Building a smart international expansion strategy means looking for momentum-building markets with untapped growth potential. In 2024, that indisputably includes the Hispanic and Latino markets.

In Mexico alone, the direct selling market is projected to surge to $19.48 billion by 2028. That staggering number doesn’t include the more than 60 million Latinos living and working within the US, or the fact that direct selling is already a staple for the Latin American population, where a quarter of beauty and personal care sales take place through a direct selling relationship (compared to eight percent globally).

“Latinos in the United States represent a larger consumption market than the entire economy of nations like Italy, Canada or Russia,” shared Judith Sanchez Lopez, PM-International General Manager, Latin America. “If Latinos living in the United States were an independent country, the US Latino GDP would be the fifth largest GDP in the world, larger than the GDPs of India, the United Kingdom or France.”

There are a number of direct selling companies who have already captivated the Hispanic and Latino markets and are thriving. There are two distinct scenarios at play here: US-based companies that are dominating in Hispanic markets and foreign-based companies doing the same.

DSN 2023 Bravo Growth Award winner Princess House successfully serves this corner of the US market. Other examples include 4Life, Hy Cite, Immunotec and relative newcomer ACTIVZ. These companies are also strong in other Spanish-speaking markets.

Betterware de Mexico and Omnilife are based in Mexico and making huge strides in that market and throughout the region.

It could be tempting to assume that the same strategies and approaches that work for US customers would be a fit for the Hispanic population living within the US, or even the neighboring Latin American populations, but that assumption is a sure-fire way to fail. Ignoring the unique communication styles of each individual market is not only ineffective, it’s disrespectful. There are cultural sensitivities that should be honored; product preferences that need to be prioritized; and local talent that deserve to be elevated to leadership.

“Companies that want to be successful need to stop making Latin American countries an extension of their current market,” said Mauricio Domenzain, Immunotec Chief Executive Officer. “By that, I mean you really need to commit to the market. We can’t simply send one manager to Latin America now and then wait to see if it’s going to work or not. It’s a full commitment, not just the addition of another flag on your wall or your website. You have to truly become part of that market to understand the cultural needs.”

Copy and Paste Isn’t a Strategy

What works in the United States doesn’t automatically translate to success on a global scale. That goes for products, but it’s also a good rule to live by when it comes to communication, marketing materials and events. For companies founded in the US or who predominantly operate within the US, expanding to include Spanish-speaking consumers is not as simple as hiring a translator or relying on Google Translate. These translations are often choppy, with no regard for local idioms or speaking rhythms.

Solving for this pain point has been a game changer for brands like 4Life, who overhauled their communication process to treat Spanish as its own first language rather than relying entirely on English. The company now enlists two separate content creator teams, one who is primarily English-speaking and one who is primarily Spanish-speaking, to design materials. The end result prevents poor translations that damage credibility.

“If you go to our convention, we are 80-85 percent Hispanic,” said Brian Gill, 4Life Chief Marketing Officer. “Five years ago, out of respect, we stopped translating English to Spanish. It’s not enough to have great translators. A Hispanic whose primary language is Spanish should be the one creating our materials. It’s about empowering the affiliate to share the brand, and a poor translation is not a credible connection they are proud to share.”

Homogenous, hand-me-down resources communicate the message that international markets are inferior, less valuable and unappreciated. Conversely, when companies allocate the resources and staff necessary to maintain and develop a culturally relevant, localized brand with tools that take local language, lifestyle and history into consideration, customers and distributors take note. A successful entry into Hispanic and Latino markets is one that allows the population to embrace entrepreneurial opportunity while preserving its own cultural DNA.

“Entering the Hispanic market was not secondary or an afterthought; it was our primary thought,” said David Brown, ACTIVZ Chief Executive Officer. “Our Spanish-speaking distributors are constantly amazed that they get new products and materials first and that they weren’t translated from English. Everyone responds well to attention and responsiveness, and that’s probably the secret to our success.”

Honor Culture Past and Present

Family is a core value for the Hispanic and Latin American markets, and consumers in these demographics typically have great reverence for their parents and their tightly-knit communities. The US ethos of independent, self-made success doesn’t land the same within these cultures, so even well-intentioned corporate leaders commissioned from the company’s US headquarters could get off on the wrong foot without realizing it.

“It’s not only the language, but it’s also the culture that you need to understand,” explained Domenzain. “You need to have people on the ground—people directly from those markets—who understand and can serve that market the correct way.”

Leaders also need to consider how each new generation brings their own energy and inspiration to the foundational values of the Hispanic and Latin American cultures. From a corporate standpoint, that means being willing to adjust the speed and style of work. Omnilife addressed this generational evolution by implementing a shift from graphic design to a focus on social media, leaving behind big format printing in favor of video and digital formats and encouraging all of its departments to embrace the Gen Z style of work, which is quick to adapt to change.

“We are integrating younger generations into our corporate team, and that has helped make us relevant,” said Eduardo Ros, Omnilife Marketing Manager. “Our communications and packaging have become younger. We have received testimonies from people in Ecuador and Peru who tell us that working with second- and third-generation distributors who are younger has helped them see how best to take advantage of this opportunity and approach the business differently.”

Recognize the Uniqueness of Each Market

Each country and community has its own unique traditions and habits, and the Latin American market is no exception. There is no one-size-fits-all approach that would respectfully reach this vast audience, and it’s important to remember that there are distinctions among the adjectives 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.

“Hispanics in the US are not a monolith,” Sanchez Lopez said. “They are a combination of countries, cultures, slang, levels of acculturation and generations. You need to decide who you want to target, understand what sets them apart and then ask yourself if your company is communicating and interacting in a way that respects their cultural differences and strongest drivers.”

For companies with a broad footprint across countries with similar but distinct cultures, discovering what makes each market tick is critical to securing healthy, welcomed growth among distributors and potential customers. Hy Cite, for example, courts Latinos in eight different countries, including the US and Brazil. Efficiency is incredibly important, so the company harmonizes its content, but it also takes care to modify even the smallest details to communicate that each individual market matters.

“The way we present our products changes depending on the audience,” said Paulo Moledo, Hy Cite President and Chief Executive Officer. “Our recipes used on social media, for instance, feature arepas in Colombia and tacos in Mexico. We also pay attention to our call center services. We learned the hard way that the agent accent speaking to customers from different markets is an important variable.”

Moledo also emphasizes the significance of making sure corporate expresses with actions that they value distributors’ wellbeing just as much as their earning opportunity. For Hy Cite, that means facilitating a close relationship between executives and top leaders; leaning into recognition; and designing ways for distributors and customers to voice their opinions and experiences.

“Latinos, more than most, need to feel heard,” Moledo said. “As fast as we could after the pandemic, we started having events, conventions and meetings with independent distributors, and the attendance has been outstanding. We invest more today in events than we did pre-pandemic, but the return on that personal, face-to-face touch is great.”

Operating with inclusion and respect as the highest priorities is non-negotiable. It’s imperative that companies take the extra steps to ensure the opportunity they are presenting is tailor-made for the audience receiving it, and that their presence improves the quality of life for the people who call that country home. When diversity of backgrounds and ways of doing business are treated with dignity and honor, executives who have successfully built bridges into the Latino and Hispanic cultures say there is a shared entrepreneurial spirit that transcends language barriers and countries of origin.

“It doesn’t matter what language you speak or what country you’re in, everyone is looking for the same thing,” Domenzain said. “To be a part of something bigger than yourself.”

From the November 2023 issue of Direct Selling News magazine.

The post Hispanic Market is booming 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.

For more than a century, the direct selling industry has built its foundation on the bedrock of relationship marketing, with recruitment and team building serving as critical pillars of its structure. While the social selling model has fueled its quick scale across the globe and is still vital to its success, the channel is experiencing an evolution when it comes to what it chooses to prioritize and accentuate.

Today, products and the customers who buy them are taking center stage. It’s a shift that has placed the spotlight on up-and-coming ingredients and taken the emphasis once reserved for recruitment and placed it squarely on customer favorites and product trends.

The companies who have made this switch point to a number of catalysts, but growing FTC scrutiny has certainly played a role.

“Due to increasing regulatory focus and constraints being placed on our channel from government agencies, many companies have shifted their focus more on their amazing products,” said Kelly Bellerose, 4Life Senior Vice President of Marketing. “I still believe the largest percentage of people that are participating with direct sales companies are more product-focused anyway. It just feels like the channel is evolving with the times, into what is a more natural flow for them and the consumer.”

Being a company that is product-driven means doubling down on the ingredients that not only deliver impressive results but also become part of a larger discussion in the consumer community. Discovering these movement-launching ingredients can be tricky, but those who do it successfully are awarded not only a significant piece of the market but something even more valuable: customer loyalty and attention.

Finding the Next Big Thing

To unlock the hottest product trends, many industry leaders say they look for a gap in the marketplace—an unmet need or problem that customers may not even be aware of. Combining a solution that meets this need with a brand’s unique strengths and market niche is often the sweet spot for what will ultimately become the next big thing.

Young Living found this winning combination in the early nineties when company founder D. Gary Young struggled to find essential oils that had consistently high quality. Witnessing this unmet need in the marketplace, he and wife Mary developed an organic herb farming and distillation operation that would help launch an essential oils movement that continues today.

“Gary was an innovator; he didn’t follow popular trends or jump on the bandwagon of what was hot in the market,” said Dr. Hsueh-Kung (HK) Lin, Young Living Chief Scientist. “We are guided by nature, and if a new way to harness nature’s living energy is discovered, we explore those resources.”

Similarly popular movements are launching in the direct selling space around the cutting-edge product superstars that customers and distributors will be talking about for months and years to come. While there are plenty of powerhouse products and brands driving the narrative in the direct selling space, three standout product categories are leading the crowd: collagen, nootropics and CBD topicals.

Social Media Darling: Collagen

Hot topics make for great products, and collagen gets a lot of press from news outlets, bloggers and beauty and fitness influencers. What began as a popular beauty product in Japan and other Asian markets is now mainstream in America with a reputation for being an important component to healthy skin, hair and nails. During the market’s early adoption of collagen, it was seen as a protein for women that fit neatly within the beauty category. Today, collagen is more of an inside-out beauty protein marketed to everyone for its importance in supporting healthy connective tissues throughout the body.

“Our bodies are comprised of about 30 percent collagen,” Bellerose said. “Well-built collagen supplements featuring hydrolyzed collagen peptides might benefit your entire body by delivering collagen that your body can actually take up and use and by assisting your body to create and maintain its own collagen. The result is healthier skin, hair and nails and a body that can look better, feel better and even move better, making the aging process more youthful and enjoyable. Depending on the types of collagens used in a formula, you could easily have a total body collagen product. That’s what our original Targeted Transfer Factor collagen is—a total body age-defying collagen supplement.”

When 4Life launched its Targeted Transfer Factor Collagen product in 2020, customers confirmed the company’s belief that it would be a momentum-building addition. In two years, the company has sold more than one million units, accounting for almost $40 million in sales, and it now directly competes with their three top-selling flagship immune products.

“This new product category has had a huge impact on our bottom line,” Bellerose said. “We knew due to the popularity of collagen that it would do well, but we did not expect it to rival our flagship products!”

The Category to Watch: Nootropics

Companies who are at the leading edge of revolutionary ingredients that capture the market are often also paying attention to niche interests that are completely unrelated to their category. Plexus, for instance, noticed a significant increase in the percentage of consumers engaging in online gaming. While Plexus doesn’t target the gaming demographic specifically, they do cater to multitasking consumers looking for improved mental clarity and memory enhancement. Taking into account that multitaskers, like the gaming community, often turn to caffeinated drinks for a brain boost, only to suffer a mental crash soon after, Plexus introduced Plexus Edge. This nootropics-backed supplement was designed to offer a healthier energy option that customers could rely on to help improve their focus.

“If you look at 15- to 25-year-olds, they’re usually on multiple devices,” said Michael D’Arminio, Plexus Chief Marketing Officer. “When you add up the number of hours they spend on those devices combined, it’s constant. They want that sense of clarity and energy sustainability to push them forward. This spans all age groups. The expectations vary based on age, but the end game is the same: they want to win. Nootropics is a marketing category that will continue to explode.”

Unlike the straightforward composition of collagen, nootropics are a more complex entity that can show up as a number of different ingredients—herbs, adaptagens, caffeine, alkaloid, theacrine. It’s up to formulators and designers to decide which nootropics iteration best serves the goal at hand.

“Nootropics is the category to watch for the next few decades,” said Dr. Suk Cho, Plexus Senior Vice President of Product Innovation. “Memory enhancement is a big deal. As we get older, if we can’t think or process and have focus and clarity, that is very frustrating. Both young and old consumers are looking for ways to get healthy and improve brain function.”

Edgy and Effective: CBD

Some of the most riveting product trends are born out of controversial topics, like cannabidiol (CBD) that has been a divisive subject for decades. Prior to the 2018 Farm Bill, which removed CBD from the federal list of Schedule 1 controlled substances, CBD was lumped in with marijuana and the psychoactive chemical tetrahydrocannabinol, or THC. It was guilt by association, and even though CBD with a low threshold of THC was cleared as an authorized ingredient, its long history of prohibition made it one of the most controversial trends in the making.

Today, CBD is known for more than its flashy reputation. It binds with endocannabinoid receptors found throughout the body, which can help the body stay in balance. Depending on the formulation, CBD can potentially provide calming benefits or be leveraged to reduce redness, fine lines and wrinkles in the skin. Young Living’s Calm Roll-On and CBD Beauty Boost are two products that seek to offer these respective benefits.

But with controversial ingredients come unique challenges. Even after CBD was legally unleashed on the market in 2019, the FDA continues to ban dietary supplements and food and drink products from including CBD because of a patent held by one pharmaceutical company. While there are plenty of companies within the direct selling space who have chosen to introduce CBD as tinctures, dietary supplements and drink blends, Young Living has planted its CBD product position firmly in the non-drug topical category, citing a deep commitment to following the rules and obeying the law.

“Continued research and development on the benefits of CBD will create new opportunities for innovative products as scientific research proves interconnections between CBD and the endocannabinoid system,” said Dr. Lin. “With the benefits we know right now, we believe the staying power of CBD products is strong and will continue to grow in direct sales for years to come.”

The Right Mix of Storytelling and Science

Creating a product that rises to the top of the trend cycles is no easy task, but it’s one the direct selling industry is uniquely equipped for. Interpersonal relationships provide consumer insights and real-time feedback that can help predict market trends, while one-on-one training can transform the science and data behind complex products into neatly packaged stories that are consumer-friendly. It’s a market differentiator that leading direct selling brands are leaning into as they search for and design their customers’ next favorite products.

“We’ve really focused on great results backed by science and telling the story of the product’s impact on people’s lives,” D’Arminio said. “That’s really valuable and it doesn’t exist in any other channel.”

These Trends are Heating Up

Product innovation continues to be a true differentiator for direct selling companies. As a channel, we are known for bringing the latest cutting-edge services and ingredients to market, creating the crave-worthy products that consumers want, need and expect. Our editorial staff believes these are the two “next big things” to watch in the months to come.

Glutathione

Glutathione is a powerful antioxidant produced in cells. It’s comprised largely of three amino acids: glutamine, glycine and cysteine. According to healthline.com, boosting glutathione may provide many health benefits, including reducing oxidative stress.

High-sulfur foods such as broccoli, cauliflower, bok choy, eggs and legumes help boost the natural production of glutathione in the body. However, those levels decline naturally with age; they may also be reduced by other factors including poor nutrition, environmental toxins and stress.

Glutathione can be given intravenously, topically or as an inhalant. It’s also available as an oral supplement in capsule and liquid form. Direct selling brands including Immunotec, Herbalife and USANA already have glutathione as part of their supplement offerings. We forecast that this ingredient will continue to gain in popularity as more consumers become aware of its health benefits.

Detox / Reboot Programs

Another emerging trend gaining traction is product bundles centered around detoxification and resetting your metabolism. The premise is simple: jumpstart your metabolism by reprogramming your genes during a short detoxification period.

Prüvit’s 60-hour Keto Reboot is just one example of utilizing a targeted product bundle to maximize energy, control cravings and protect lean muscle mass. The best programs go one step beyond a simple product offering and include additional resources such as community groups, recipes and meal planning.

These intensive programs are so popular because they offer a guided pathway to better habits, more energy and a faster metabolism.

From the October 2022 issue of Direct Selling News magazine.

The post Direct Selling’s Hottest Products first appeared on Direct Selling News.

“I’ve had the good fortune of knowing Charlie for more than a decade as we collaborated in industry meetings,” said founder and CEO Jeff Stroud. “In looking to launch SOMNVIE, I knew Charlie’s reputation, vision and operational knowledge would be a boon. He will be joining our powerhouse executive committee which includes Jeff Reigle and Keith Peterson among others.”

Orr’s professional experience includes serving as CEO of Immunotec and Shaklee; executive director of the Direct Selling Education Foundation (DSEF); and independent director of publicly traded and closely held enterprises ranging in size from early stage to revenues in excess of $1 billion. In 2005, Orr received DSEF’s Circle of Honor Award and in 2007 the Hall of Fame Award from the Direct Selling Association. Orr’s career prior to direct selling included executive positions in computer systems and financial services with Federated Investors, Continental Insurance, Southwestern Life, CIGNA/Connecticut General, XEROX and RCA.

“Jeff Stroud has taken his family’s legacy in the linen retail business and married it with his knowledge and success in direct selling,” said Orr. “The uniqueness of the SOMNVIE bedding system—along with the quality of the SOMNVIE team—makes this an opportunity I did not want to pass up.”

SOMNVIE, a subsidiary of Strouds Linens, will launch to the public early 2020. The company will offer a luxury bedding system through linen associates. SOMNVIE is focused on bedding products to enhance and improve the sleep experience within the direct selling channel.

The post Charlie Orr Joins Strouds; Company to Launch SOMNVIE Social Selling Brand first appeared on Direct Selling News.

The “Conferencia Sin Limites 2019” (Unlimited Conference 2019) held at the Expo Santa Fe in Mexico City attracted 6,500 Independent Consultants, breaking the previous high of 2,670 set last year in Mexico.

“2018 was a year of rapid and dynamic change for Immunotec,” said CEO Mauricio Domenzain. “Our mission now is to focus on the specific things we need to do to create an exciting future. The theme of our conference was chosen to signify that we are now positioned to achieve unlimited success. We are not inspired to be the biggest company; what inspires us is to be the best. A core component of our philosophy is that even though we operate in eight countries, Immunotec is one big family, and we were thrilled to see so many people from across the Immunotec world express their happiness and enthusiasm for our vision and their commitment to their Immunotec businesses.”

One of the conference’s highlights was an appearance by internationally acclaimed author and motivational speaker, Chris Gardner, whose life was the subject of the Oscar-nominated 2006 movie The Pursuit of Happyness starring Will Smith.

Immunotec develops and manufactures research-driven nutritional products. The company markets and sells its products through its network of independent consultants in Canada, Colombia, the Dominican Republic, Guatemala, Ireland, Mexico, the United Kingdom and the United States.

The post Immunotec Conference Focuses on Unlimited Success first appeared on Direct Selling News.

A grand opening event was recently held in the heart of Bogotá, Colombia’s capital city, attracting over 4,000 enthusiastic attendees. Immunotec CEO Mauricio Domenzain and Meredith Berkich, president of North America and Europe, attended the event.

“We’re tremendously excited to bring the Immunotec opportunity to the people of Colombia,” said Domenzain. “Their legendary warmth, passion and enthusiasm was on full display at our event. The entire Immunotec team and our field leaders are so proud to open up for business in Colombia. It’s a market I’ve always believed was perfect for Immunotec and our flagship product, Immunocal. Now we are here, and I cannot wait to see the energy that lit up our launch event change lives across the country.”

Domenzain led the private equity purchase of Immunotec that was completed in June 2017 (the company had been publicly traded on Canada’s TSX Venture Stock Exchange since 2007) and has made key changes to corporate leadership, including the recent addition of seasoned industry executives Mario Leyva as vice president of Latin America and director of Mexico, and Connie Galofre as country manager for Colombia.

Founded in 1996 with offices in Montreal, Mexico City and Houston, Immunotec now has a network of independent consultants in Canada, the Dominican Republic, Guatemala, Ireland, Mexico, the United Kingdom and the United States. The company plans to continue the momentum with expansion into other Latin American markets in 2019.

The post Immunotec Expands into Colombia first appeared on Direct Selling News.

Or click the “x” on those pop-up screens telling us about limited-time offers? What about the ads displayed on billboards, on the sides of buses, in the subway, the grocery store and sporting events? When advertising pervades our daily lives—at a time when we’re subjected to so much noise—are we really paying attention anymore? Not as much as we used to.

The reality is that we’ve become much more selective about the marketing messages to which we give credence. That selective attention is due to several factors: First, the above-mentioned noise. When we’ve got an onslaught of messages competing for our attention, we have to create our own filters. Second, we’ve become a bit cynical. Corporations have suffered an erosion of trust among the consumers they serve.

“The more virtual our lives get, the more we hunger after something genuine. What people really want now is not just a product or service, it’s an experience. An experience that is more honest and transparent … more authentic— and businesses are going to have to keep up with growing consumer authority and give people what they want if they want to survive.”
— Neil Patel, entrepreneur, digital marketer, author and blogger

The 2018 Edelman Trust Barometer, an online survey of 33,000-plus respondents in 28 markets, found that trust in institutions in the United States suffered the largest-ever recorded drop in the survey’s history among the general population. The survey’s results show declining trust for all U.S. institutions across the board. “In this year’s survey there have been only losers, including business: the turmoil has had a clear, negative effect on Brand USA,” said President Lisa Ross and Global Chair Stephen Kehoe in the report’s executive summary, America in Crisis.

“It’s the ultimate irony that it’s [declining trust] happening at a time of prosperity, with the stock market and employment rates in the U.S. at record highs,” said Richard Edelman, Chief Executive Officer of Edelman Public Relations, in an interview with The Atlantic in January (“Trust Is Collapsing in America,” Jan. 21, 2018).

In March, The Reputation Institute, a global research and advisory firm for reputation, issued the Global RepTrack® 100, the largest normative database on corporate reputation in the world. The RepTrack® model appraises how the general public views more than 7,000 of the world’s most recognized brands—including more than 140 companies in the United States. The report uncovered several eye-opening statistics, including that just 38.5 percent of respondents trust companies to do the right thing, and 30.9 percent trust those companies to do the right thing when nobody is looking. Particularly disconcerting is the report’s finding that 2018 is the first year of significant reputation decline since the end of the Great Recession. The bubble has burst, so to speak, since 2017, sliding 1.4 pulse points. Why does that matter so much?

Companies whose reputations are in question have more difficulty garnering national and global support from stakeholders (including shareholders, existing and potential customers, the general public, industry organizations and government and regulatory officials). When times are challenging—for example, in the event of a crisis—those companies don’t have the benefit of a wellspring of stakeholder support, which could buffer the damage.

The forecast isn’t all gloom and doom, however: The Global RepTrack® 100 also found that 51 percent of respondents are still open to being convinced. In other words, more than half of us are fence-sitters. What would it take to change our minds? Excellent customer service. Open and frequent communication. Transparency. A sincere and ongoing commitment to the communities in which they work. In short, that priceless asset known as a good reputation. And if these traits sound familiar, they should.

“People will support that which they help to create.”
— Mary Kay Ash

Direct selling companies by nature possess distinct cultural characteristics and other points of difference that can be the antidote to this declining trust in the marketplace. In this age of mass-marketing fatigue, independent representatives offer refreshing alternatives: personalized service, customized product recommendations, trusted and long-term relationships. Of course, a culture of transparency comes right from the top, starting with a company’s very DNA—its mission and core values—which not only are communicated by its executives early and often, but which form the basis of every decision and reverberate through every touchpoint with the field and employees alike.

“Nimble business leaders will recognize that in this new world they cannot operate with a top-down approach,” said Matthew Harrington, Edelman Global Chief Operating Officer in a January 2017 editorial for Harvard Business Review in which he discussed the 2017 Edelman Trust Barometer, which showed for the first time a decline of trust across all four institutions of government, media, NGOs and business. “Rather, a flatter, more participatory model is needed, one that isn’t just ‘for the people’ but ‘with the people.’ The best companies are already deeply listening to and strategically acting on insights from their employees, customers, and other stakeholders.”

Mary Kay Ash often said, “People will support that which they help to create.” Technology affords companies a prime opportunity to engage and build trust with the stakeholders they serve. They key is to let your audience see behind the curtain, to involve them in the decision-making process and solicit their ideas and their feedback—all while driving depth of understanding about what you stand for.

Reputation has always been important, but we can say conclusively that it’s never been more important than it is today, because it can have a direct impact on a company’s bottom line, including a decline in the willingness to invest by prospective shareholders, lower sales, and difficulty attracting and retaining talent—particularly millennials, who are more likely to judge companies based on their perception of an organization’s values.

A More Meaningful Way to Measure Success

When companies hold an event or launch a national advertising campaign or product promotion, they’ve traditionally measured their success through metrics—for example, how many media impressions they secured, or, with the onset of social media, how many “likes” they’ve generated. Do those gauges really move the proverbial needle, though? “To me, reputation is the golden grail—being able to show through data that independent representatives and consumers are more likely to buy from you, trust you, say something nice about you, invest in you… those are the numbers that really matter,” says Crayton Webb, CEO and owner of Sunwest Communications, a Dallas-based public relations firm whose clientele includes several direct sales firms. “It’s not a short game—you may not see results at the end of the month or end of the quarter. But smart leaders are looking ahead. Reputation is a clear indicator of business success.”

While there are several actions companies can take on a daily basis to enhance their reputations over the long term, social media may be the lowest-hanging fruit. Its ubiquitous influence is impossible to ignore. And companies who ignore it do so at their own risk.

Social Media Levels the Playing Field

With the advent of social media, companies are no longer the gatekeepers of information. Instead, consumers are often starting the conversation, communicating with companies before, during and after a purchase, and often in a public forum. Subsequently, peer reviews have become extremely influential. A single negative review posted on a company’s social media feed and left unanswered can easily mushroom into a full-blown reputational crisis. On the flip side, consumers are also discussing what companies are doing right, giving visibility to innovation, good corporate citizenship, customer service and product experiences. As we’re aware, however, bad news has been known to travel faster and further than good news. Another point to consider is that the traditional barrier between company leadership and the public is no more. How easy is it for a consumer to contact a CEO directly via its website, through an email address or social media post? A CEO who embraces that accessibility, though, and engages the public in two-way conversation is communicating trust and is likely to earn it in return.

“If you do something that isn’t acceptable, it can become common knowledge in minutes. Social media has played an important role in making companies more honest and authentic.”
— Mimi Cohen, Vice President of Marketing for Immunotec

“Aside from creating a forum for sharing and engagement, social media makes it even more important for companies to walk the line properly,” says Mimi Cohen, Vice President of Marketing for Immunotec. “If you do something that isn’t acceptable, it can become common knowledge in minutes. Social media has played an important role in making companies more honest and authentic.”
“The PR issues associated with not being authentic today can be escalated very quickly,” says Mannatech CEO Al Bala. “Social media forces you to be that much more transparent about what you’re saying and doing. There’s no place to hide.” At Mannatech, he adds, “we spend about two to three hours a day going through social media and keeping our fingers on the pulse of what’s happening out there. I think social media is one of the greatest tools for developing brand authenticity.” In an effort to remain visible, Bala and his executive team often deliver messages to associates through Facebook Live. Staying as accessible as possible, he says, helps ensure that, as their messages filter through the field, messages remain representative of Mannatech’s brand authenticity.

Brand Authenticity as Part of the Selling Proposition

Over the years, the direct selling industry has commandeered a shift in focus, placing less emphasis on the achievement of “pie in the sky” wealth and more on the attainment of shorter-term goals. That redirect has helped make authenticity part of the selling proposition. At MONAT, while many of their Market Partners are making exceptional incomes, they don’t try to oversell it says Stuart MacMillan, President. “Life-changing money is different to different people. We focus on a goal of saying that we want to enable one million families to make an additional $500 a month.”

A lot of companies that are successful these days are way more focused on the masses versus the 100 or 200 people making more money at the top. Further, one of the key elements behind why people start a MONAT business and stay in business, MacMillan says, is that “they enjoy each other’s company. That’s authentic. You can’t manufacture that.”

“The way I see it, authenticity upholds a level of integrity—it delivers on the promise of our brand to the extent the Associates and their customers perceive your brand to be true to itself, to care about your consumers enough to deliver that value proposition you promised,” says Bala. “It helps our Associates to be able to come across with that level of authority as they represent our products and our business opportunity. But this has to start at the top.”

“I believe that when we are authentic in our brands, when we tell the truest, most deeply honest and most elegant stories, they are reasonably easy to remember and repeat because they touch someone’s heart .”
— David Vanderveen, Vice President and General Manager for XS Business Globally at Amway Global

Brand authenticity can be difficult to preserve as your independent sales force grows. Companies, then, must double down in their efforts to ensure that their core values emanate through every communication and that the field understands their role in upholding the brand’s reputation, which in turn promotes the credibility and longevity of their independent businesses.

Familiarity can breed admiration, build reputation and ultimately increase sales. When a consumer is considering whether to buy Product A or Product B, what drives his decision? If that consumer knows that Product A comes from a company that routinely supports hunger relief efforts, but he’s not sure if the manufacturer of Product B has aligned itself with any worthy cause, what are the odds he’ll purchase Product A?

“I believe that when we are authentic in our brands, when we tell the truest, most deeply honest and most elegant stories, they are reasonably easy to remember and repeat because they touch someone’s heart,” says David Vanderveen, Vice President and General Manager for XS Business Globally at Amway Global. “I just watched the Fred Rogers documentary called Mister Rogers & Me. It’s amazing on many levels about how we all relate to each other, and our businesses are built on direct relationships in direct selling more than other businesses, but the key takeaway for me was that Fred wanted people to be deep and simple. Fred said, ‘I feel so strongly that deep and simple is far more essential than shallow and complex.’ When we apply those words from Mister Rogers to our brands, it can make our work more difficult (the deep and simple ideas take more effort than the shallow and complicated ones), but so much more effective, too.”

Best Practices to Being More Authentic

What do the most reputable companies have in common? They’re collaborative and transparent. They demonstrate their value. They communicate often. And they’re thinking ahead. Crises will occur. And when they do, if you’ve done the legwork to build an army of evangelists for your company, an interesting phenomenon occurs: They’ll speak out on your behalf.

Be relatable. Avoid corporate-speak. Social media, blogs, live video and other modern media rely on straightforward, informal conversation, which in turn can help establish trust with existing and potential field members and customers, as well as the public at large. “We’re a company that believes in open communication,” Cohen says. “The more you communicate with your field, the more they trust you. It’s not always great news, either. It’s about constant improvement. We don’t launch and leave; we launch, listen and improve. The relationship we have with the field is our number-one priority. We’re one team, one family, one voice, and our goal is to deliver the best products and the best opportunity.”

Pick up your print copy of the September 2018 issue in which this article appeared.

Transparency includes owning up to mistakes with employees and field members. “The best way to do that is to overcommunicate and get out ahead of it,” MacMillan says. “Being honest about your mistakes, showing you have their best interests at heart and that you’re willing to rectify a situation, is key to gaining trust and credibility.”

Involve your distributors, especially during times of change. Immunotec, formerly a public company, was recently purchased by Mauricio Domenzain, now CEO, in partnership with a private equity firm, and strategically rebranded itself. During any significant transition like this one, “Part of the way you build trust is by having a level of consistency, not switching your story around every five minutes. Understand your mission, vision and values,” Cohen says. “Work hand in hand with the field when you rebrand, and make sure you’re staying true to who you are and who the field thinks you are. It’s truly a partnership with the field, and I think they feel it. They know we truly care. People in direct sales are naturally intuitive and will know right away if you’re not being authentic.”

Train your field leaders as well as your executives. With their volunteer armies of independent salespeople, direct selling companies have a powerful vehicle for developing brand authenticity. A growing sales force can become a liability, however, if companies don’t ensure that their ambassadors are representing the company’s culture, its products and the brand accurately and consistently. That’s why it’s vital to educate the masses on such topics as earnings claims, product benefits, social media etiquette and more. The goal shouldn’t be to shut down the conversation, but rather empower your employees and your field members to share your story.

Highlight your contributions (but stay humble). Corporate social responsibility has been a significant focus for most direct selling companies. An ongoing philanthropic commitment can go a long way towards what Webb refers to as “building goodwill in the bank of public trust.” He recommends that clients keep four points in mind in order to leverage CSR efforts effectively. First, your cause of choice has to align with your company’s mission. Second, commit for the long term. One-and-done efforts aren’t likely to yield the results you’re seeking. CSR isn’t about “just writing a check or sponsoring a rubber chicken luncheon,” Webb says. Third, speak up. While some companies are reluctant to publicize their CSR efforts for fear of appearing self-serving, as the age-old question ponders, if a tree falls in a forest, and nobody hears it, did it even exist? Fourth, focus. You can’t be everything to everyone. Zero in on one or two key issues that support your mission, be forward-focused and solution-oriented, and rally your greatest assets—your employees and field members—behind the cause.

Tell your story. “The best way to do that on social media is not always about selling something,” Webb says. “You want to create an emotional connection.” The best brands, he adds, are telling stories typically in three categories. One, they’re sharing stories about their field members—real people with real stories whose lives have been impacted by the company’s products and business opportunity. Second, they’re talking about their commitment to being a good corporate citizen—how they’re addressing society’s gravest problems. Third, they’re talking about innovation—how their products and their business opportunity are improving customers’ lives.

There’s no denying the momentum of our $189.6 billion (source: WFDSA) global industry. Yet direct selling has hardly scratched the surface of its potential for growth. We recognize that continued education can bust myths and promote greater understanding of our industry and its impact on individuals and families throughout every socioeconomic sector. What might speak even more loudly than facts, however, is reputation.

Reputation is largely built and destroyed based on experience says Vanderveen. “The misunderstandings in our industry aren’t always misunderstandings. There are people who have behaved badly and maybe we haven’t always corrected those bad behaviors quickly enough, particularly when it’s generating sales we like. I like to talk about making it easier for people to do the right thing, by providing them with deeper and simpler brand and product stories to remember and repeat and also the tools and programs that make it easier to do the right thing, the more authentic thing, than the wrong thing.”

Great products and an open-ended business opportunity are competitive advantages in this retail marketplace, to be sure. But a company whose values direct every touchpoint—who provides the personalized service, who consistently engages its employees and field members, and who strives for transparency—earns customers for life.

Data Security Raises the Stakes

Another urgent factor promoting greater transparency in our current business climate is the topic of data security. In late May, the General Data Protection Regulation, or GDPR, officially went into effect in the EU. Under the terms of this new regulation, organizations throughout Europe now have to adhere to common standards for data protection. The idea is to give citizens greater control over their personal data, including their names, addresses, credit card numbers, IP addresses and even genetic and biometric data. But it’s not just EU companies and organizations who have to abide by these new rules. Any company wishing do business in the EU must meet GDPR standards. An organization who discovers a breach in its data must report it to the appropriate regulatory authorities within 72 hours of discovery. The penalties for noncompliance are steep and will be determined based on the severity of the breach and the organization’s standards of GDPR compliance prior to the breach.

The post Your Brand Reputation: Why It Matters More Than Ever first appeared on Direct Selling News.

But the story isn’t over—by a longshot, according to new CEO Mauricio Domenzain. A big dose of personality and focus on culture is setting the company up for its next chapter of success.

Immunotec was actually founded as Immunotec Research in 1996. It was born out of the work of medical researcher Dr. Gustavo Bounous. In 1978, Bounous initiated a novel program in conjunction with colleagues from the McGill University Faculty of Medicine in Montreal, including Dr. Patricia Kongshavn, to search for a dietary protein source that would boost the immune system. The process took 15 years, but it led to the development of a high-quality, bioactive material given the name Immunocal, which helped to sustain normal glutathione (antioxidant) levels.

By the mid-1990s, the scientists had teamed up with veteran network marketing entrepreneurs to found the company now known to the world as Immunotec.

Mauricio Domenzain

Helping People Live Better through Science

The company’s two flagship products, Immunocal and Immunocal Platinum, have been widely used by many for more than two decades, and the company can boast that its flagship product is backed by an ever-increasing number of clinical studies. It’s even listed in the prestigious Physician’s Desk Reference, the comprehensive drug reference book used by doctors, nurses and pharmacists.

Scientific credibility and superior quality are fundamental to the company’s brand DNA and are reflected in the tagline: The Science of Living Better. According to Mimi Cohen, vice president of marketing, “This tagline also speaks to our exceptional business opportunity that is designed to help people live better. Immunotec’s powerful combination of scientifically proven products and generous compensation plan is our unique selling proposition.”

Immunotec currently operates in six markets worldwide: Canada, Mexico, United States, Dominican Republic, Ireland and the United Kingdom. Two other markets in Latin America will open in 2018, with Guatemala this month. “Increasing our footprint in the Americas and beyond is perfectly in line with our ultimate mission encompassing 40 years of research, to educate people in the Science of Living Better,” says President of Immunotec USA Meredith Berkich. “The incredibly strong connection between the Consultants in different countries creates a high level of enthusiasm and engagement, which is behind the more than 50 percent increases in sponsorship month over month, double-digit growth year over year, and what drove sales beyond the $100 million annual revenue mark in 2017 for the first time in the company’s 20-year history.”

Meet Mauricio, Immunotec’s New CEO

Another milestone was when the company was acquired in May 2017 by Immuno Holding, a company led by Mauricio Domenzain, who was a former top executive of a prominent global direct selling company, with relevant expertise in the Mexican and U.S. markets and a passion for the network marketing channel.

“I am passionate about quality, and part of ensuring you have quality products, operations and customer service is to question everything. There are no sacred cows.”

—Mauricio Domenzain, CEO, Immunotec

His interest in Immunotec was immediate, because of its solid foundation and years of commitment to scientific discovery. “There aren’t very many companies that can say they have 40 years of experience in research and development,” says Domenzain. “I was looking for a company that aligns with my values, culture and vision, and saw huge potential in Immunotec. In addition, what I mainly fell in love with was the amazing leadership. They are the best I’ve ever seen.”

Berkich, who Domenzain hired to help develop the North American market, says the company is equally enamored with Domenzain. “As people have described Mauricio’s entrance to me from both the field and corporate side they refer to him as a breath of fresh air,” she says. “All of a sudden it wasn’t just about the science, which can be an intimidating topic to talk about, and he has really brought a profoundly human element to the company that everybody can feel, and everyone is excited about.”

Berkich says consultants who have been working the business for the past 10 to 20 years—some who have been dormant for years—have been inspired not only with his leadership style, but more importantly the cheerful enthusiasm he is bringing to the company and emphasis on choosing to be happy. “A lot of the reason why people aren’t happy is because they’re so overwhelmed with fear and worry,” says Berkich. “And we all know that network marketing is the place where freedom can happen if you apply yourself and work hard.”

Domenzain says his first focus is establishing a culture, which he feels the corporate office and field are welcoming with open arms. “It can sound a little bit cheesy I know, but I truly believe that if you are happy you can perform to your best ability.”

Immunotec’s Mauricio Domenzain (left) and Meredith Berkich recognize consultants during the company’s recent awards and convention.

The seeds of his cheery optimism comes from his father, who he says never showed any resentment or negativity, even when he was diagnosed with a brain tumor, which took his life when Domenzain was just 26. “He was always enthusiastic, and people loved to be around him,” he says. “He would always say to me, ‘keep smiling, life is good, so celebrate with me.’ I’m trying to share this culture of happiness and celebration, but with results driven by action.”

It’s Domenzain’s focus on creating an emotional connection and a true partnership with the field that guides Immunotec. “We have incredibly talented and inspiring individuals on our corporate team who care about each other and our consultants,” he says. “It is vitally important we treat our people with the highest level of respect so they know how much we appreciate them.”

It’s a Celebration, Not Just Recognition

The new culture was on full display at Immunotec’s recent annual convention this February, appropriately themed Be Spectacular. Domenzain told the corporate team he has great plans for such events with not only recognition of people onstage for their accomplishments, but everyone celebrating those accomplishments right along with them as a family.

With the science engine and research division driving development from Montreal, the company is opening a new call center in Mexico and committing major resources into expanding the U.S. market.

According to Domenzain, attendance for this recent event exceeded everyone’s wildest expectations, reaching a total of 4,500. Veteran consultants who hadn’t been to an event in a long time, as well as field leaders and new consultants alike, said it was the best convention they have ever attended. “That’s not just me saying that,” Domenzain says. “I’m using their words.” Other feedback he received from the field was that consultants loved the tone of the event and that there was a firm action plan in place.

One of the actions was to bring an experienced direct selling executive like Berkich onboard. “Meredith brings a lot of experience in the industry, a lot of wisdom and passion for network marketing, and it has made a big impact so far. The field is very happy she is with us,” he says. “We are committed, not only to quality products but to bringing quality people to the table.”

Question Everything

Part of this commitment included making it very clear he and the executive team would be going through every area of the business, department by department, asking tough questions like “will this activity help us accomplish our mission?” “does it tie into our culture?” and “does it lead us to a place of happiness, contribution and results-driven activity?”

“I am passionate about quality, and part of ensuring you have quality products, operations and customer service is to question everything. There are no sacred cows,” Domenzain says.
As Immunotec executives look at the competitive landscape of how people work and how they are competing with the likes of Uber and the continuation of the shared economy, they understand the need for a robust technology platform. This exercise has already paid dividends, says Berkich. “In phase one, we are finding that some of our technology needs updating in order for us to support where we need to be in the future, and to keep up with the trends we are experiencing in the industry.”

Expanding the North American Market

Although Immunotec was birthed in Canada, executives are making the necessary moves to become more present on a global scale. With the science engine and research division driving development from Montreal, the company is opening a new call center in Mexico and committing major resources into expanding the U.S. market. This is evidenced by the construction of a new facility in Houston, Texas, which is breaking ground this spring and will become the center of the company’s customer and consultant experience.

“Our new office in The Woodlands (Houston) will be a showcase for the celebration of the entrepreneurial spirit and the quest for happiness,” says Berkich. “We look forward to having a lot of blue carpet events where visitors can experience how much we value this industry that we are so proud to be a part of.”

Simplified Tools, Tied to Their Daily Activity

New Immunotec consultants enjoy top-level support from the corporate office in the form of a personalized e-commerce website, as well as professional sales tools to help them share the message of their products and opportunity.

This is another area of the business the Immunotec sales and marketing teams are reviewing with the field leadership, looking to streamline current tools into a more simplified system—something that ties into a consultant’s daily activity, especially that new consultant who is eager to get started. “We want to maximize those precious first 30 days of a new consultant joining the business,” says Cohen. “We want the tools to become a natural part of their daily life, an extension of their daily activities, not asking them to do anything that makes it feel awkward or strange.”

Company executives also are planning a tool summit later this year where they will invite field leaders to help them in assessing every single consultant tool to ensure the field is getting the results they are looking for. Executives are eager for feedback as well, so they can meet other needs and wants of consultants.

Immunotec executives stand on the event stage to honor consultants and guests.

Cultivating Learning and a Love of Science

Immunotec has a long and inspiring history of helping those in need, including their Immunotec Children’s Fund, the company’s philanthropic flagship, which was established to continue Dr. Gustavo Bounous’ dream of improving the lives of underserved and underprivileged children. In the last year the company gave $100,000 to two children’s causes and helped with disaster relief in Puerto Rico, Houston and Mexico City. “We are also taking a step back and looking at our philanthropic focus,” says Berkich. “Not only in our design will we continue to give to the causes that we have supported in the past, but we are looking at launching in the fall a new initiative that will align our company’s unique history.”

Education, learning and discovery are all pieces that make up the core of Immunotec, which makes focusing on future generations so important, says Berkich. That’s why Immunotec wants to extend its humanitarian support to provide resources that encourage children to pursue higher learning.

Commitment to Research and Development

Pick up the April 2018 issue here in which this article appeared.

One thing that will always continue at Immunotec is its commitment to innovation and development. “This was a research company before it was a network marketing company,” says Patrick Montpetit, chief financial officer. “With Mauricio’s leadership, we will continue to invest millions of dollars in research to help fulfill our promise of science helping people live better lives.”

The goal, says Domenzain, is not being the biggest company in relation to sales, but to be the gold standard when it comes to high-quality products as well as developing a culture of happiness and celebration throughout the company. “We will also continue the vision of Dr. Gustavo Bounous to have a box of Immunocal in every household in the world,” he says. “I know that’s a big dream, but if you don’t dream big you don’t succeed.”

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The announcement caps a year of change for the company which, only six months ago, transitioned from publicly traded to privately owned in an acquisition initiative led by Mauricio Domenzain, now Immunotec’s CEO.

“Meredith is a person with incredible passion for network marketing and deep expertise in all aspects of a fast-growth business environment, combined with a genuine love of people,” said Domenzain. “We have tasked ourselves with achieving rapid, substantial expansion in our U.S. business, and the addition of Meredith to Immunotec’s executive team gives us the proven leadership, driving force and personal dynamism we need to make it happen.”

Asked about the move to Immunotec, Berkich said, “When I met Mauricio I was immediately struck by his firm grasp of the complexities of the network marketing industry, his innovative and forward-thinking style, and his clear sense of vision for Immunotec. I have long-standing respect for the Immunotec brand and science, and I see incredible opportunity to contribute to Mauricio’s vision. The potential this company has to improve the human condition, globally, through its science-based products coupled with the business opportunity is an irresistible draw for me.”

Year-to-date, Immunotec has seen an increase of more than 30 percent in new Consultants year over year, blended across all markets, with Mexico in the forefront. Under the leadership of Berkich, Immunotec is now focused on achieving substantial growth in the U.S. market in 2018.

Headquartered in Montreal, Canada, with offices in Mexico City and Houston, Immunotec develops, manufactures, markets and sells research-driven nutritional products through its fast-growing network of independent consultants in Canada, the Dominican Republic, Ireland, Mexico, the United Kingdom and the United States.

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