the downfall of the company.

How Do We Get Back on Track?

I find that while many companies understand what is driving a decline in sales and loss of profitability, they are struggling to steer the ship in a better direction. I believe there are six key steps that will allow a company to change course.

1 / Use the eight fundamental principles discussed earlier as a lens to ANALYZE YOUR BUSINESS

2 / INVEST YOUR TIME and resources on those who are committed to the future of the business.

3 / Make your major priority to INCREASE REVENUE. This creates a performance-based business vs. a political culture defined by entitlement, drama and division.

4 / Avoid holding on to the past. Change requires any company to EMBRACE NEW IDEAS and search for ways to stay competitive in the marketplace.

5 / If the ultimate decision maker for your company does not understand the direct selling business model, DEVELOP AN EXPERIENCED TEAM that does understand how to thrive and grow in this model.

6 / REDUCE DEBT because it will cripple a company that is in decline. Debt magnifies the consequences of a declining revenue and a loss of profitability.

My belief in direct selling has never been stronger. The channel is alive and well. The challenge isn’t that the model is in trouble. The challenge is in managing the business in a manner that allows the model to work effectively. The blueprint exists, and the path forward is clear. Let’s work together to lead from the front and restore momentum, opportunity and prosperity to our businesses and our field. DSN

HESTER is a direct selling veteran, lecturer, consultant and author with over three decades of experience in direct selling with an emphasis on strategic development, analysis and sales. Gordon is currently the Chief Sales Officer of the Americas for PM-International.

GORDON

AMSTERDAM HILTON AIRPORT

NETHERLANDS

Join Europe’s top direct selling leaders to explore insights, strengthen connections and discover growth opportunities. Don’t miss this chance to elevate your business and shape the future of direct selling in Europe!

STUART JOHNSON

IMELDA VITAL

BOB PARKER

SUSAN SCHOFIELD OBE Director General for the Direct Selling Association

GEOFF MULHAM

FRÉDÉRIC BILON DSA France Executive Director

JOHN ADDISON Addison Leadership Group CEO

HEATHER CHASTAIN Bridgehead Collective Founder & CEO

THE FOUR “C”S OF BUILDING CULTURE

A STEP-BY-STEP GUIDE TO CREATE A V IBRANT COMMUNITY FOR YOUR BRAND.

IN OUR INDUSTRY, WE HAVE A FIELD INHERENTLY BUILT INTO OUR BUSINESS MODEL. But the real question is: Have we invested the time and intention to create a true community and strong culture? You may wonder if it’s even important or your responsibility. The answer is YES, and NOW is the time to double down and really take a stand for the element that makes our industry shine—community.

BY JENN ASHBY

A TRUE COMMUNITY ISN’T JUST A GROUP OF PEOPLE.

It’s a deeper connection. That’s what creates culture—where people can unite around shared ideas, behaviors, beliefs, goals and vision. And when they deeply align with a culture, they can’t help but share it with others.

A Spirit of Collaboration

Some companies choose to leave culture creation entirely to the field because they lack the internal resources or attention it deserves. The result is a culture created by default. This hands-off approach creates a missed opportunity to not only build a strong culture but to make your field feel loved, valued and important in the process.

On the other hand, if a company tries to create culture alone, it risks alienating the field, leading to disengagement and exclusion. The essence of a community is belonging, and to exclude your community from taking a big role leaves them feeling isolated and undervalued.

Creating culture isn’t about competing, it’s about complimenting, collaborating and building something better than corporate or the field can do alone. The best culture emerges from co-creation between the company and its community. Done right, it’s one of the most powerful tools a brand can possess. It’s not just nice to have, it’s essential—and more important than ever.

In today’s competitive landscape, word-of-mouth and referral marketing are highly valued across industries. Brands work hard to build communities that foster loyalty and belonging. It should be no different for direct selling.

Our industry has a built-in field, but we can’t take this for granted. Creating and sustaining community and culture requires effort and intentionality. So how do you create a strong community and thriving culture?

There are four key phases.

PHASE 1 / Clarity

PHASE 2 / Creation

PHASE 3 / Communication

PHASE 4 / Consistency

CREATING CULTURE isn’t about competing, it’s about complimenting, collaborating and building something better than corporate or the field can do alone.

1 / Clarity

This is about knowing who you are; who your community is; and what you collectively stand for. It’s about finding that sweet spot where the company and community intersect to form a culture and naming it by creating what I call a Brand Blueprint.

Chances are you already have a Brand Guide that includes your market position, purpose, mission, vision, core principles and voice as well as logo guidelines and color palettes.

Your Brand Blueprint takes this a step further and includes:

n Community Identity: Their values, attitudes, interests, lifestyle, personality, etc. This doesn’t need to be who the community is, but it should reflect what it aspires to be.

n Community Promise: An aspirational statement that affirms the community identity.

n Community Responsibility: A clearly defined statement of the field’s wants and needs.

n Community Exchange: How the company rewards the community for its contribution.

n Community Value: How the company views the community and what they value most about it.

n Community Collaboration: A policy for how the company seeks to work with the community and what the community can expect.

A Brand Blueprint can foster a deeper connection to your company, empowering your community to feel engaged in co-creating the culture and taking responsibility for it.

Get creative. Go deep. Splurge on this phase and remember, your company is more than what it sells.

THREE KEY TAKEAWAYS

1 / YOU CAN’T CREATE CULTURE IN A VACUUM

A strong culture requires the collaborative involvement and interest of both the corporate team and the field.

2 / ALIGN YOUR MESSAGING

A consistent look and voice, clearly communicated across all touchpoints, allows you to establish and reinforce your culture with your field and customers.

3 / SURPRISE AND DELIGHT

Make a concerted effort to do more, do better and do it every time. Unexpected and thoughtful touches make your culture resonate with the field.

2 / Creation

This phase focuses on creating spaces for connection. Review your current tools (e.g., Facebook groups, back-office platforms) and confirm they align with the culture you want to foster. Next, review the communication channels you are currently using and identify opportunities for new channels, elevating the quantity and quality of your communication.

Make these spaces and channels about more than corporate updates; they should reflect the community’s shared identity and values and work intentionally at validating the culture you seek to create.

Now of course, leaders will create their own communities and forums for their team. You want this! Just keep in mind that there also needs to be a stable place that everyone companywide can plug into to connect with the culture of your brand. This is vital in creating and affirming the culture, as well as shining the light on contributors to the community.

3 / Communication

Now it’s time to make the culture known and loved. To bring it to life. And the most important tool to do that is communication. During this phase, identify the initiatives needed to support your goals, execute projects and measure the results. Aligning this back to your Brand Blueprint is what makes the magic happen. This is where you get to stand out and truly create the unexpected.

Start by aligning all messaging—social media, marketing materials, events, even packaging—with your Brand Blueprint. Create unique, memorable experiences that reflect your culture and resonate with your community.

THERE NEEDS TO BE a stable place that everyone companywide can plug into to connect with the culture of your brand.

Do what you say you are going to do. Be who you say you are. If you don’t do this well, you will confuse your community, and they will lose trust. This seems obvious but is often overlooked.

Whether it’s a messy design or mixed messaging in your communication, it creates confusion. Everything from the fonts on your posts and reels to the personality of your customer service rep matters. Your brand voice, personality, key messaging, logo, fonts and colors—it all communicates.

Here are some tips to make whatever you create extraordinary.

n Collaborate with your community in launches and campaigns.

Involve the community in the launch of a new product. Promote them in your reels. Let them announce the release of a new tool or product. Encourage user-generated content, reward engagement and recognize contributions.

n Add value in unique ways at unexpected times. Offer exclusive content, experiences or support. Surprise and delight your community. This could be anything from behind-the-scenes access to special events or expert advice. Most companies put attention on the activity before the sale and at the sale. Do the unexpected and look to go beyond the transaction.

n Show admiration and appreciation consistently.

Let your community know you are grateful for them. This is beyond the basic recognition. Go bigger. Be louder. And be consistent with it. Spotlight your community members in newsletters or social media shout-outs for more than rank, enrollments or sales.

n Make it Instagram-worthy

Create moments your community will want to share organically. Think of what your community will make a reel about or post about or put in their stories. Not because you ask them to—or even because you incentivize them—but because it had that much of an impact on them.

4 / Consistency

Consistency is what transforms average to excellence. This final phase ensures your efforts are sustained. The goal is to protect the systems, strategies and practices you implemented in the previous phases.

Here iswhere you must build systems and document processes to maintain the culture, positioning your community and culture to thrive amid challenges, whether it’s employee turnover, rapid growth or unexpected changes. It’s not just about solving problems as they arise—it’s about building resilience and readiness to handle anything that comes your way.

We have all heard the phrase “how you do anything is how you do everything,” and that definitely applies to culture. Consistency builds trust and positions your community and culture to thrive long-term.

“C”s the Day

Community and culture aren’t just buzzwords; they’re essential elements that set great companies apart. And they just happen to be something that our industry is poised to dominate. By co-creating a strong culture with your field, you foster loyalty, collaboration and growth.

It’s time to take a stand; invest in your community; and build something extraordinary. You and your community deserve it. DSN

JENN ASHBY leverages 17 years of multifaceted industry experience, blending her hands-on work as a distributor with her roles consulting with leaders and companies. With a robust background in project management, Jenn excels at translating knowledge and strategies into actionable steps that get results. Her expertise lies in fostering sales growth and brand loyalty by building vibrant communities and cultivating strong company cultures.

Empowering Children, Building Futures

PM We Care is improving lives on a global scale.

PM WE CARE, THE CHARITABLE FOUNDATION OF LEADING GLOBAL DIRECT SELLING

COMPANY PM-INTERNATIONAL, stands as a testament to the company’s commitment to giving back and making a meaningful impact in communities worldwide. At the heart of its mission is this strong belief: children are the key to a brighter future. That’s why the PM We Care foundation focuses on sponsoring children, giving them the support they need to grow, learn and create a better future for themselves.

BY DSN EDITORIAL STAFF

PM-INTERNATIONAL’S CHARITABLE EFFORTS are guided by a clear goal: to provide children not just with material support, but with long-term opportunities for a better future.

Long-Standing Partnership with World Vision

Every year, PM-International demonstrates its strong commitment to social responsibility through its charitable foundation, PM We Care, by donating to the international aid organization World Vision. This year’s contribution of $2.37M supports projects that aim to improve the health, education and living conditions of their sponsored children.

From the very beginning, PM-International made the decision to give back as soon as it was economically possible. For more than 20 years, the company has shared a strong partnership with World Vision, ensuring that resources are used effectively and supporting long-term projects that create real, lasting change. The company is the only and largest corporate sponsor of World Vision funding not just aid for individual children, but entire regional development projects. These long-term initiatives, some lasting approximately 15 years, are carried out in collaboration with local communities. The goal is to create sustainable improvements and provide children with long-term opportunities.

Currently, PM We Care is active in countries such as Peru, Zimbabwe, Tanzania, Bolivia, Cambodia, Bangladesh and Nicaragua. By 2025, PM-International will extend its support to 600 more sponsored children in Vietnam, bringing the total to 6,600 sponsored children, along with their families and communities, worldwide.

The projects we support here provide access to clean drinking water, health education and agricultural training. Visiting Bolivia, I have learned how much hope and potential exist in these communities .

VICKI SORG / PM-I nternational Charity Ambassador

Making a Global Difference by Helping Children Locally

From the very beginning, PM-International’s charitable projects have been in the hands of Charity Ambassador Vicki Sorg. Together with World Vision, she visits at least one of the projects every year to meet the local children and their families, witness progress and the impact of their work firsthand. This year, she traveled to Bolivia, where she celebrated the inauguration of a new playground funded by the company’s distributors through proceeds from PM-International’s “Share Your Love” campaign in March 2024.

“It is impressive and incredibly moving to see how much gratitude and optimism people express despite difficult living conditions,” she shared. “The projects we support here provide access to clean drinking water, health education and agricultural training. Visiting Bolivia, I have learned how much hope and potential exist in these communities.”

Sustainable Support through Targeted Collaboration

PM-International’s charitable efforts are guided by a clear goal: to provide children not just with material support, but with long-term opportunities for a better future. This approach aligns with the company’s corporate philosophy of improving people’s quality of life.

“I’m proud of how our team works together to improve lives worldwide. Through the PM We Care Foundation, every product sold contributes to ‘One hour of life’ to those in need. Our Team Partners embrace the power of giving back, and PM We Care is a core part of who we are. I’m truly proud of our distributors and corporate team for the difference they make every day. As our company grows, so will our ability to support more children and create lasting change,” explained Sorg.

The direct selling industry is uniquely positioned to drive meaningful change. With its global reach, passionate distributor networks and people-first approach, it provides the perfect platform to give back. PM We Care uses this strength to focus on children, recognizing that they are not only the most vulnerable members of society but—most importantly—our future.

Next Goal: Supporting 10,000 Sponsored Children

As PM-International continues to grow, so does the scope of its support. The company’s next goal is to sponsor 10,000 children, providing even more children around the world with a brighter future.

PM-International is a powerful example of how economic success and social responsibility can go hand-in-hand. In a strong partnership with World Vision, the company sends a powerful message of responsibility and hope—for a world where every child has the chance for a better future. DSN

EVERYTHING we think you (and your field) should be reading, listening to and utilizing in order to stay engaged, informed and one step ahead.

BY CHELSEA HUGHES

BOOK / Digital Minimalism: Choosing a Focused Life in a Noisy World

BY CAL NEWPORT

Digital addiction is real—and getting worse all the time. In this timely book, bestselling author Cal Newport introduces and encourages the quiet movement of digital minimalism, making a persuasive case for its urgency in our techsaturated world. Using real-life examples from Amish farmers to Silicon Valley programmers, Newport identifies common practices of digital minimalists and shares strategies for integrating them into your life.

BOOK / The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

BY GEOFF WOODS

The difference between growing your business and going out of business is the ability to think strategically. The problem is, most leaders are stuck in the operational weeds, struggling to find the time to make better strategic decisions. While you know AI is the future, current demands leave you with no time to explore. In this book, find clear guidance on where to begin, learn how to harness AI as your strategic Thought Partner, enabling you to grow your business, outpace the competition and get more done in less time.

FLEETING TRENDS, NIMBLE TEAMS 03/05

WEBSITE / Artlist Trend Report 2025

Artlist supplies a vast catalog of creative assets to retail giants like Walmart and Gap. At the intersection of creativity and technology, Artlist leverages its unique position in the industry to compile an annual report of top marketing trends for the new year. Its 2025 Trend Report features insights and predictions from business leaders at Google, Meta, Canva and more! This report will help you strategize your best, most successful 2025.

“ We have two lives, and the second begins when we realize we only have one. —CONFUCIUS

AUDIO

BOOK / The Power of Discipline: How to Use Self Control and Mental Toughness to Achieve Your Goals

BY DANIEL WALTER

Talent, intelligence and skill are helpful tools in achieving success. But if setting goals is the lock, self-discipline is the key. In The Power of Discipline, author Daniel Walter argues that one’s inability to achieve goals is not usually due to laziness, but rather a lack of training. Like driving, self-discipline is a learned skill. Learn how to acquire the mental fortitude needed to overcome obstacles on the path to success!

AI TOOL / CapCut Video Editor

BYTEDANCE PTE. LTD.

For entrepreneurs who want to generate professional-looking videos for their business, CapCut is a “free, all-in-one video editor for everyone to create anything anywhere.” Not only is CapCut extremely user-friendly and intuitive, it caters to all levels of experience. It also has a powerful AI suite that can generate images or videos from text prompts, condense long videos into shareable ones and convert text into natural-sounding speech—in 10 languages!

PRODUCT / Mindmellow Vision Board Kit

According to Forbes, one in five successful entrepreneurs used vision boards when starting their business and about 76 percent reported that their progress aligned with their vision. The Mindmellow Vision Board Kit is like a beautiful starter kit for defining one’s vision—the perfect gift for leaders and newbies alike. The comprehensive set comes with a fill-in-the-blank vision board with an easy-to-follow workbook, inspirational cards, imagery, quotes and more. DSN

48K+ Unique Downloads and Still Growing Strong

THE DIRECT APPROACH WITH WAYNE MOOREHEAD CANDID AND INSIGHTFUL CONVERSATIONS ABOUT TODAY’S EVOLVING CHANNEL.

SINCE LAUNCHING in June 2021, the Direct Approach podcast has been providing direct selling executives an in-depth look at the biggest challenges facing the channel—and unique solutions for tackling them.

Wayne and the rest of the DSN family would like to thank our growing audience and the 90+ executives and guests for their candor and participation.

MEET THE HOST Wayne Moorehead has deep experience in marketing and brand strategy. He has applied his expertise and passion to help companies (from startups to Fortune 100) define, communicate and activate their brands. Wayne’s rare blend of experience and success has shaped his philosophy on effective growth strategies, and he believes the future of the channel will blend the best of direct selling with the best of direct-to-consumer.

Here’s a snapshot look at recent episodes!

[ EPISODE 93 ]

How to Create Sustainable Growth in

Direct Selling with Brick Bergeson, CEO of Color Street

KNOWN FOR HIS ABILITY to identify and leverage key growth levers, Brick Bergeson, CEO of Color Street, combines deep knowledge of direct selling with a talent for breaking down complex strategies into actionable steps. Brick has a track record of driving structured sustainable growth across multiple C-Suite roles.

IN THIS EPISODE Brick offers his thoughts on the importance of establishing stability over accelerating growth, aligning core values and amplifying your brand’s strengths.

[ EPISODE 94 ]

20 Years of Innovation with

David Schmidt, Founder & CEO of LifeWave

PROLIFIC INVENTOR AND VISIONARY

David Schmidt is the Founder and CEO of LifeWave. With over 130 patents, David has redefined what’s possible in regenerative science and direct selling. David’s twodecade journey offers unparalleled insight into what it takes to succeed in a constantly evolving marketplace.

IN THIS EPISODE David provides a Masterclass on redefining innovation, overcoming obstacles and shaping he future—all with bold vision and state-ofthe-art technology.

NEVER MISS AN EPISODE—2025 will certainly be another year of insights, tips, takeaways and action items from some of the most notable names in the channel. If it’s impacting direct selling, Wayne and his guests will be talking about it on the Direct Approach. New episodes drop every other Thursday—make sure to subscribe!

Subscribe to the Direct Approach Today.

MAKE THE SHIFT IN 2025!

HELP YOUR PEOPLE AND BUSINESS GROW

NOMINATE YOUR TOP PERFORMERS TODAY!

The SHIFT podcast, hosted by Blake Mallen, sets a bold new standard for excellence in direct selling. It’s a community and platform from a trusted source where top performing distributors can share their stories to motivate and inspire microentrepreneurs across the globe.

The SHIFT not only helps your existing distributors grow as people, it can help you grow in numbers! We talk about what’s working today, empowering your field with the right tools and the right mindset to finally make The SHIFT!

2025 will bring even more SHIFTS—packed with new momentum, new ideas and new perspectives! We’re giving you the power to shine a spotlight on today’s trailblazers and power players by using the QR code to nominate your top performing field leaders.

BLAKE MALLEN

Community Marketing Expert with 25 years & $3B+ in revenue in Direct Sales/Affiliate/DTC & Host / SHIFT podcast

TOP 100 in US*

TOP 50 in Canada*

33K+ unique downloads

*in entrepreneurship podcasts.

5-Star Reviews!

“A *MUST* podcast for any entrepreneur looking to level up in business.”

“All the gas you need to set fire to your business!”

“Modern twists on traditional selling dynamics!”

“Golden nuggets of tips, strategy and encouragement!”

Listen on your favorite platform and visit ShiftPodcast.com to share with your community.

Scan the QR code to nominate a field leader for the SHIFT podcast.

NEW EPISODES DROP EVERY MONDAY

GARRETT MCGRATH

DAN MCCORMICK

JENNIFER JONES

ROBIN PACKARD

WES LINDEN

DSU SPECIAL EDITION

ANDREA GEBHARDT

MARY KAY KEMPER

SARAH ROBBINS

GREG & LENIKA SCOTT

THOMAS TIDLUND AND DONNA JOHNSON

SARAH BJORGAARD

ELLEN LUDWIG

GLORIA MAYFIELD BANKS

NICK MARTINEZ

BRIAN CARRUTHERS

TRISHA DEMING

JOHN TSAI

JESSICA LOFTIS

DOUG & THEA WOOD

ANTHONY NAPOLITANO

DSU SHIFT PANEL

JORDAN ADLER

SEASON OF SHIFT

ADA CABALLERO

STEVE & GINA MERRITT

TAMARA SWEASY

INTERNATIONAL FOCUS /

VIVRI: TO LOVE LIVING

BY JENNY VETTER

WE STARTED VIVRI because we saw an opportunity to achieve more in the two most difficult and important tasks: being healthy and being successful .

DANIEL CHAVEZ SAUL / Founder & CEO

Network marketing, like VIVRI, is replete with people who have a huge heart and are committed to making a positive impact.

DANIEL CHAVEZ SAUL / Founder & CEO “

FOUNDED: 2014

HEADQUARTERS: Texas

TOP EXECUTIVE:

Daniel Chavez Saul / Founder & CEO

PRODUCTS: Health & Nutrition

DANIEL CHAVEZ SAUL HAS BEEN PURSUING EXCELLENCE THROUGHOUT HIS LIFE, first in his education, excelling in his studies at Rice, Harvard and Stanford and then professionally at both Goldman Sachs and McKinsey & Company. But he saw true success—the beautiful balance of personal growth, family connection, financial freedom and generosity to others—as simply out of reach.

TO LIVE

Two fundamental questions inspired Daniel in his journey to launching his own network marketing company: what does it take to be healthy and what does it take to be successful?

“We started VIVRI because we saw an opportunity,” he shared. “An opportunity to achieve more in the two most difficult and important tasks almost every individual undertakes: to be healthy and to be successful.”

In 2014, Daniel brought this vision to life and launched VIVRI in the United States and steadily added new markets, which today include Mexico, Colombia, Peru and Costa Rica among others.

The VIVRI Essential Nutrition System remains the company’s flagship product line and consists of three integral components:

Leveraging his relationships at Harvard and Stanford, Daniel assembled a Medical-Scientific Advisory Board to address the critical question of health, and together they worked to develop what would become the VIVRI’s foundational nutrition system. But the question of success was more complicated to answer. With the science in place to develop a nutrition line, Daniel and his team dreamed up a company that would merge their highest life goals into a single path—one that would allow anyone to enjoy a journey where they are rewarded for becoming the best versions of themselves.

“VIVRI originates from the Latin ‘vivere’, which means to live,” he explained. “We placed a heart at the center of our logo, because to us VIVRI means to love living. Our entire community is built around positive values, with love being front and center in everything we do. Today, precisely by growing personally and enriching our families, we pursue financial success and contribute to society.”

n ShakeMe!: A complete meal replacement shake with 45 essential nutrients per serving.

n PowerMe!: An antioxidant energy drink with B-complex vitamins.

n CleanseMe!: A natural digestive drink with prebiotics.

Additional products include an Omega-3 and Vitamin D supplement for both adults and children, as well as meal replacement soups in several flavors. But the VIVRI products are only a part of the VIVRI lifestyle, which empowers customers and distributors alike with nutrition guidance, including foods to enjoy, foods to avoid, goal setting and healthy living inspiration.

“We dug deep into what the body truly needs to reach its ideal weight and function at its peak,” Daniel shared. “We’ve got millions of satisfied customers and multiple clinical studies backing our method and results.”

TO LOVE

These millions of happy VIVRI customers were introduced to the brand through the company’s growing field of 100,000 Independent VIVRI leaders across the western hemisphere. This dynamic group of LIVs, or Leaders in VIVRI, are sharing the VIVRI lifestyle on social media, through events and in their daily lives. Daniel believes the passion and values of his team and field reflect the network marketing industry itself.

“Network marketing, like VIVRI, is replete with people who have a huge heart and are committed to making a positive impact—brilliant women and men, who are brave to reach outside of their comfort zone and who decide to take control of their destiny. We love our industry and appreciate the companies and individuals who are working ethically to make it better.”

But he also believes that VIVRI offers an opportunity that stands apart in the industry, serving as fuel a potential leader needs to launch a successful entrepreneurial journey. The company’s growth has been organic, growing leaders through its comprehensive income-generation opportunity, rather than recruiting proven leaders from other brands in the industry. As these leaders move through the levels, they can qualify for generous bonuses and annual trips. VIVRI has awarded more than 30,000 trips in the last decade to destinations all over the world.

“Not a single member of our executive team or field leadership came from another direct selling company, so we have been able to build our culture entirely from scratch,” Daniel shared proudly. “We think of VIVRI as being this huge magnet that attracts people who are ‘givers’ and ‘lovers,’ not ‘takers’ and ‘haters.’ We prioritize team over self; we listen

DANIEL CHAVEZ SAUL / Founder & CEO “

We’ve changed our lives in spectacular fashion, and it is our greatest joy to pay this forward.

DANIEL AND HIS TEAM are passionate about the future of VIVRI and expanding the company’s impact throughout the world.

to each other; and we build each other up. One of the happy unintended consequences of our giant magnet is to end up meeting so many amazing individuals and developing so many fabulous friendships. For so many of us, VIVRI has become a second family.”

TO GROW

Daniel and his team are passionate about the future of VIVRI and expanding the company’s impact throughout the world. But VIVRI’s global footprint has steadily grown over the last decade, guided by what Daniel calls a “turtle-like” mentality, opening a new country, on average, every two to three years. While he’s excited to open in new markets, he sees the possibilities within the seven countries VIVRI already operates in as limitless, guided by LIVs who are actively growing their businesses.

“VIVRI’s most valuable resource for expansion is human capital,” he explained. “We will continue to seek out highly talented and motivated individuals who would like to partner with us to grow, especially in our existing markets. For example, in the United States our field leadership is primarily concentrated in Texas, so in 2025 we will actively look to expand in other states.”

VIVRI’s field will have new products to share in 2025, as the company introduces its newest nutrition innovations: a new line of gut-secreted hormones GLP-1 and PYY activators which will complement its exciting Essential Nutrition System. Beyond nutrition, VIVRI will expand its additional brands, Machē and Vintari, which are focused on skincare, hair care and essential oils.

Daniel’s pursuit of true, balanced success is woven throughout the VIVRI story and—as the company marks a decade of life, love and growth—he’s eager to share what’s possible with even more individuals on the same journey.

“We cannot wait to meet the next generation of leaders who will drive us forward,” he shared. “We’ve changed our lives in spectacular fashion, and it is our greatest joy to pay this forward.” DSN

4Life: A Legacy of Wellness, Service and Global Community

BY DAVID LEE

THE IMMUNE SYSTEM IS AN INTRICATE

NETWORK designed to strengthen and protect. For more than 25 years, 4Life has made that the focus of their customer-centric mission. Widely recognized as The Immune System Company, its roots in science-based wellness products and a strong commitment to community empowerment, 4Life’s story is one of innovation, resilience and global impact.

FOUNDED: 1998

HEADQUARTERS: Utah

TOP EXECUTIVES:

David Lisonbee / Founder

Danny Lee / President & CEO

PRODUCT CATEGORY: Health & Wellness

A Powerful Legacy

Founded in 1998 by David and the late Bianca Lisonbee, 4Life Research began with the revolutionary immune support product, Transfer Factor. Bianca’s inspiration for the product came after she discovered early research about transfer factors—molecules that help “educate” immune cells. The couple recognized the potential of this science to improve lives and launched 4Life with a mission to promote wellness and financial opportunity. Bianca Lisonbee’s philanthropic vision extended beyond product innovation. In 2006, she founded Foundation 4Life, a nonprofit organization dedicated to alleviating childhood poverty and empowering vulnerable communities worldwide. Over its nearly 20-year history, the Foundation has implemented service projects in more than 20 countries, including disaster relief, literacy campaigns and partnerships with organizations such as SOS Children’s Villages. Tragically, Bianca passed away in 2023, but her legacy lives on through the Foundation’s work under the leadership of her daughter, Jenna Lisonbee.

BIANCA LISONBEE’S PHILANTHROPIC VISION extended beyond product innovation.

Science-First Solutions

4Life’s product line centers on immune support and wellness, with Transfer Factor as its flagship offering.

“We are a science-first, product-first company,” shared Calvin Jolley, Vice President, Corporate Communications. The products are “messenger molecules” that transfer immune system memory and knowledge from one entity to another. Today, more than 50 products contain Transfer Factor, giving independent affiliates more ways to connect with customers and meet their health needs.

Customers are drawn to the brand for its commitment to innovation and quality, often

forming strong relationships with 4Life’s products before transitioning to become affiliates. The company’s research-driven approach has led to a diverse product portfolio, including targeted nutritional supplements, protein powders and skincare solutions—all with a 100 percent satisfaction guarantee.

This dedication to science ensures that every product not only meets customer needs but also aligns with the company’s values of improving lives worldwide. One of the company’s key goals is to get Transfer Factor in three million homes by 2030.

We have a really robust social media presence and everything that you expect from an IT-savvy contemporary company.

CALVIN JOLLEY / Vice President, Corporate Communications

Latin American Roots

A defining feature of 4Life’s growth is its deep connection with the Latin American market. The company’s first major leaders emerged in Puerto Rico and quickly expanded throughout the Spanishspeaking world. Today, Latin America remains a core focus, with Spanish serving as the company’s first operational language.

The Latin American market has been crucial to our success .

DAVID LISONBEE / Founder

“The Latin American market has been crucial to our success,” says Founder David Lisonbee. “When a company establishes a Latin leader in the field, learn how to listen. What you think you know about the US market is quickly readjusted. Latin consumers look for different options, in products and opportunities. Ours is not a one-size-fits-all market. You must be able to segment and diversify. You must be able to appeal to this culturally unique demographic.”

Calvin says the company has always grown organically. Today, many of the top affiliates are from Puerto Rico, Mexico, Colombia, throughout South America and—of course—from coast-to-coast in the USA.

“Our largest segment is the first- and secondgeneration Latino market in the United States, particularly on the coasts.” This continued growth is testament to the strong leadership within the Latin American community and their ability to bring the 4Life opportunity back to the US.

Sales Force and Community Impact

At the heart of 4Life’s success is its dedicated network of affiliates. The sales force’s organic growth was built through genuine relationships rather than recruitment incentives. “People come to us as customers, and they continue their journey—if they choose to—as affiliates,” explained Danny Lee, 4Life President and CEO

This focus fosters a strong sense of community among affiliates and customers, united by a shared belief in the product and the company’s mission. The emphasis on service, both through Foundation 4Life and local community projects, creates brand loyalty. 4Life Fortify, for example, is a nutrition program to provide children and their families with the necessary tools to become self-sufficient and discover the power to break the cycle of poverty for generations. Every purchase of 4Life Fortify is donated to Feed the Children, who then distributes the meals.

In-House Technology

As the direct selling landscape evolves, 4Life continues to leverage technology to enhance its operations and reach. From its state-of-the-art research and development facilities to the use of digital tools for affiliate training and marketing, 4Life demonstrates a commitment to staying at the forefront of industry innovation.

Nothing is off the shelf. The company built its mobile app in-house, and the affiliates’ replicated websites feature level-specific training modules and a health questionnaire for customers to answer. This helps create a targeted, personal approach to optimize their wellness with the products. Through the shop feature in the app, affiliates can share a link with anyone anywhere in the world—and immediately apply a discount to their purchase.

We have a really robust social media presence,” Calvin shared. “And everything that you expect from an IT-savvy contemporary company. We are constantly talking to our affiliates, so we know what they need. We’re on the first line in terms of what they want to best operate their business.”

4Life’s story is a powerful example of what can be achieved when science, service and community come together. The company’s unwavering dedication to improving lives through innovative products and global philanthropy has established it as a leader in both wellness and direct selling. With its roots firmly planted in the vision of its founders and its eyes set on the future, 4Life continues to inspire and empower individuals worldwide. DSN

Today’s Direct Selling Company

Can’t Settle for Yesterday’s Advice

The opportunities for direct selling companies are greater than they’ve ever been. So are the challenges. Never before has the market demanded a higher level of innovation, simplicity and boldness. As you blaze new trails and evolve in response to the ever-changing market, are you making the most strategic choice for whom you partner with?

Services

Strategic Planning l Executive Management l Startup Launches

Compensation Plan Design l Marketing & Communications l Salesforce Development

Hispanic Marketing l International Development l Events & Show Production l IT Strategy

Digital Roadmapping l Promotions & Incentives l Customer Service

Video Production l Creative Services l Social Media Management

Financial Expertise l Keynote Presentations

Partners & Associates

SCP is made up of a team of direct selling experts, together representing more than 300 years of experience in direct selling. We surround every project with a customized team of Associates to provide the perfect approach for your project. From event support to global expansion, and everything in between, our team can deliver.

BY SARAH PAULK

THE SUPER PATCH COMPANY FOUNDER JAY DHALIWAL only greenlights products he knows the market wants. A career running sales operations for powerhouse corporations within the software space taught him how to identify these golden opportunities. Jay quickly leveraged his drive and expertise in IT research to make tech-adjacent investments and launch ventures that would go on to amass him a net worth near $100 million—all before the age of 30

I don’t invest any more money until we are sure this is what the market wants. Just because we can make it, doesn’t mean we should.

JAY DHALIWAL / Founder & CEO “

LAUNCHED: 2023

HEADQUARTERS: Canada

PRODUCTS: Health & Wellness

TOP EXECUTIVE:

Jay Dhaliwal / Founder & CEO

Cracking the Code

This echelon of money was certainly a game-changer for Jay, but there was one significant problem his wealth couldn’t fix. His mother, diagnosed with multiple sclerosis decades prior, was experiencing ongoing and debilitating symptoms that even the best care that he could attain across the globe couldn’t resolve

“I started asking the doctors engineering questions,” Jay shared. “I’m an engineer, and my thinking was that if the signal her brain is sending wasn’t getting to her body, maybe I could build a connector as a bridge.”

Jay dug into studying neurological coding and neural networks, research that felt like

second nature after working in encryption coding for so many years. He analyzed brainwaves from a database in Switzerland; spent three years developing machine learning algorithms and tools that could analyze EEG data (brain activity); and wrote five million lines of code, all in search of understanding the neural “programs” that regulate health and wellness. What he found were data sets that speak to the body’s entire physiological function.

“Over time it became clear that I could understand the underlying neural programs of the mind and then develop systems of skin stimulation to help correct those programs that went offline,” he said. “Once we accept that our mind regulates every physiological function, like an app on our phone, we also understand that if the app gets corrupted or stuck, we have to reset it.”

Jay spent the next 15 years and $25 million of his own personal wealth developing a product that could help his mother with her strength, balance and stability, resulting in an intricately embossed and textured 3M adhesive patch—the first Liberty Super Patch—that uses vibrotactile technology to speak to the body much like Braille allows those with vision impairment to read books with their fingers.

When it came time to bring that product to market, direct selling was an obvious—and effective—choice. “We had the option to go the traditional routes of brick and mortar or ecommerce. But in a retail or ecommerce setting, the amount of education involved would lead to a very steep learning curve and low adoption rate,” he said. “So, this product was seemingly perfect for direct selling. There’s a demonstration, an explanation and an experience of the product. That’s how we ended up with network marketing.”

The Super Patch leadership team, from left: Christophe r Thomann, President, EMEA; Chandan Choubey, Chief Operating Officer; Jay Dhaliwal, Founder & CEO; Tom Brown, Chief Procurement Officer; Sean Feeney, Creative Director

The Procter & Gamble Approach

Jay began bringing his new clinically researched product to market the same way he approached every new endeavor: through data analysis. With a background steeped in Fortune 500 tech company protocols, he followed what he christened the “Procter & Gamble Approach,” aligning every phase of development with consumer-centric research. Jay engaged two separate Consumer Packaged Goods (CPG) market research firms to conduct studies across sample sets of 10,000 consumers, then tested every detail of the products, from the name and packaging to the branding and color scheme.

“I don’t invest any more money until we are sure this is what the market wants,” he explained. “Just because we can make it, doesn’t mean we should.”

When his flagship product was fully vetted, Jay used the data from his market research teams to discover what his target demographic would be willing to pay and then worked backwards, designing the economic model and price point first before building a compensation plan around it.

The Liberty Super Patch is the company’s hero product, but they’ve developed over thirteen different patches to address different needs and concerns from skin health to stress relief, immunity, weight loss and athletic performance, among others.

The result has provided Super Patch with the growth and adequate margin to continue scaling, reinvesting into the compensation plan and growing commissions during a time when many companies are shrinking.

“I know what the business can afford to pay,” he said. “Once we had 18 months’ worth of data, I found efficiencies for how to add more money into the compensation plan. We could do that because we had the data to make the analysis and do the right thing.”

My goal over the next five years is to have five million customers globally.

JAY DHALIWAL / Founder & CEO “

Crowdsourcing Advertising Costs

Historically, direct sales companies haven’t invested heavily in traditional advertising. Mass media as a customer acquisition strategy builds consumer credibility and can be highly effective, but it typically carries a higher price tag than the multi-tier model can tolerate. For Jay, engineering a new solution was imperative if he was to follow his Procter & Gamble model.

The result was the CapX Platform, or crowd advertising. With this strategy, The Super Patch Company foots the bill for large-scale advertising, including a billboard in Times Square, television spots and an upcoming informercial featuring well-known celebrities. Independent distributors can buy “tokens,” the estimated marketing cost per customer, and then profit share in the lifetime sales of repurchases. Typically the price of these “tokens” ranges from $15 to $22.

This “tokenizing” of the marketing costs was a way for Jay to expand the product’s reach without stepping on the sales field’s territory. It also created a revenue stream for those who believe in the product but don’t feel equipped to sell.

“The CapX Platform was designed to help the field and the company work together and share in the lifetime value of the customer,” Jay explained. “Distributors don’t have half a million dollars a month to spend on mass media advertising, but together the company can buy the best media and then share the upsides with the field and leaders.”

Built to Last, Built to Grow

Jay’s strategy for growing The Super Patch Company is rooted in authenticity. “The secret to our culture is I didn’t buy any leadership. It’s all organic. We’ve got people making over $100,000 a month organically in 18 months. We’ve got the first three millionaires in the company.”

This commitment extends to his corporate team where strategic innovation is top of mind. “We have been able to hire the very best people in their field. Everyone on the corporate team has done startups, worked and led departments at $100-million-dollar and multi-billion-dollar companies. We understand what growth looks like. And when we bring all these things together, we can build products that resonate with the consumer and drive growth.”

As for the future, Jay expects limited competition. His proprietary technology is protected in 186 countries, and he has already devised a product roadmap for exactly which products will be dropping in the next five, eight, ten years. This continued innovation has given his company incredible momentum, reaching $60 million in revenue in 2023 with expectations to double that number in 2024.

“My goal over the next five years is to have five million customers globally. If only 20 percent of those customers are buying every month, we’ll have a $720 million a year business just from customer revenue. That’s scalable globally.” DSN

Maximize Your Event Budget

The best show doesn’t always require the biggest budget.

BY SCOTT BEELMAN , CO-FOUNDER AND SVP OF PRODUCTION, KATAPULT EVENTS

PL ANNING AN EVENT INVOLVES

BALANCING CREATIVITY AND FISCAL RESPONSIBILITY. A well- allocated budget can enhance the attendee experience while keeping costs manageable. Below are key strategies to help you get the most out of your event budget.

Understand Your Venue Contract

Venues often offer incentives such as reduced room rental rates or discounted food and beverage packages to win your business. However, failing to carefully review the contract before signing can lead to unnecessary expenses later. Key areas to scrutinize include exclusivity charges for rigging, production, printing and installation.

For example, rigging—a critical component in many events—can vary significantly in cost based on exclusivity agreements. In a non- exclusive venue, rigging may account for three to eight percent of your budget. However, in exclusive venues, rigging costs can skyrocket to 15-20 percent of the production budget.

To illustrate:

n A single half-ton chain hoist in a non- exclusive venue, $225-265 per week.

n The same hoist in an exclusive venue, $300 - 400 per day—often billed for the entire event duration.

A WELL-ALLOCATED BUDGET can enhance the attendee experience while keeping costs manageable.

CONSOLIDATING ACTIVITIES into one space reduces the need for additional setups, allowing more budget for impactful elements in your primary room.

RATHER THAN JUST LOOKING for the best deal in the moment, you should aim to cultivate relationships with vendors you can rely on year after year.

At a medium-sized event, this difference could mean paying $30,000 versus $3,700 for the same rigging setup. By understanding these costs upfront, you can better evaluate the true value of your venue contract.

Compact Your Schedule

Efficient scheduling and room usage can yield significant savings.

n Rehearsals: Conduct initial read-throughs at your office or in a meeting room instead of the main stage. This reduces the hours spent on costly on-sight adjustments with a full crew. Main stage time should focus on fine-tuning the performance, not revising scripts or graphics.

n Room Usage: Maximize the utility of your General Session room by hosting breakouts, mixers or other events there. Consolidating activities into one space reduces the need for additional setups, allowing more budget for impactful elements in your primary room.

Reuse and Repurpose Fabrications

Custom fabrication adds a unique touch to events but can become a budgetary black hole if not planned wisely.

n Invest in Evergreen Fabrications: Opt for designs that can be reused across events. For instance, custom client logos or stage enhancements can be touched up or repurposed for future use, saving significant costs.

n Plan for Reuse: Work with your production partner to store and repurpose large builds, such as expo installations or stage props. This reduces the need to rent new items for subsequent events while enriching your expo or stage experience over time.

Stay Organized and Start Early with a Trusted Partner

Effective communication and organization are the foundation of a well-managed budget. Ensure alignment between your team and production partners. Remember:

n You know your organization’s culture and goals.

n Your production partner has the expertise to optimize event logistics and maximize impact.

Rather than just looking for the best deal in the moment, you should aim to cultivate relationships with vendors you can rely on year after year. Long-term partners who know your preferences and expectations can also suggest cost-effective alternatives when needed.

Additionally planning and understanding needs and budgets early can help you and your production partner in sourcing and negotiating with vendors. It is much easier to ask for a discount or for a vendor to match pricing etc., when you are several months ahead of the event.

Collaboration and mutual understanding can turn a good event into a memorable one without unnecessary overspending. DSN

SCOTT BEELMAN is an out-of-work bass player who had to rely on his fallback option in the events industry once his mediocre (at best) career as a professional musician dried up. Fifteen years later he’s still looking for that last gig, but he’s learned a thing or two about producing direct sales events.

Renew by March 15, 2025 and Be a Part of Expanding the Channel’s Inﬂuence in 2025

A Fond Farewell

AI can no other answer make but thanks, and thanks, and ever thanks.

WILLIAM SHAKESPEARE / Twelfth Night

S I REFLECT ON MY 40-YEAR JOURNEY with the Direct Selling Association (DSA), Shakespeare’s words resonate deeply.

G ratitude is the thread that runs through every chapter of my career—gratitude for the colleagues, leaders and direct sellers who have shared their talents and commitment to this remarkable industry. Together, we have built something truly enduring, and it is with immense appreciation for all we’ve accomplished that I share my decision to step down as President and CEO in 2025.

In the months ahead, I will remain fully dedicated to fulfilling my responsibilities while ensuring a seamless leadership transition.

My journey was shaped by those who inspired me along the way. I am deeply thankful for the innumerable mentors, colleagues and direct selling leaders who welcomed me into their ranks as we collaborated and worked to improve direct selling and the millions of people we serve. Together, we have championed the rights and interests of direct sellers at every level— local, state, national and international— shaping policies and building partnerships. I was honored to join my colleagues in matters concerning the Supreme Court and advocating for independent contractors and consumer protection.

President of the U.S. Direct Selling Association

The creation of a robust self-regulation program, which has set the gold standard for industry practices, was not my accomplishment alone but the product of tireless collaboration. Similarly, our engagement with the world’s top broadcast and print media was driven by a shared commitment to telling the inspiring story of how direct selling empowers individuals and transforms lives.

Perhaps most fulfilling for me personally were the countless opportunities to connect with tens of thousands of direct sellers. These interactions reinforced the importance of our collective work and the immense potential of the individuals and communities we serve.

The Association’s financial stability through economic highs and lows was also the result of sound guidance and unwavering support from colleagues and Board members.

None of this would have been possible without the remarkable people who have worked tirelessly to advance our mission. To the millions of direct sellers who inspire us daily with their entrepreneurial spirit, thank you for your dedication and perseverance.

While my tenure as President will soon conclude, my commitment to direct selling and its values remains steadfast. It has been a privilege to serve.

Thank you for allowing me to be part of this extraordinary journey. DSN

JOSEPH N. MARIANO

SUPPLIER

DIRECTORY SQUIRE

1329 South 800 East Orem, UT 84097 801-515-0977 squire.com

For nearly 50 years, Squire & Company has provided financial excellence and NetSuite expertise for clients in the Direct Selling industry. We offer personal service, responsiveness, and expertise in all areas.

PAYQUICKER

400 Linden Oaks, Suite 320 Rochester, NY 14625 844-258-3006 payquicker.com

PayQuicker is the leading global payout provider to direct selling organizations. Instantly make secure and compliant payouts to your field in local currency across the globe with our award-winning solution that provides the largest selection of flexible and modern spend options.

I-PAYOUT

540 NE 4th Street Fort Lauderdale, FL 33301 discover@i-payout.com 866-218-4668 i-payout.com

Since 2007 i-payout has been the leading payment choice for pay out and pay in solutions. We pride ourselves on exceptional service paired with integrated and customized solutions.

LACORE PAYMENT TECHNOLOGIES

900 Wilmeth Road McKinney, TX 75069 info@lacoretechnologies.com lacorepayments.com

LaCore Payment Technologies is a payment platform designed to support direct selling companies globally. Our services include: Global connectivity to 150 countries in 50 currencies, including direct connectivity to most alternative payment types, secure tokenization, customized fraud solutions, including our proprietary Fraudhawk™, advanced reporting tools, and online dispute management.

MINER GROUP LLC

11905 Sara Road Laredo, TX 78045 956-712-8842 minergroup.net

Miner Group LLC offers solutions for the Mexican Market! For over 30 years, we have helped companies expand to or optimize their operations in Mexico. We offer product and ingredient evaluations, customs clearance, regulatory compliance, label translations, and logistic services for the Mexican market.

WORLDPAY

8500 Governors Hill Drive Cincinnati, OH 45249 866-622-2390 worldpay.com

Worldpay powers businesses of all sizes to make, take, and manage payments. Whether online, in store or mobile, you’ll find Worldpay at the heart of great commerce experiences globally.

METRICS GLOBAL, INC

1160 N. Town Center Drive, Suite 100 Las Vegas, NV 89144 info@metricsglobal.com 702-757-9600

metricsglobal.com

We are the industry’s leading payments partner, long-established advocate, and problem-solver. Our unified commerce & payments platform will connect you to a global marketplace, enable your international expansion strategy, and fuel your exponential growth plans. Let us show you how.

STRATEGIC CHOICE PARTNERS

2201 Long Prairie Road, Suite. 107-316 Flower Mound, TX 75022 407-891-9265 strategicchoicepartners.com

SCP offers the most holistic consulting services specific to direct selling companies today. We’ve worked with more than 70 companies over the last three years alone, and served more than 250 years collectively in the industry.

NEXIO

727 N 1550 E, 3rd Floor Orem, UT 84097 877-551-5504 nex.io

Nexio simplifies and accelerates payment processing in the Direct Sales Industry. Nexio offers swift deployment to distributors, streamlined payment operations and seamless integration with software solutions allowing you to navigate payment complexities with ease and confidence.

LACORE LOGISTICS

900 Wilmeth Road McKinney, TX 75069 214-817-4802 lacorelogistics.com

LaCore Logistics provides distribution and order fulfillment services. Our highly automated distribution center provides both domestic and international direct-to-consumer shipping solutions. We offer omni-channel fulfillment solutions ranging from marketplace fulfillment for leading marketplaces to businessto-business fulfillment for leading retailers.

KATAPULT EVENTS

5840 Red Bug Lake Road, Suite 140 Winter Springs, FL 32708 407-915-9060 katapultevents.com

Fresh. Exciting. Bold. Your field deserves the best and we help you deliver. Out-of-the-box creative production with experienced show management. We execute on budget and make you look AMAZING!

QUICKBOX

11551 E 45th Ave. Unit C. Denver, CO 80239 720-990-5642 quickbox.com

“Whether your products are headed direct to your end customers’ doorstep, to a big box retailer, or to an Amazon warehouse, QuickBox will help you deliver a seamless experience that keeps your customers coming back for more!”

ADI MEETINGS AND EVENTS

6380 Silver Sage Dr. Park City, UT 84098 dianna@adimeetings.com 321-423-7229 adimeetings.com

ADI meetings is a women owned global corporate incentive travel, meetings, and event management company. We curate once-in-a-lifetime experiences for your attendees, connecting top achievers to your brand while understanding and meeting the needs of your industry.

HANNA SHEA

844-344-7177 hannashea.com

Since 2007, Hanna Shea Executive Search has been the go-to search firm in support of the direct selling industry. Hanna Shea finds top talent for companies in need of building or improving an executive leadership team for organizational success.

MULTI IMAGE GROUP

1701 Clint Moore Road Boca Raton, FL 33487 800-523-2682 mig.cc

Founded in 1979, Multi Image Group (MIG) is a women-owned, family-run creative event production company fueled by innovators, strategists, and technologists who craft custom live, hybrid & virtual experiences for some of the world’s biggest brands.

E.A. DION, INC.

33 Franklin McKay Road Attleboro, MA 02703 800-445-1007 eadion.com

Dion’s jewelry solutions are perfect for career path, sales & recruiting, corporate anniversaries and incentive travel recognition awards.

DIRECT SALES EXPERTS INC. EXECUTIVE SEARCH

8305 Via Vittoria Way Orlando, FL 32819 craig@directsalesexperts.com 407-489-3351 directsalesexperts.com

Direct Sales Experts is a highly confidential Global Executive Search Firm with over 50,000 top direct sales executives on file. Let us help you find A Players to grow your business.

ROYAL CARIBBEAN INTERNATIONAL

1080 Caribbean Way Miami, FL 33132

Royal Caribbean International’s Corporate Sales Team 800-345-7225 (SELECT 2, THEN 1) royalcaribbeanincentives.com

ICONIC SHIPS. EPIC ADVENTURES. ULTIMATE EVENTS.

Royal Caribbean® transforms events into the ultimate productivity paradise. Impress your attendees with epic venues, vibrant restaurants, onboard thrills and beautiful destinations.

SUPPLIER

MOMENTUM FACTOR

4801 Spicewood Springs Rd,Suite 250 Austin, TX 78759 512-690-2134 momofactor.com

Momentum Factor is a leading digital risk management firm specializing in online compliance monitoring and global online reputation management services for the direct selling industry. Our passion and mission are to protect companies from the brand and regulatory risks associated with online and social media technologies.

FLUID

139 Hunters Grove Lane, Suite 207 Lehi, UT 84043 385-336-7404 fluid.app

The front end for Direct Selling. AI-Powered E-commerce, Mobile App, Website Builders, and Social Selling.

EXIGO

1600 Viceroy Drive, Suite 125 Dallas, TX 75235 214-367-9933 exigo.com

The leader in commissions, back office and eCommerce software and services. The global leader in cloud-based Platform-as-aService (PaaS) for direct selling companies. An open framework for billion-dollar giants to startup companies. Exigo supports MLM, Party Plan and Affiliate models, operating in single global markets.

FLIGHT COMMERCE

1208 E. Kennedy Blvd., Suite 222 Tampa, FL 33602 813-277-0625 flightcommerce.com

Global Operations Management Software. Advanced Comp Plan Programming. Sales Force Backoffice & Automation. Web Site Design & Replication.

JENKON

201 NE Park Plaza Dr., Ste. 220 Vancouver, WA 98684 360-256-4400

jenkon.com

Constant innovation and software stability are the reason world leaders rely on Jenkon. Tailoring software partnerships, unique to each customer, empower our five decades of leadership. Jenkon customers control their own destiny, while leveraging our latest innovations. Contact Jenkon today!

THATCHER TECHNOLOGY GROUP, LLC

55 Shuman Blvd., Suite 350 Naperville, IL 60563 866-698-3848

thatchertech.com

Thatcher Technology Group provides Sales Force, Compensation and Incentive Management Software for the Direct Selling Industry.

BYDESIGN TECHNOLOGIES

9503 Princess Palm Avenue Tampa, FL 33619 sales@bydesign.com 813-253-2235 bydesign.com

Award-winning social commerce software for affiliate, influencer, MLM, party plan, and social retail companies. Our turnkey back-office solutions include Wayroo, delivering advanced commerce, comment selling, and payment solutions.

INFOTRAX SYSTEMS

1875 S. State Street, Suite 3000 Orem, UT 84097

801-431-4900 infotraxsys.com

Software & SaaS solutions for startup, emerging, and global direct selling companies. See our ad on the back cover.

96% of shoppers think easy refunds and returns are important. An optimized payout strategy streamlines refunds and returns. Learn how direct sellers can satisfy shoppers and keep support costs down in our new Payments Performance report.