Direct selling has become an increasingly popular avenue for individuals to start their own businesses and earn income. To gain a comprehensive understanding of the perceptions surrounding direct selling, the Direct Sales Generational Engagement Study was conducted by Bridgehead Collective and carried out by The Center for Generational Kinetics, led by President Jason Dorsey.

In this first-of-its-kind study, Bridgehead Collective chose to partner with the Center for Generational Kinetics, which has led more than 100 research studies in all major industries. Their seminal annual study, The State of Gen Z, formed the basis for the best-selling book, ZConomy and has been consistently featured in national and global media including The Wall Street Journal, New York Times, CNN and many more.

I set out to discover America’s perceptions of entrepreneurship, the gig economy and—more pointedly—direct selling. Statistical significance was of ultimate importance in this analysis, so the study represents a wide-sweeping sample that is reflective of America, with an equitable mix of genders, demographics, employment status, education levels and location that allows for a 97 percent confidence level. This study aimed to explore the attitudes, motivations, limitations and beliefs about starting a business in America, as well as uncover perceptions of direct selling, recruiting strategies, onboarding methods, distributor retention and preferred payment structures.

We designed the study to provide actionable insights across 10 key categories:

• Perception of Industry and Channel
• Recruiting and Prospecting
• Motivations and Decision Criteria
• Onboarding and Getting Started
• Training
• Compensation and Value Proposition
• Recognition
• Incentive Trips and Events
• Retention
• Duplication and Role of Team Building

In this series, we are digging deeper into each of these categories, focusing this month on all things related to Recognition.

Last month highlighted one of the more shocking findings of the study related to compensation—particularly how we market and present the “size” of the income opportunity. The most critical actionable insight was that when it comes to compensation, you really need to have targeted messages depending on your audience as not only do you risk not appealing to the right generation, but there is significant risk associated with turning them off irreparably.

When it comes to recognition, the consequences of “getting it wrong” might not be so dire, but this category represents MASSIVE upside when we can get it right. Interestingly, the differences between men and women were just as stark as the differences between generations.

But let’s start with what we mean when we talk about “Recognition.” For the purposes of this study, recognition was really explored under the umbrella of “Motivations.” Meaning, we examined all the programs, communication, celebration and incentives that would most likely resonate for direct sellers to join, stay and thrive with direct selling companies.

The ultimate goal here was to divine what specific things we could employ to help each generation maximize our compensation plans by moving up in leadership and improve retention by having a cohesive, aligned set of programs and incentives that all work together to inspire your sellers to keep going.

If you follow this series or my podcast, you know how passionate I am about retention, often referring to it as the holy grail of our industry. Turns out, this study revealed all kinds of insights that we have been helping companies employ to specifically drive retention (with awesome results, BTW!).

The Gifts that Keep on Giving

The way we phrased the first question speaks to this retention issue. We asked all participants:

What would absolutely convince you to stay at a direct selling business after the first three months?

This question served two purposes, and we covered some of the results in our last installment about compensation. As you may remember…the first answer was definitely crafted by Captain Obvious himself (we’re all pretty sure he’s a guy, right?). Number one answer on the board—with 55 percent ranking it as their #1 answer—getting paid.

Repeat after me: duh!

But starting with the second answer things start to get REALLY interesting.

For Gen Z, the belief that they are part of a cause or a company that is creating change in the world would “absolutely convince” them to stay with a company. Absolutely convince. And this is in their FIRST THREE MONTHS.

Now, I can already hear so many of you saying to yourselves…believe in a cause? That’s not recognition. That’s an entirely different segment of our events. That’s not even part of the sales and recognition team.

Precisely. But perhaps it should be.

As we move to the Action Item portion of the article, here is your first Action Item. Since I feel like we are having a conversation now, I know what you’re thinking: ”Heather, wasn’t this very thing an action item last month? Didn’t you already advise us to tell our charitable story early, proudly and often?”

Yes. Yes, I did. That should tell you how powerful this topic is…it makes the action list for MULTIPLE categories.

Action Item: Completely rethink the role that your mission and charitable cause has in your field recognition program, making your field leaders the hero of the story, not the company.

What do I mean by that? So many of us talk about our cause, our mission, our impact, our accomplishments that we are making as a way of touting the company. Making sure we are telling others how amazing “the company” is.

What if we flip that script? What if the impact that we are making is instead framed through the lens of our field leaders. What THEY are doing to effect change. How many children THEY have fed. How many carbon units THEY have offset. How many bottles THEY have kept out of landfills. How many natural disaster victims THEY have helped.

What if we sent them a snapshot each year, Spotify Wrapped style, that pulled their specific stats and showed them the difference they were making in the world? What if that was one of your recognition categories on your monthly conference calls, social posts and annual events?

If you are targeting Gen Z or Younger Millennials, you may be incredibly surprised at the loyalty, passion and energy this change can make. And when it comes to retention—nothing is stickier than the belief that YOU matter.

Be Better, Not Boring

When you look at some of the more traditional elements of recognition that we employ in our companies, the bottom line is that most of the historical ways we recognize people, the next generations find…well…boring.

Less than 25 percent of Gen Z and Younger Millennials said that “Mentions on the Company Social Media Pages” or “Being Recognized at a Regional or National Event” would make them feel valued.

That’s not a lot, given how much time energy and expense we put into all of those…especially event recognition. So, if the question is “why,” the answer is two-fold.

One, it’s just not as cool as it once was. The next generations are increasingly looking for things that benefit their families; their communities; and the lives they are building. They are not looking externally for affirmation nearly as much as the older generations. As a commentary on society, awesome! But this shift certainly requires a few pivots as far as our recognition budgets are concerned.

But what’s the second reason? How Insta-Worthy the experience is! The what-used-to-be-ubiquitous pictures on social from all our events: walking across stage; waving flags; getting jewelry, flowers or whatever else—feel like relics from another era. What used to be Facebook fodder is considered cringeworthy by younger generations.

What do they want instead? Experiences. Moments. Magical moments that elevate their personal brand. They want to expose their community of followers to things they haven’t seen; places they haven’t been; and experiences they haven’t had.

We see that from the anecdotal comments from the study as well as the data. The study showed that two of the top three things that would make younger generations feel valued:

• Getting to Go on a Trip to Somewhere Fun and Bring a Guest
• Tickets to Events or Experiences (Concerts, Sporting Events, etc.)

These combined represent the top choice for 69 percent of all generations and 91 percent of Gen Z and Millennials.

Action Item: Scrub those recognition budgets. Reallocate as much as you possibly can to things that are experiential in nature.

So what does that mean in practice? Take a look at all those programs that you have (that used to be super successful) and re-frame them. For example, do you have a “pin program” or something similar where your leaders can earn different rank advancement jewelry, pins, necklaces, watches or jewels embedded in things that denote achievement?

We’ve all been there—and the OGs in our field will never be shy about telling us how much and how hard and how long they worked to get that next thing! Just so they could show it off. But that just doesn’t work anymore. And all too often we feel like these programs are foundational—a part of our culture and history—so it almost feels sacrilegious to think about abandoning them.

It’s not. They were created for a specific moment in time. And they worked. Now they don’t. It’s OK to change.

What if the thing they were working to “complete” or “achieve” were figurative (or literal) passport stamps. How many different states can they earn weekend retreats in? How many different countries can they see because of your company? How many different concerts? Super Bowls, the World Series…whatever it is…keep the “collection” in place—just swap out the elements for things that will resonate even more with today’s seller. And worried about those events? Still recognize…but highlight those achievements instead.

The love language of the younger generation is firmly rooted in experiences. Experiences that enrich their lives and—most importantly—that photograph beautifully. Because if you can’t share it on Instagram…did it really happen?

So that covers the first part of recognition and what makes tomorrow’s sellers feel valued, celebrated and will make them want to stay forever. Please look out for the next article where we jump into all things promotional. What works? What doesn’t? How much is too much? Each generation, as they say, has big feelings on this issue. Can’t wait to share them with you.

WANT TO KNOW HOW ATTRACTIVE YOUR COMPANY IS TO EACH GENERATION? Schedule your Generational Attraction Assessment today, complimentary for DSN Gold and Platinum Supporters.

With 20+ years of cross-functional experience in direct selling, Heather Chastain brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership to the table. Heather has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl. Heather also serves as the Strategic Advisor at DSN and is the Founder & Chief Executive Officer of Bridgehead Collective.

From the January/February 2024 issue of Direct Selling News magazine.

The post GENERATIONAL INSIGHTS / Recognition first appeared on Direct Selling News.

Direct selling has become an increasingly popular avenue for individuals to start their own businesses and earn income. To gain a comprehensive understanding of the perceptions surrounding direct selling, the Direct Sales Generational Engagement Study was conducted by Bridgehead Collective and carried out by The Center for Generational Kinetics, led by President Jason Dorsey.

In this first-of-its-kind study, Bridgehead Collective chose to partner with the Center for Generational Kinetics, which has led more than 100 research studies in all major industries. Their seminal annual study, The State of Gen Z, formed the basis for the best-selling book, ZConomy and has been consistently featured in national and global media including The Wall Street Journal, New York Times, CNN and many more.

I set out to discover America’s perceptions of entrepreneurship, the gig economy and—more pointedly—direct selling. Statistical significance was of ultimate importance in this analysis, so the study represents a wide-sweeping sample that is reflective of America, with an equitable mix of genders, demographics, employment status, education levels and location that allows for a 97 percent confidence level. This study aimed to explore the attitudes, motivations, limitations and beliefs about starting a business in America, as well as uncover perceptions of direct selling, recruiting strategies, onboarding methods, distributor retention and preferred payment structures.

We designed the study to provide actionable insights across 10 key categories:

• Perception of Industry and Channel
• Recruiting and Prospecting
• Motivations and Decision Criteria
• Onboarding and Getting Started
• Training
• Compensation and Value Proposition
• Recognition
• Incentive Trips and Events
• Retention
• Duplication and Role of Team Building

In this series, we are digging deeper into each of these categories, focusing this month on all things Compensation and Value Proposition.

As we shared consistently throughout this series, the news surrounding all generations is that EACH is radically different in how they want to be prospected, talked to and approached about direct selling opportunities. We have highlighted that a “One-Size-Fits-All” approach simply doesn’t work anymore, and that insight continues when it comes to compensation plans and the overall value proposition that each generation sees in direct selling.

Money Changes Everything

Last month highlighted the methods, channels and types of training preferred by each generation. The stand-out insight was the need for a clear, simple roadmap for success. Something that outlines the prescriptive steps to take—but not in any way taking away from the authenticity and spontaneity of a successful direct seller.

The insights we gleaned around compensation were likely the most shocking to me. I mean—really—of all the things I thought each generation could agree on, money would have been at the top of my list. How complicated is money?
The more, the better, right?

Not necessarily.

But let’s start first with what each generation does agree on. We chose to structure this part of the study around what each generation would need to feel like their experience with direct selling was “worth it.” We chose this language because it speaks both to overall satisfaction as well as a judgement on reward vs. effort, a key to retention.

The first question we asked was around what would absolutely convince them to stay at a direct selling business after the first three months. As you might expect…all generations agreed that the number one reason (by a landslide) was getting paid and receiving money in my account.

But what was surprising was when you start to dig into the second and third choices. That’s where the generations diverge in a practical AND philosophical way.

Lending a Helping Hand

Our youngest respondents, Gen Z (18-26), shared that the belief that they are part of a cause or movement would absolutely convince them to stay at a direct selling business after the first three months. The vast majority of this audience listed this reason as the #2 or #3 for their loyalty.

Action Item: Let your charitable light shine. So many of us have great causes at the heart of what we do, and there are entire articles to be written about the collective impact our channel has around the world. But how much do we emphasize this to our newest representatives? Before you skim to the next paragraph after mentally checking this one off in your mind as an “of course we do”….you might want to check!

We did a blind sample of 15 top direct selling companies last July—all of whom have donated more than $1,000,000 to causes they care about. Only two of them shared any information with us as part of the join flow, starter kit, welcome messages, getting started, onboarding or recognition in the first 90 days. Only two. Ensure that you are promoting your cause; celebrating the successes; and showing new folks how they can easily get involved, sooner rather than later!

Show Me the Money

So…what about our Gen Xers and Older Millennials? Well…they had a more practical affirmation for their #2 and #3 things that would absolutely convince them to stay….and it had to do with proof.

Eighty-four percent of Gen Xers reported that seeing the product or service work in their own life was a critical element to their ability to continue to represent a brand. That’s significant—and significantly more than their younger counterparts.

Action Item: Survey new representatives in the Older Millennial and Gen X category within 90 days of joining to ensure they are seeing and feeling the benefit of the product in their own lives! Sounds simple but think how powerful it is.

I’m talking one question—via text—sent asking for a scale of 1-10. Think what you could learn. Those that are 6-10 are happy with the product? You’ve just reminded them of that fact. For those who enter 1-5, think of the incredible opportunity you now have to reach out; show them how much you care; how much you believe in your product; and how important their experience is to you. And if you’re feeling under-resourced—utilize AI tools to save some execution time.

Okay, so that’s the start of the value proposition—what would convince me to stay? Again, while divided on the second and third choices…all generations were united in their declaration that money topped the list.

How much money? That’s where it gets REALLY interesting.

The Magic Numbers

Radical differences emerged when we asked all respondents “how much money would you have to make per month in direct selling to absolutely convince you that it’s worth it.” Me, in all my Gen X smugness, was pretty sure I knew the answer. After all, I’ve long preached that “if the number you’re talking about doesn’t have a comma in it, it’s not a big enough number.”

Well, turns out I was right…but not for everyone. Not by a long shot.

Older generations are significantly more likely than younger generations to believe direct selling is worth it if they make $1,000 or more per month, but younger generations are significantly more likely than older generations to be convinced that direct selling is worth it if they make between $250-$499.

That’s it. Between $250-$499 is the sweet spot for them—vastly different than reflected in the older generations.

Further digging into the data shows that when you talk about an income opportunity of more than $1,000 per month, especially early in the business, younger generations are more than just nonplussed…they are turned off. Their “scam-dar” goes up, and they can’t get to YouTube fast enough to search “Is insertyourcompanynamehere a scam?” And guess what they find then? Nothing good. Don’t look, it will just depress you.

Action Item: Tone all discussion of income down. Way, way down. Phrases like “supplemental income” are your friends. There is no need to give anything other than a realistic picture of what they can reasonably expect to earn in their first few months…along with, of course, a fair picture of the significant effort that they will have to put forth to achieve it.

We only have things to be proud of here, fellow direct sellers! Really. Not only is a modest discussion of income—paid only through the sales of products to end customers—the gold standard of compliance right now, it has the added benefit of being the right thing to do and the shining prize of also being EXACTLY what the next generations want to hear.

What’s in It for Me?

And make no mistake the next generations are looking for additional income opportunities no matter how big or small. Throwback stat from the first in this series: 76 percent of all Americans would like to own their own businesses in the next three years.

In fact, 83 percent of those reported they would choose direct selling if they knew they could make $500 of extra income each month. Imagine if your conversion rates were 83 percent? Your retention rates? That would be needle-moving action—and all for just being transparent, realistic and honest at every opportunity.

Wow Stat: 83 percent of Americans would get involved in direct selling if they knew they could make $500 of extra income each month.

So we’ve established that money is the primary driver—not empty promises of too much money—just a reasonable amount of income for a reasonable amount of effort. But compensation is so much more than just the calculations of overrides and commissions. We have long known the power of using cash bonuses, gifts, travel, experiences and other goodies to round out the full compensation package to ensure each of our sellers feels motivated and inspired each month.

Thank You Very Much

This study probed into exactly what types of performance incentives would make them feel most valued. The top three had a wide margin of victory over all other choices.

There is a really interesting distinction. Cash bonuses for a goal-based incentive trumped “consistent and predictable selling percentage” as a topper!

Action Items: Take a look at the front end of your compensation plan. Is there a simple and easy way to break up your initial selling commission into a combination of flat selling percentage and cash bonuses for milestone achievement? A change here may be simpler and easier than you think and could help you tap into this timely and powerful motivator. Next, trips are increasingly table stakes. Ensure you aren’t overlooking the value of trips and experiences if you don’t already have them in place. And if you do, make sure you are making recognition hay out of it.

Too often, our trips become like wallpaper—rarely commented on during the actual earning period. Make sure you don’t get complacent with promotion of your incentive trips (especially if the earning period is over a year) and ensure that you are keeping those Instagram-able experiences front and center with your field. Remember…it’s only a big deal if we make it a big deal.

So that covers the compensation and “what makes it worth it.” Next month we jump into all things recognition. Bored with your recognition? Most of your field leaders are, too. We’ll share what is really motivating each generation.

WANT TO KNOW HOW ATTRACTIVE YOUR COMPANY IS TO EACH GENERATION? Schedule your Generational Attraction Assessment today, complimentary for DSN Gold and Platinum Supporters.

With 20+ years of cross-functional experience in direct selling, Heather Chastain brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership to the table. Heather has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl. Heather also serves as the Strategic Advisor at DSN and is the Founder & Chief Executive Officer of Bridgehead Collective.

From the December 2023 issue of Direct Selling News magazine.

The post GENERATIONAL INSIGHTS / Compensation first appeared on Direct Selling News.

Direct selling has become an increasingly popular avenue for individuals to start their own businesses and earn income. To gain a comprehensive understanding of the perceptions surrounding direct selling, the Direct Sales Generational Engagement Study was conducted by Bridgehead Collective and carried out by The Center for Generational Kinetics, led by President Jason Dorsey.

In this first-of-its-kind study, Bridgehead Collective chose to partner with the Center for Generational Kinetics, which has led more than 100 research studies in all major industries. Their seminal annual study, The State of Gen Z, formed the basis for the best-selling book, ZConomy and has been consistently featured in national and global media including The Wall Street Journal, New York Times, CNN and many more.

I set out to discover America’s perceptions of entrepreneurship, the gig economy and—more pointedly—direct selling. Statistical significance was of ultimate importance in this analysis, so the study represents a wide-sweeping sample that is reflective of America, with an equitable mix of genders, demographics, employment status, education levels and location that allows for a 97 percent confidence level. This study aimed to explore the attitudes, motivations, limitations and beliefs about starting a business in America, as well as uncover perceptions of direct selling, recruiting strategies, onboarding methods, distributor retention and preferred payment structures.

We designed the study to provide actionable insights across 10 key categories:

• Perception of Industry and Channel
• Recruiting and Prospecting
• Motivations and Decision Criteria
• Onboarding and Getting Started
• Training
• Compensation and Value Proposition
• Recognition
• Incentive Trips and Events
• Retention
• Duplication and Role of Team Building

In this series, we will be digging deeper into each of these categories, focusing this month on Recruiting and Prospecting as well as Motivations and Decision Criteria. As we shared in last month’s issue, the news surrounding all generations is that their perception of our industry is actually far more positive than we sometimes think it is.

One Approach Does Not Fit All

An element that was a recurring theme in this study was how differently each generation responded to each key insight area. On one hand, that shouldn’t be surprising. However, I am struck by how often we, as an industry, tend to approach all prospects and distributors with one voice, one message, one point of view.

The data shows that a radically different approach is required. Each generation has distinct (and often competing) preferences, decision criterion and motivators. These differences were on full display when considering recruiting and prospecting.

The study took a comprehensive look at all facets of sponsoring including probing each generation for where, how, from whom and in what forum they wanted to hear about the earning opportunities that we provide.

We started first with finding out how comfortable each generation was learning about direct selling opportunities across a whole range of different scenarios. Options for them to rank included: a discussion with a friend or family member already involved; video or series of videos on YouTube; automated on-demand portal; group discussions; in-person meetings as well as several others.

Not surprisingly, the highest ranked selection with 74 percent of all generations choosing it as their top answer was learning about the business from someone they know already working it. BUT, coming in just one percentage point behind, was—wait for it—learning about the opportunity from a video or series of YouTube videos. When you isolate just Gen Z and Younger Millennials that increased to the top spot by a wide margin with over 85 percent of those generations indicating that was their preferred choice.

Action Item: Take a hard look at your YouTube channel. Don’t have one? Start one now!

The least preferred place to meet? A full 35 points behind the number one choices: meeting one-on-one or in a small group in a coffee shop or restaurant. This beloved and much-trained-upon method was deemed “old-school” and “cringey” across the board.

Action Item: Scrub your training materials for suggestions to schedule a 1:1 in person as a great prospecting tool. Maybe five years ago, but not today!

Then, we looked to understand what tools or resources they would find most helpful when first making the decision to join. This was intended to get us all some answers for how to best create/re-create those opportunity “leave-behinds.” Turns out, the highest scoring item for conversion was a one-to-three-month written roadmap for success. That was more pivotal in any decision making than success stories, income claims and projections, videos, brochures or even product samples. The only generation that didn’t rank this first was Gen Z. They wanted to see examples of people in their age range that had found success. So—sort of the same principle—but they wanted that roadmap to come from someone they could consider a peer.

Action item: Ditch the opportunity brochure. Create a one-page roadmap to success instead.

What Really Moves the Needle

Okay, so every generation has now been approached and provided with a roadmap for success…but what are they really looking for from us? We asked them what the biggest benefit was that they saw in direct selling. Again, the number one reason was sort of obvious—make extra money, of course! But second and third were a virtual tie between having control over when and where they worked and getting paid weekly. Weekly pay is a key benefit and decision driver.

Bringing up the bottom of that list were some old-school favorites that we may want to rethink how much we focus on, such as getting to attend celebrity events, keynote speakers and the opportunity to get recognized for their success.

Wow Stat: 75% of all generations and 92% of Younger Millennials were more likely to join a company that supported a social cause that they believed in and pointed to that as a key decision factor.

So, what will help them make that final decision? There are two major drivers that showed up as factors that would OVERCOME any skepticism they might still feel over joining.

1. A cost to get started UNDER $100
2. Generating sales and income in first month of business

This “less than $100” showed up clearly in all generations but particularly for Millennials.

Action Item: Take a look at those starter packs and your overall cost of entry. In all cases—regardless of generation—having an option less than $100 is critical for success.

Stay Focused (and Stay in Touch)

The Direct Sales Generational Engagement Study, conducted by Bridgehead Collective, sheds light on the perceptions of direct selling across different generations. It reveals varying levels of interest and motivations among different age groups; highlights effective recruiting strategies; emphasizes the importance of onboarding and retention strategies; and explores the significance of community in fostering success as a direct selling distributor.

By understanding these generational perspectives and using the information to precisely position all facets of your business, you can tailor your approaches to attract, engage and retain distributors effectively.

Next month we will walk you through Onboarding and Getting Started and share the shocking (yes, I said shocking) insights on how each generation—especially those Young Millennials and Gen Zers—want to engage with your company. I promise you it’s not how you think!

With 20+ years of cross-functional experience in direct selling, Heather Chastain brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership to the table. Heather has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl. Heather also serves as the Strategic Advisor at DSN and is the Founder & Chief Executive Officer of Bridgehead Collective.

From the September 2023 issue of Direct Selling News magazine.

The post GENERATIONAL INSIGHTS / Recruiting & Prospecting in Direct Selling first appeared on Direct Selling News.

Direct selling has become an increasingly popular avenue for individuals to start their own businesses and earn income. To gain a comprehensive understanding of the perceptions surrounding direct selling, the Direct Sales Generational Engagement Study was conducted by Bridgehead Collective and carried out by The Center for Generational Kinetics, led by President Jason Dorsey.

In this first-of-its-kind study, Bridgehead Collective chose to partner with the Center for Generational Kinetics, which has led more than 100 research studies in all major industries. Their seminal annual study, The State of Gen Z, formed the basis for the best-selling book, ZConomy and has been consistently featured in national and global media including The Wall Street Journal, New York Times, CNN and many more.

I set out to discover America’s perceptions of entrepreneurship, the gig-economy and—more pointedly—direct selling. Statistical significance was of ultimate importance in this analysis, so the study represents a wide-sweeping sample that is reflective of America, with an equitable mix of genders, demographics, employment status, education levels and location that allows for a 97 percent confidence level. This study aimed to explore the attitudes, motivations, limitations and beliefs about starting a business in America, as well as uncover perceptions of direct selling, recruiting strategies, onboarding methods, distributor retention and preferred payment structures.

We designed the study to provide actionable insights across 10 key categories:

• Perception of Industry and Channel
• Recruiting and Prospecting
• Motivations and Decision Criteria
• Onboarding and Getting Started
• Training
• Compensation and Value Proposition
• Recognition
• Incentive Trips and Events
• Retention
• Duplication and Role of Team Building

In this series, we will be digging deeper into each of these categories, starting right now with Perception of Industry and Channel.

The good news (and alternative title for this article) is “They Don’t Hate Us.”

I say that somewhat tongue-in-cheek given what have felt like pretty significant headwinds on our category, industry, who we are and even what we call ourselves. The data tells a different story. But before we get into that, let’s just review what the study showed about starting a business in general.

Perceptions Around Starting a Business

The study revealed that half of Americans expressed interest in starting their own businesses within the next five years. Younger Millennials, in particular, showed a significantly higher likelihood (63%) of pursuing entrepreneurship. Men were also more inclined (59%) compared to women (41%), and individuals with a graduate degree showed the highest likelihood (71%) of venturing into entrepreneurship. Furthermore, 76% of Americans expressed a desire to own their own business within the next three years, with younger Millennials exhibiting the highest aspiration rate (83%).

That’s a lot of potential new people interested in doing what we do. But what kind of business? Interestingly, approximately 42 percent of Americans reported having considered working in the direct selling industry. Notably, Gen Z (18-26) and younger Millennials (27-35) displayed a greater inclination towards direct selling, both in terms of considering it as a career option and actively working within the industry.

WOW STAT: 60% of Americans think owning their own business is harder than being an employee at a business.

But what about direct selling? We have long heard about the negative perception this channel has, particularly among the next generation of direct sellers.

Again (sensing a theme here?) the data tells a different story. But in an industry that has been playing the “name game” for quite some time (direct selling, social selling, digital selling, affiliate marketing, referral marketing, social marketing and on and on), so we decided to test them all! Which of these, if any, had a negative perception and which did not.

Americans have the most positive perception of:

• Digital Marketing (60%)
• Referral Marketing (58%)
• Direct Selling or Direct Selling Industry (55%)

Did you see that….55+ percent of all Americans have a Positive or Very Positive perception of Direct Selling. The only category of business that scored less than 50 percent positive was Multi-Level Marketing, but we can’t really pretend to be surprised by that, can we?

This is great news, everyone. That means that we don’t have as much resistance to the very language that describes what we do as we may have thought.

Where it really gets interesting is when you break it down by generation. Younger generations, especially younger Millennials, have a significantly more positive perception of all direct selling businesses or categories tested compared to older generations.

And look at those Younger Millennials—across the board—significantly more positive than any other generation about our industry. No matter what we call it.

So, ultimately what does this mean? Words matter. Precise positioning of our opportunity, using language that resonates based on the specific and targeted generation you are trying to attract can radically improve the effectiveness of your messaging and your results.

Next month we will explore the ever-critical world of Recruiting and Prospecting and learn how each generation wants to hear about your business opportunity: in what setting, with what technology and using what words!

Spoiler alert: Digital is not the all-powerful solution we tend to think it is with the younger generations!

Words That Resonate

The Direct Sales Generational Engagement Study—conducted by Bridgehead Collective—shed light on the perceptions of direct selling across different generations. It revealed varying levels of interest and motivations among different age groups; highlighted effective recruiting strategies; emphasized the importance of onboarding and retention strategies; and explored the significance of community in fostering success as a direct selling distributor.

By understanding these generational perspectives—and using the information to precisely position all facets of your business—you can tailor your approaches to attract, engage and retain distributors effectively.

With 20+ years of cross-functional experience in direct selling, Heather Chastain brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership to the table. Heather has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl. Heather also serves as the Strategic Advisor at DSN and is the Founder & Chief Executive Officer of Bridgehead Collective.

From the July/August 2023 issue of Direct Selling News magazine.

The post GENERATIONAL INSIGHTS / Perceptions of Direct Selling first appeared on Direct Selling News.

A first-of-its-kind study details how every generation of Americans across all genders, geographies and socio-economic levels perceive, engage with and measure success and opportunity in direct selling.

Times have changed, but in the direct selling channel executives can easily assume (read: hope) that some things never will.

That belief was challenged last year when Jason Dorsey, President of the Center for Generational Kinetics (CGK), presented his generational research at Direct Selling University. Generational research identifies differences between generations in underlying motivation, actions, behavior and predictable tendencies. And while his findings illustrated how deeply the generational divide impacts how people perceive and engage with the world around them and detailed how companies cannot simply rely on one messaging style to effectively reach all ages, all the insights were borrowed from research done in other industries. As I dug deeper into this game-changing topic, I quickly discovered that no generational study of any significance had ever been done just for the direct selling industry.

As a (ahem) seasoned executive and the founder of Bridgehead Collective, a firm founded to help companies in the channel innovate, form and execute strategic plans in a dynamic digital environment, I know the importance of well-researched data. Operators at our core, we use data to help companies maximize every dollar spent. Data is the foundation for determining how to allocate investments; where to leverage human power to lead through change; how to identify and overcome internal and external obstacles to growth; and how to decide which strategies will have the most robust impact on measurable results. That’s why, as I listened to Jason, I knew that we needed to harness the power of original generational research in a way that would specifically analyze the direct selling industry. If we want answers that we’re willing to dedicate all our resources towards, then we must do the research. As much as we’d like to think we’ve been around long enough to have all the answers, we often need to reach out to those who actually do.

New Generation-Specific Strategies

In a first-of-its-kind study, Bridgehead Collective chose to partner with the Center for Generational Kinetics, which has led more than 100 research studies in all major industries. Their seminal annual study, The State of Gen Z, formed the basis for the best-selling book, ZConomy and has been consistently featured in national and global media including The Wall Street Journal, New York Times, CNN and many more. I set out to discover America’s perceptions of entrepreneurship, the gig-economy and, more pointedly, direct selling. Statistical significance was of ultimate importance in this analysis, so the study represents a wide-sweeping sample that is reflective of America, with an equitable mix of genders, demographics, employment status, education levels and location that allows for a 97 percent confidence level.

When we launched the study, my biggest fear was that I would spend a year immersed in this process, only to resurface with findings that were predictable. I anticipated a year full of “Well, as we suspected…” but instead, I was thrilled by the differentiated and potentially game-changing nature of our results, and I think you will be too.

We designed the study to provide Actionable Insights across 10 Key Categories:

• Perception of Industry and Channel
• Recruiting and Prospecting
• Motivations and Decision Criteria
• Onboarding and Getting Started
• Training
• Compensation and Value Proposition
• Recognition
• Incentive Trips and Events
• Retention
• Duplication and Role of Team Building

What did we learn? So, so much! Every generation has strong feelings about how we recruit, onboard and train. That maybe we knew. But no two generations are remotely the same in what motivates them to want to stay in or leave a business. In fact, as we looked at the data, it was common to see results that were significantly polarized. Each of these 10 key categories provided new, actionable insights that every marketing, sales, field communication and compensation team will want to design around. Following are just a few of these standout insights from one of those categories.

Leading with a one-size-fits-all approach is from a bygone era; I don’t think anyone is still stuck in that model. But many companies are still relying on a historical positioning of the direct selling opportunity that doesn’t really fit anymore. We must consider just how much perceptions have shifted and strategize with generational chasms in mind.

What we need is a new roadmap.

Precision Messaging

It’s common to hear direct selling executives and field leaders say they are eager to pursue Gen Z. They are the next generation of customers, after all, and represent the threshold to what’s next. In an effort to court the youngest shoppers, however, brands can jump on trend bandwagons that have the opposite effect for older generations, effectively alienating their already loyal customers and distributors in the Gen X and Millennial age brackets.

The key, then, is to deliver our messages with precision. No two generations have the same preferences, experiences and motivations, so our messaging shouldn’t either. We need to become students of generational divides, knowing how to fine-tune our communications so that they speak the language of each specific customer and what our sellers want to be called for maximum credibility (Spoiler alert: it’s not Ambassador).

This will create the trust we need with each generation to ensure our messages are heard, understood and embraced. With the right data, it’s possible to truly reach everyone by refining our audience and tailoring our messages for maximum impact.

The Sweet Spot of Opportunity

The good news is, across the board, Americans are generally interested in starting their own business. Even better, a whopping 42 percent have considered working in the direct selling industry. If we stopped there, we might be misled to think that a large segment of every generation is ready to receive the direct selling opportunity without reservation.

When we dig deeper, we find that Gen Z (ages 18-26) and younger Millennials (ages 27-35) are significantly more likely than older generations to be working or to have considered working in the direct selling industry. However, older Millennials (36-43) and Gen X (44-55) are much more likely than their younger counterparts to have never considered working in the direct selling industry.

In fact, the study told us that younger generations, especially younger Millennials, not only have a significantly more positive perception of direct selling compared to their older counterparts, they’re also considerably more comfortable learning about the opportunities it can offer.

From this survey question, another statistic was buried within the data that took us by surprise: men are 11 percent more likely than women to have a positive perception of direct selling and seven percent more comfortable learning about a direct selling opportunity.

For years, many direct selling brands have spent their energy courting Gen Z women shoppers and mom-preneurs, but the data is telling us that Young Millennial men, ages 27 to 35, are potentially our biggest missed opportunity.

If we use precision messaging, we can advance recruiting in this demographic while also tailoring our communications with the older, more skeptical demographic in a way that speaks to their doubts and concerns.

Barriers by Generation

Being an entrepreneur is no easy task, so it’s no surprise that high startup costs (54%) and failure itself (46%) are the biggest barriers Americans face when considering a new business venture. But those challenges increase as we step into the direct selling genre.

Taking all ages into account, 46 percent of Americans who have a negative perception of direct selling just have a general belief that the industry is a scam or predatory, and 43 percent are convinced they would have to get their friends to buy something in order for them to be successful.

These are big numbers that represent big barriers for any prospective distributor or customer. How can we reposition our messages to assuage these beliefs?

By digging into the data. Our study exposed exactly what words to use to overcome these barriers; how to position the opportunity; where and how to reach them; and the most effective language to use for each generation.

Once we’ve addressed these gateway obstacles, we need to consider how Americans want to be approached with the opportunity. Most generations prefer an in-person conversation with a family member or friend—surprisingly, 70 percent or more of Gen Z and all Millennials favor this method.

What no generation preferred was a group discussion led by a distributor. Group meetings, whether on Zoom, at an event or in a coffee shop, scored low across the board. There was one caveat: Younger Millennials were the most receptive of all generations across a number of categories and approaches.

This was one of the most surprising insights from the entire study. Younger Millennials don’t really care where or how they learn about direct selling. They simply want to hear about it, even more than we might have thought.

What’s Their Win?

Making extra money is by far the biggest benefit Americans seek when getting involved as a direct selling distributor. From there, having control over when and where work happens (43%) was a strong driver.

For older generations, getting paid weekly significantly influences their likelihood of engaging in the direct selling industry, while younger generations prioritize learning new skills that can be used in their daily lives and building their influence and impact.

Money is the best and most welcomed benefit by a long shot, and getting paid and receiving money is what makes people want to stay working in the industry. In fact, it’s the highest predictor of whether or not an American would choose to keep working their business after the first three months.

While this is obvious, there is more to the story. In a generation-specific analysis, we see that Gen Z is also deeply impacted by a belief that they are part of a cause or movement, and that helping at least three other people get started would absolutely convince them to stay at a direct selling business after the first three months, significantly more so than older generations. For Gen X, it’s all about getting paid and seeing the product or service they’re selling work in their own life.

How Much Is Enough?

We have all been reframing our business opportunity in increasingly compliant ways, referring to “extra or additional or supplemental income” instead of a specific dollar or some other atypical earnings amount. The problem though is that this general approach to pitching opportunity will mean different things to different people. However, now, with this research, we know for the first time how much money “additional or extra or supplemental” income really is. An extra $500 a month is enough for 83 percent of Americans to say they would get involved in direct selling, but the exact amounts vary significantly by generation. For older generations, $1,000 or more in the first month convinces them that direct selling is worth it. For younger generations, that number is only $250-$499 and the mention of more than $1,000 can raise red “ick-factor” flags that will deter them from ever joining! We have the data to show you why.

Much to my surprise, cash bonuses for hitting certain sales thresholds beat out a simple consistent selling percentage as the number one preferred performance incentive across the board. In contrast to Gen X and older Millennials, younger generations valued recognition in front of their peers or at a national or international meeting as a highly effective performance incentive.

It’s important to take note that respondents rated some of the most common industry recognition tools as the least likely to make them feel valued as a distributor, which when armed with this data, should have some of you rethinking how you recognize on social or those increasingly ubiquitous give-back trips.

Unlock Untapped Opportunity

The study clearly shows us that generations perceive this industry in vastly different ways than we may have thought.

The often-touted homogeneous, funnel marketing technique may appear more efficient, but this study proves that it is likely also less effective. We must balance efficiency with effectiveness. When we think about investment, we need to also think about changing the lens with which we’re viewing that investment. What’s a bigger spend: one cheaper, ineffective communication approach or a multi-pronged message that may cost more but delivers results?

For instance, if you want to go after younger Millennials, talk about the opportunity to earn an extra $250 a month and offer them a trusted guide to help them develop the skills they need. If you want to go after Gen X, focus on the potential to earn an extra $1,000 a month and the efficacy of your products.

There are wide bands of Americans that genuinely want and are looking for what we have to offer. All of the insights above were from just one of the 10 categories of questions, and they all offer equally insightful and actionable data we can apply to every facet of our businesses. When we fine-tune our target market and let the data guide our message there is vast opportunity waiting to be unlocked.

Want to learn more? Join us at the DSN Deep Dive event happening Friday, May 19 in Flower Mound, Texas. Jason and Heather will share their biggest surprises from this game-changing research and provide key action items to keep your messaging and methods on point for each generation. They will also be joined at the event by direct selling and social selling executives.

With 20+ years of cross-functional experience in direct selling, Heather Chastain brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership to the table. Heather has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl. Heather also serves as the Strategic Advisor at DSN and is the Founder & Chief Executive Officer of Bridgehead Collective.

From the May 2023 issue of Direct Selling News magazine.

The post Direct Selling’s Roadmap of the Future­—Precision Positioning first appeared on Direct Selling News.

Direct selling executives need insight and fresh ideas now more than ever before. In one of the most challenging years in direct selling history, leaders faced continued lockdowns in certain markets, changing consumer behaviors, a tense regulatory environment and lingering supply chain issues.

To provide practical solutions, Direct Selling University enlisted more than 25 of the industry’s leading executives to share unique perspectives and new approaches regarding some of the most complex issues facing the channel today.

We kicked off DSU with the CEO Forum, one of our highest rated events, and had 75 executives in the room representing $43 billion in revenue,” said Stuart Johnson, Chief Executive Officer of Direct Selling News, Direct Selling Partners and NOW Tech. “We talked about omnichannel strategies, fighting field fatigue (our industry’s version of quiet quitting), attracting the next generation, industry reputation and the rise of affiliate models in the marketplace.”

Johnson cast vision for attendees, calling them to move beyond customer-centric thinking to becoming customer-obsessed. Following his lead, speakers provided tangible ways to improve customer conversion rates, improve salesforce morale, upgrade training systems, drive revenue and create authentic connection with customers.

“DSU gives leaders the chance to open their minds to a bigger picture,” Johnson said. “This event exists to share knowledge, future trends and success stories that inspire, challenge beliefs and spark change. I’m confident that every executive left the event with at least one game-changing idea or initiative to take back to their teams.”

Addressing Amazon

Amazon. The eCommerce goliath has been the elephant in the room for years, and for the first time, Direct Selling University tackled the challenge head-on. Without shying away from the complexities of the issue, DSU offered multiple opportunities for participants to listen and learn from experts about how to alter their approach to what is arguably the industry’s biggest competitor.

Blake Mallen, Author, President of Prüvit, delivered the most talked about speech of the event, as well as a break-out workshop session that drew more than 150 attendees, discussing his proven Amazon strategy.

“A lot of customers buying on Amazon assume they are buying from the company directly, and when they receive a damaged or expired product, they’ll either blow up the support team with their complaints or—worse—blast Amazon with negative reviews,” Mallen said. “This stuff can cause serious potential long-term damage to our brands. When you share the message that anyone can start today with the same opportunity to change their life, but when there are different prices for different people, it can erode the very heart of what our channel stands for.”

Continuing the event’s conversation about how to become customer-obsessed, Mallen explained the importance of setting an intentional Amazon game plan, telling attendees that winning the Amazon game begins with controlling their brand’s footprint on Amazon.

“This is not the future—this is the present,” Mallen said. “Amazon is a key part of the customer journey today, which means this cannot be ignored. This is something we as a channel need to do not only for our companies—but for our communities—and make the shift our industry really needs.”

Rudy Revak, Founder and Chairman, Xyngular, reminded leaders of the importance of taking care of new distributors and helping the sales force stay persistent and positive.

Shelley Rojas, Chief Brand Officer, Direct Selling News, and Heather Chastain, Founder and Chief Executive Officer, Bridgehead Collective and Direct Selling News Strategic Advisor, announced a new social community platform for DSN Supporters, as well as a new entry-level of Support, the Advocate, that will enhance the user experience and open up becoming a part of Direct Selling News to many more companies.

Magnus Brännström, President & Chief Executive Officer, Oriflame, focused on the ways the pandemic impacted work trends and how Oriflame reorganized its brand experience structure to improve the product, customer, digital, social selling and employee culture experiences.

Lynne Coté, President and Chief Executive Officer, Princess House, and Laura Beitler, Chief Global Sales Officer, Rodan + Fields, in a conversation with Heather Chastain, discussed the importance of transparency in creating alignment between the home office and the field in the midst of change and challenges.

Dan Macuga, Chief Communications and Marketing Officer, USANA, illustrated the power of their “Start Something” campaign and offered a how-to for companies wanting to create similar initiatives that drive customer engagement, loyalty and connection.

Amber Snow, Director of Diversity, Equity & Inclusion, Amway, shared how executives can make DE&I more than just a buzzword in their companies by facing the fact that people of color make up only 14 percent of direct selling representatives and persuaded leaders to make a commitment to listen, learn and act.

Amanda Tress, Founder and Chief Executive Officer, FASTer Way to Fat Loss, shared the simplicity of her company’s one-tier micro-influencer marketing model, and why she believes it could be a powerful strategy for companies fearing FTC scrutiny and enhanced regulations.

Glenn Sanford, Founder, eXp Realty, Chief Executive Officer, eXp World Holdings and SUCCESS, in an interview with Stuart Johnson, discussed the strategy behind eXp Realty’s hypergrowth and why a focus on agent experience has built a collaborative culture that drives value.

Wayne Moorehead, Marketing and Branding Expert and Host of the Direct Approach Podcast, in an interview with Stuart Johnson, reflected on the hot topics and trends discussed during interviews with leaders from 30 different companies who represent $30 billion in revenue.

Russ Moorehead, Chief Marketing Officer, Nu Skin, exposed five myths direct selling companies often fall prey to, and why the latest shopping trends give direct-to-consumer companies a significant advantage.

Patrick Wright, Chief Executive Officer, AdvoCare, gave a behind-the-scenes look at the company’s 2019 FTC settlement and described how seeing limitations as opportunities has allowed AdvoCare to increase its customer conversion rate by 10x while better serving their affiliates.

Jesse McKinney, Co-Founder and Chief Executive Officer, Red Aspen, shared a sneak peek into the company’s 2023 strategy, including four pillars—sustainability, technology initiatives, Tik Tok-style training videos and a new Gen Z-focused product category—all inspired by her experience at DSU Spring 2022.

Nick Martinez, Top Distributor, Prüvit, encouraged industry leaders to embrace distributors who are building influence instead of recruiting and why consistently creating social media content can be the key to unlocking top earner potential.

Noah Westerlund, Executive Vice President, NOW Tech, in a conversation with Wayne Moorehead, discussed the importance of Quick Commerce and long-form landing pages to increase conversion rates.

Michele Gay, Co-Founder & Chairwoman, LimeLife by Alcone, described the toll the pandemic took on women especially, and how the Three Laws of Performance helped her sales field and staff overcome the fixed mindsets and patterns of excuses that two years of living in a socially distanced world had created.

Ben Riley, President, Young Living, reminded participants of the importance of disruption and how direct selling leaders can leverage small-scale innovation and strategic change management to outsmart gig economy competitors.

Brandy Huyser, Director of XS Energy and Next Gen Strategy, Amway/XS, reflected on 20 years of adventure as the XS Energy brand built momentum by upending business-as-usual at Amway, staying focused on the field, controlling the supply chain through local manufacturing and creation and designing a youth-driven culture.

Jason Dorsey, President, Center for Generational Kinetics, Speaker and Researcher, offered a sneak peek at the first-ever generational research study conducted in direct selling that he will be leading for Direct Selling News to uncover how to quickly connect with, build trust and drive influence across generations.

Gina Ghura, Chief Marketing Officer, MONAT, offered advice for building consumer love through relationship building, personalized customer experiences, distinctive product offerings and a compensation plan that rewards customer acquisition and retention.

Rajneesh Chopra, Chief Commercial Officer, Immunotec, shared how the company invested in technology and opened new markets and manufacturing facilities during the pandemic, resulting in tremendous growth that is moving them forward in the midst of a cooling economy.

Garrett McGrath, President, ANMP, talked about the power of tiny gains and how improving by one percent every day in the areas of customer retention, community building and compensation strategies can build unstoppable momentum.

Dana Roefer, Author, Entrepreneur and Direct Selling Strategist, highlighted takeaways from her book Shopping Social and shared how education is crucial for helping consumers understand how social shopping can connect them with products that support their best life.

Darnell Self, Executive Vice President of Network and Business Development, PPLSI, shared his insights as both a field leader and industry executive, shining a light on the undervalued priorities of effective communication and a healthy team culture.

Gordon Hester, General Manager Sales, North America, PM-International AG, explained how culture is the biggest differentiator in business, and why focusing on revenue drivers and profitability can prevent feelings of entitlement and division within the field.

Must-See (In-Person) Events

The energy of this DSU—the first in-person fall version ever held—was inspiring, and the feedback received was overwhelmingly positive—making this Direct Selling University one of the most successful to date.

Planning for the next DSU event in April of 2023 in Frisco, Texas is underway, and the momentum and excitement is already building.

From the December 2022 issue of Direct Selling News magazine.

The post DSU Fall 2022: Lessons for an Evolving channel first appeared on Direct Selling News.

After a multi-year hiatus, Direct Selling University was back in-person at the Omni Hotel in Frisco, Texas, infused with more energy and excitement than ever before. The educational and networking opportunity, which has been held virtually during the pandemic, offered experience-based, high-impact insight into everything from improving communication and onboarding practices to the importance of sustainability and diversity.

“Being back in person for the first time in three years was incredibly energizing,” said Shelley Rojas, Publisher and Chief Brand Officer for Direct Selling News. “The human connectivity and interaction reuniting with our in-person attendees was inspiring and a lot of fun.”

Headlining the event was Jason Dorsey, author, speaker, researcher and President of The Center for Generational Kinetics, who shared an extensive data-backed look at the generational trends in consumer purchasing, recruitment, communication and engagement. His keynote address inspired an enthusiastic conversation among attendees about how companies can leverage their culture, technology, digital footprint, messaging tactics and customer service strategies to successfully reach even more people.

“It’s always important to have outside, expert perspectives to help everyone learn, grow, stretch and evolve individually and as a channel,” Rojas said. “Jason’s insights and research on generational trends are fascinating.”

Technology was by far the most discussed category among the generational divides, with Dorsey highlighting how each age group interacts with online platforms in unique ways. By honoring every generational segment within the industry, from Gen Z to Baby Boomers, and acknowledging their separate needs and preferences, Dorsey illustrated how the channel has the opportunity to become not only more relevant, but more effective as well.

“Direct selling has and will always be a people business,” Rojas said. “The more companies focus on how to understand and embrace people from every generation for their strengths and communication styles combined with diversity, equity and inclusion efforts in their decision making and culture building, we believe significant shifts and evolution can happen.”

Edify and Inform

This year’s lineup featured more than 30 speakers from top performing direct selling brands, rising stars within the industry, marketing experts and innovators, with thought leaders and top executives from companies around the world gathered to network, learn and share insights throughout the two-day event.

“At DSN, we strive to edify, inform and educate the channel and the executives that lead it,” said Stuart Johnson, Direct Selling News Founder and CEO. “Direct Selling University serves as a strong foundation for that goal by bringing together some of the channel’s most prominent executives, champions and thought leaders. We create an open, transparent environment that’s designed to foster the sharing of ideas and best practices for the betterment of direct selling as a whole.”

Carrying that mission beyond the event, Direct Selling News also shared its new opportunities for connection, through the DSN VIP Community, a fully customizable text messaging platform that sends news alerts based on user preferences, and the DSN Membership Program, which provides exclusive training and educational opportunities to keep corporate staff members one step ahead with the most important trends and breaking news.

“We’re in the midst of a strategic renaissance here at Direct Selling News and are eagerly looking for ways to share practical solutions to common challenges with the executives who are leading the future of this channel,” Rojas said.

Jason Dorsey, Author, Speaker and President of The Center for Generational Kinetics, brought decades’ worth of data to the stage, sharing the generational angles that no one is talking about and how paying attention to the differences in these segments can help companies future-proof their businesses.

Stuart Johnson, CEO, Direct Selling News, Direct Selling Partners & NOW Technologies, pointed out how the pandemic accelerated trends that were already in motion within the industry and how the channel can use sampling and referrals to capitalize on that customer-centric momentum.

Rolf Sorg, Founder & CEO, PM-International, illustrated how he used solution-oriented thinking to find opportunity within the challenges of the past year to exceed $2 billion in sales.

Sarah Shadonix, Founder & CEO, Scout & Cellar, shared some of her young company’s biggest mistakes and how learning from previous fumbles can help leaders build better businesses.

Brian Underwood, Co-Founder & CEO, Prüvit, and Terry Lacore, Founder & CEO, Lacore Enterprises, in a Q&A panel with Wayne Moorehead, Host of The Direct Approach Podcast, explained how their innovative partnership with Sunbasket is driving consumer engagement while building cost-effective and simple onramps for complicated products that develop loyal customers.

John Parker, West Region President and Chief Sales Officer, Amway; Mark Pentecost, Founder & Chairman, It Works!; and Tarl Robinson, Founder & CEO, Plexus Worldwide, participated in a panel led by Stuart Johnson, and shared why investing in growth amid incredible momentum is critical; offered an inside look at Amway’s approach to sustaining an entrepreneurial culture while leading one of the most well-known brands in America; and how to embrace every phase of a company’s growth.

Ami Perry and Noah Westerlund of NOW Technologies leveraged their data analytics to illustrate how to improve adoption of digital platforms and increase recruitment and retention numbers.

Russ Fletcher, Chief Executive Officer, Xyngular, taught a Personal Development 101 course on stage, sharing how to involve distributors through quick, digital engagements while monitoring perceived value.

Shelley Rojas, Publisher and Chief Brand Officer, Direct Selling News, shared the many free resources available to direct selling executives to connect with breaking news, inspiring stories and education to find answers to everyday leadership challenges through DSN’s VIP community and vast masterclass archives with the DSN Membership Program.

Mike Lohner, President and Chief Financial Officer, Direct Selling Acquisition Corporation, provided an update on the first special purpose acquisition company entirely focused on the direct selling channel and traded on the New York Stock Exchange, including its overwhelmingly positive reception on the market that resulted in raising $230 million.

Kelly Bellerose, Senior Vice President, 4Life, used data from recent studies to explain how vital imagery is for brand communications and why cohesion through consistency, familiarity and repetition can form a brand language that draws in customers in a way that text alone never could.

Debbie Bolton, Co-Founder, Norwex, told the story of how she switched her mindset from a perspective of building a dynasty to creating a legacy, and how leading with the future in mind has helped her company stay relevant.

Daniel Picou, Founder and CEO, Vasayo, discussed lessons learned during international expansion into China, and how to build a sustainable business through steady growth built on customer loyalty and a flexible leadership team.

Kindra Hall, Author, Speaker and Storytelling Expert, explained why the stories we tell ourselves can limit our success, and offered an action plan for transforming the lives of potential superstar leaders by teaching them how to change their own storytelling.

Jesse McKinney, Amanda Moore, Genie Reese, Co-Founders, Red Aspen, interviewed by Heather Chastain, Founder & CEO, Bridgehead Collective and new Strategic Advisor at DSN, shared how they drive engagement through constantly refreshing their product offerings and why sharing all of their marketing assets and training materials publicly has decreased skepticism.

Kevin Guest, Chairman & CEO, USANA, talked about how 30 years of successful business has illustrated the importance of focusing on active customer counts rather than revenue to maintain the overall growth and long-term sustainability of a company.

Sinan Tuna, CEO North America, Farmasi, shared his perspective as a Gen Z leader and how his company has crafted a winning expansion strategy by being nimble, responsive and fast moving.

Wayne Moorehead, Marketing, Brand Strategy & Direct-to-Consumer Industry Expert and Host of The Direct Approach podcast, discussed the changing competitive landscapes direct sellers operate in and how companies can deliver a timely, relevant message across a growing array of customer touchpoints.

Katy Holt-Larsen, President and CEO, Kyäni, talked about how to take the industry to the next level by fighting back against “business as usual” and casting a resilient vision.

Stuart MacMillan, President, MONAT, pointed out the uniqueness of the channel and how an unwavering commitment to acquiring and satisfying customers is the best engine for growth and an effective defense against an ever-changing regulatory environment.

Crayton Webb, Founder & CEO, Sunwest Communications, shared lessons from pop culture about crisis preparedness and how quick, clear communication can prevent damage to a brand’s reputation.

Kirsten Aguilar, Executive Vice President of Global Marketing and SeneCare, SeneGence, shared how they have leveraged a collaboration with distributors who have massive social media followings to promote products in a budget-friendly, viral way.

Paul Adams, Founder & CEO, Adams Resource Group, offered a blueprint for how to create, own and defend your company culture.

Deborah K. Heisz, Co-CEO, Neora, explained the importance of leading rather than reacting in a crisis and shared the key components of their success amid a lengthy battle with the FTC.

Heather Chastain, Founder & CEO, Bridgehead Collective, encouraged leaders to manage field expectations through realistic stories and thoughtful transparency to help them reach their goals.

Kindsey Pentecost, Chief Marketing Officer, It Works!, shared how authenticity, caring for their corporate team as well as the field, being willing to fail, and aligning their culture with their brand accelerated their growth and gave them a competitive advantage.

Don Thompson, President, LegalShield, discussed the challenges of being an established subscription-based service company with aging field leadership and their innovative solutions that honor these legacies while infusing energy into new recruits.

John Addison, Chief Executive Officer, Addison Leadership Group, called people to take charge of their thoughts and attitudes to cultivate a better life and become a person that people want to follow.

From the June 2022 issue of Direct Selling News magazine.

The post Direct Selling University 2022 first appeared on Direct Selling News.

It was a record-breaking year for the direct selling industry, with the top ten companies on the DSN Global 100 list alone growing more than $3 billion in 2020. So, it was fitting that this year’s all-virtual Direct Selling University matched that energy and enthusiasm with a record number of participants and more than 3,000 views during the initial broadcast.

But this year was not without challenges, and in what felt like a behind-the-scenes masterclass, more than 40 speakers shared powerful data-backed presentations with Direct Selling University participants, offering insight into how some of the biggest brands and most respected names in the channel drove growth and identified new opportunities while navigating uncertainty.

“2020, for all its challenges and volatility, ultimately proved itself to be a year of opportunity, transformation and growth for direct selling,” said Stuart Johnson, Founder and CEO of Direct Selling News, NOW Technologies and Direct Selling Capital Advisors. “I believe the channel has an immediate and permanent opportunity to become more mainstream if we can continue to tell our story of powerful exclusive products and a part-time, flexible opportunity in an honest, compelling and relatable way—a way that is both aspirational and attainable.”

The challenges of leading during a pandemic are surely not over, but as the channel continues to outperform many categories within the retail market and its own revenue history, many leaders see continued growth and security on the horizon.

“I’ve been a partner of this channel for over 35 years, and I am more optimistic about the future today than ever before,” Johnson said. “Direct selling ticks all the boxes for today’s aspiring entrepreneurs, and if we continue to move toward the innovations that have allowed us to grow and discard the practices that have held us back, our future really does look bright.”

Executives and Thought Leaders: Leading by Example

More than their pandemic response, direct selling executives and leaders are being called to address important societal issues through their companies and brand messaging. To offer insight into how Amway—the industry’s long-time leader—is tackling important social justice issues and addressing racism, as well as enhancing its sustainability initiatives, Amway’s Chief Reputation Officer Candace Matthews kicked off the event with practical and timely guidance for leaders.

“When we all become comfortable with being uncomfortable, that is when we can further important yet difficult conversations,” Matthews said in her presentation. “And it will take all of us to impact change. [We] must include all people and all perspectives to create a culture where we learn and grow from each other.”

In the presentations that followed, speakers sought to meet that goal by not shying away from the lessons learned through failures or complicated histories and sharing the strategies they’ve used to develop brands built on transparency, honesty and opportunity that serve those seeking an entrepreneurial path.

• Candace Matthews, Chief Reputation Officer, Amway, pointed to the ways the company is taking social justice seriously to create a more inclusive, compassionate future. Matthews also highlighted how sustainability initiatives are becoming a deciding factor for consumers.
• Orville & Heidi Thompson, Co-Founders and Co-CEOs, Scentsy, discussed how they designed a succession plan as they prepare for a three-year absence from Scentsy and how a “culture audit” can create context and understanding for companies seeking a similar, seamless transition.
• Logan Stout, Founder and CEO, IDLife, talked about the five stages we all go through, from the honeymoon phase to success, and explained why leading by example and preparing teams for adversity are crucial steps for leaders.
• Katy Holt-Larsen, President, Kyäni, shared how the company’s history of resilience and adaptability served them well amid the uncertainty of 2020 and how a partnership with the field built on mutual respect can develop an unwavering stability that allows companies to ride out volatility.
• Jason Dorsey, Gen Z & Millennials Speaker, Expert & Researcher, shared his Gen Z research and busted generational myths to help executives make data-driven decisions and adapt messaging to attract new distributors.
• Stuart Johnson, Founder & CEO, Direct Selling News, NOW Technologies, Direct Selling Capital Advisors, delivered the event’s keynote message, analyzing the industry’s successes and challenges and how to leverage the opportunities of the industry’s momentum to create a successful future grounded in integrity and honesty.
• Glenn Sanford, Founder and CEO, eXp Realty & CEO, SUCCESS, in an interview with Josh Ellis, Editor-in-Chief of SUCCESS magazine, shared his vision for how he plans to steward the assets of the SUCCESS brand and the power of personal development in the life of entrepreneurs.
• Noah Westerlund, SVP Business Development, NOW Technologies, described how to use technology, digital tools and sampling to create a rhythm of core behaviors for distributors that drives engagement, growth and sales.
• John Sanders, Founding Partner, Winston & Strawn, LLP, taught a detailed and in-depth class on the five key elements executives must focus on to protect themselves and their brands from civil litigation and FTC scrutiny.
• Suze Orman, New York Times #1 Best-Selling Personal Finance Expert, Author and Speaker, taught how people can regain control of their money, erase the shame associated with debt and build a powerful financial future.
• Kindra Hall, Author, Speaker and Chief Storytelling Officer, SUCCESS, shared how learning to uncover the negative stories we tell ourselves can provide the empowerment necessary to bust limiting beliefs and instill motivation to build a pathway to success.
• Wayne Moorehead, Marketing, Strategy & Branding Direct-to-Consumer Industry Expert, explained how leaders can update and control their company’s narrative through relevant brand messaging and strategic campaigns that engage customers.
• Amber Olson Rourke, Co-Founder and Chief Marketing & Sales Officer, Neora, detailed how Neora’s leadership navigated their complex legal history with the FTC and how sticking to their core values and delivering on their promises to customers and distributors has helped them weather the storm.
• Rayner Urdaneta, CEO, MONAT, detailed the three “C’s” of continued growth—culture, customers and consistency—and explained how confusion is the enemy of growth.
• Michele Gay, Co-Founder & Chairwoman, LimeLife by Alcone, shared her experience helping female distributors stop sabotaging their businesses by embracing empowerment, tackling their negative financial thoughts and developing a growth mindset.
• David Vanderveen, Senior Executive, International Strategy, It Works!, outlined how the industry can blend the value of the direct-to-consumer model with direct selling to support distributors, build a loyal customer base and transform how the world views the industry.
• Amelia Warren, CEO, Epicure, explained how her company’s pandemic pivot to online cooking classes and product launches combined with increased engagement with their sales force resulted in exponential growth.
• Garrett McGrath, President, ANMP, illustrated how to collaborate with the field in a way that creates a synergistic approach to new ideas, generates more enthusiasm and greater buy-in, and accounts for the generational preferences that impact communication.
• Gloria Mayfield Banks, #1 Elite Executive National Sales Director, Mary Kay, talked about the ten principles she used to create the number one team in Mary Kay while helping women become confident, loyal and ambitious.
• Sinan Tuna, CEO, Farmasi, described the lessons he learned as the company expanded from Turkey into the United States, and how Farmasi became one of the fastest-growing direct selling startups in the country.
• Travis Garza, President, Sales & Marketing, Plexus, pointed out the industry’s natural gifting for adaptation and why staying focused on innovation is essential for direct selling companies to continue to evolve and grow post-pandemic.
• Lynne Coté, President & CEO, Princess House, explained the process of realigning the company’s vision and how decisively taking action in the midst of the chaos and crisis of 2020 led to the company’s most successful year to date.
• Ami Perry, VP of Business Development, NOW Technologies, shared the findings from the company’s recent in-depth behavioral psychology study and demonstrated how the NOW platform leverages rewards, connection and a personalized e-commerce experience to create lasting, positive habits for distributors.
• Mauricio Domenzain, CEO, Immunotec, was interviewed by Heather Chastain, CEO & Founder, Bridgehead Collective and explained how Immunotec accommodates constant adaptation to prepare for sustainable growth while staying focused on the company’s goals.
• Alexy Goldstein, Founder & CEO, New U Life, interviewed by Steve Perkins, VP of Sales, New U Life, shared how the direct selling industry proved to be the most efficient line of communication to share New U Life product and testimonial stories that he believes can change lives.
• Randy Mathews, VP Global Compliance & Service Centers, Juice Plus, outlined the three elements that Juice Plus has leveraged to bolster its success and ensure its longevity: timing, clinical research and a narrow product focus.
• Debbie Bolton, Co-Founder, Norwex, shared her passion for a commitment to the Norwex core values and how companies can develop their own clear purpose to attract and retain the best people.
• Rita Davenport, Award-Winning Speaker, Author and Former President of Arbonne, explained how developing a culture of recognition and appreciation through gifts, personal connection and extravagant kindness are essential for a healthy business.
• Nathan Moore, President, North America, Mary Kay, shared how Mary Kay’s digital resources and virtual events have instigated a renewed energy and optimism within its sales force and how direct selling can leverage its strengths to become more relevant than traditional retail in this unique time.
• Melodie Nakhle, Managing Director Europe, Southern Africa, Australia & New Zealand, Amway, offered the findings from the Amway Global Entrepreneurship Report and explained how the company is using that data to design its strategies for success, including creating digitization solutions, driving social commerce, focusing on health and wellness, and providing supplemental income opportunities for entrepreneurs.
• Ray Higdon, CEO & Best-Selling Author, Higdon Group, gave executives advice on how to simplify social media training, build their online brand by generating good press and design incentives that engage even inactive distributors.
• Russ Fletcher, CEO, Xyngular, talked about how to choose and articulate the right core values and then lead an organization that authentically abides by them in both good times and bad.
• Jill Blashack Strahan, Founder & CEO, Tastefully Simple, talked about how to lead throughout the highs and lows of business, including making painful decisions and leaps of faith to drive profits and help employees and distributors thrive.
• Michael “Hutch” Hutchison, Founder & CEO, inCruises, shared his journey to creating an affordable vacation movement and how inCruises weathered the challenges of the worst year on record for travel through focusing on progress, ingenuity and determination.
• Miguel Fernandez, CEO, Tupperware, explained how technology has been a game-changer for Tupperware and how they are concentrating on the company’s founding commitments to drive its plans and nurture its relevance in the future.

This year DSU debuted an exclusive interview series featuring six industry LEGENDS, each with more than 50 years of experience in the channel—they have seen (and accomplished) it all! The Legends shared all their knowledge, insights and hopes for the future in a series of exclusive videos produced by Direct Selling News and hosted by Legends honoree John Fleming.

Videos and Podcasts of the LEGENDS series can be found under Listen & Watch.

• Jerry Brassfield, Direct Selling LEGEND, NeoLife International, shared how he implemented the philosophy of “love your neighbor, and that means everybody” over the course of his more than five-decade career, and why more regulations can help the industry be an even greater “force for good.”
• John Fleming, Direct Selling LEGEND, Avon & Direct Selling News, turned to his more than five decades of experience in the industry, and his research within the gig economy, to cast vision for ways the industry can reduce complexity and make the opportunity more appealing than ever.
• Stan Fredrick, Direct Selling LEGEND, Mannatech, Wine Shop, Saladmaster & Colesce Couture, reflected on more than 50 years of experience in the industry and how he views direct selling as a teacher that instructs people to develop the fundamental skills of influence, persuasion and leadership that are necessary for success.
• Rick Goings, Direct Selling LEGEND, Avon & Tupperware, shared lessons learned from his more than 50 years of experience in the industry and how it was his face plants and flops, rather than his accomplishments, that proved to be his most valuable drivers of success.
• Rudy Revak, Direct Selling LEGEND, Xyngular & PUREhaven, reflected on the opportunity he saw in direct selling when he began more than 50 years ago and how that opportunity is still vibrant today.
• Larry Thompson, Direct Selling LEGEND, Herbalife & PM-International, reflected on the ways he has seen the industry adapt over the last five decades and how making quick decisions to stay ahead of the curve will be key to staying relevant and competitive.

SAVE THE DATE: Direct Selling University Fall 2021 will be a hybrid event, featuring an in-person conference at the Renaissance Legacy West in Plano, Texas, October 14-15!

From the June 2021 issue of Direct Selling News magazine.

The post 2021 Direct Selling University / A Game-Changing Week first appeared on Direct Selling News.