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.

You are probably aware of the huge potential that the Hispanic market offers not only today, but also in the years to come. But do you really know how to sell to and grow the Latino and Hispanic markets? Maybe you’ve tried to target these groups in the past, but your efforts were unsuccessful.

I saw the results of this disconnect firsthand in 2019 when I assumed the responsibility for JAFRA’s United States operations. The general market and the Spanish market at that time were fragmented. Neither market understood each other. They felt unappreciated and unrecognized and there was fighting happening between them.

Two weeks into my role, I invited the main leaders from both markets to my office and asked them: What is the company doing right from your point of view and what needs to change?

The answers were very different, but there was also middle ground when it came to the values of the company. So, I went back to basics and created “One Heart, One JAFRA,” signifying that the values of the company are more important than the values of each group or person. Today, both markets feel appreciated and respected and are experiencing growth.

Through that experience, and in working with other countries throughout Latin America such as Brazil, I have learned that creating a great strategy means understanding how culture, geography and social influence impact human behavior.

It’s true that the Hispanic and Latino markets offer huge potential. But to reach them, you must 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.

El Dinero Habla / Money Talks

If inclusivity and developing minorities is not important to you as a concept, then maybe money will catch your attention. In just the United States, according to the 2019 GDP report, there are 60 million Latinos living and working in the United States. If Latinos living in the United States were an independent country, the US Latino GDP would be the seventh largest GDP in the world—larger than Brazil, Italy or South Korea.

But Latinos are not only a huge opportunity now. Forecasts within this segment predict continuous, steady growth in the years to come.

According to the 2020 Latinos GDP report, population growth among U.S. Latinos is currently increasing 7.6 times faster than the population growth for non-Latinos. Considering the 2020 census growth trends, by 2060, Latinos will contribute 30 million people to the working adult population. Conversely, the non-Latino working population will shrink by one million.

Latinos equal growth, and growth equals expansion. But when selling to Latinos, there is one piece of information that is often missing in a company’s strategy: Cultural mindset.

Culture Is King

Culture is who we are; how we see the world; and how we see each other. It is an accumulation of life experience that spans generations. Culture impacts the way you behave, dress, speak and even eat. It affects the way you define beauty, love, friendship and what constitutes business-as-usual. If you don’t understand the culture, it is difficult to develop the right strategy to attract Latinos.

I represent the Latino market, and I can tell you that there are four key elements you must consider when attempting to connect with our culture.

1 / Family is the center of life and has a core relationship with the way we consume. For instance, 40 percent of Hispanic families have kids under 18, so products for kids are really important.

2 / Food is a way to preserve traditions that help us connect with family, to express friendship and to build emotional connection. This is why doing business with Latinos is frequently going to happen during lunchtime. And I can promise you, it’s not going to be a 30-minute meeting—expect two to three hours. This is because first, I need to know you. This lets me see if I can trust you, and then, finally, if I can do business with you.

3 / Optimism gives us faith in a better tomorrow. Latinos believe that with hard work, we can achieve success. We are willing to work harder and spend more time to achieve our goals. This means good business opportunities and entrepreneurship are always welcome.

4 / Friendship is sometimes more important than money. We want to build a bond and create an emotional connection. Because of this, communication must be warm and friendly. Training and corporate emails have to be emotional first and functional second. When I’m speaking to my general market, I speak in a functional way with a clear call to action. When speaking to the Hispanic market, the call to action is motivation. My goal for the message is the same, but my conclusion is completely different. Keep in mind also that context and tone are more important in Spanish than they are in the more direct English language.

So now that you know the four keys to connecting with the Latino market, I can also share four important tips to build a winning strategy to sell to Latinos.

1 / Make sure that Latinos are a part of your overall strategy from product to communications, customer service, training and all coaching points. Give this market the same value you would give to any client. We are important.

2 / Latinos within the U.S. represent a diverse group of cultures. You must define the target group you are trying to reach because there is a difference between generations and levels of acculturation. Each sub-segment consumes differently. “Hispanic” describes anyone who speaks Spanish, including Spain, while “Latinos” includes only people from Latin America, including Brazil.

3 / Understand the culture’s core values. You need data and an expert in the market who can translate these insights into a strategy for your brand. If you really want to open a door to this market, you should invite more Latinos or Hispanics to join your board of directors. You will be a more inclusive company, and they will help you grow your business.

4 / Remember that details matter. Emotion, passion, culture and values are what you need to understand and emphasize when talking to Latinos. Strategy without correct implementation is a waste of time and money.

JUDITH Sánchez is a Senior VP and General Manager at Jafra. She’s an international leader with more than 30 years of experience in the beauty and cosmetics industry, with a focus on launching and driving business growth in a variety of Latin American countries, South America, the USA and Asia.

From the February 2022 issue of Direct Selling News magazine.

The post How to Make Latinos Fall in Love with Your Brand first appeared on Direct Selling News.

Ann Dalton

Sam Funk

Since its launch in October 2011, Perfectly Posh has upended the status quo with campy and irreverent branding, on-trend retail products, “give back” ingredient sourcing programs and pioneering business operations. Now with over $100 million in revenue, the company’s founder and CEO Ann Dalton say it’s poised for “world domination,” then shares a hearty laugh.

“We try not to take it too seriously because it takes the fun out,” Dalton says. But the company and brand she created could be one of the best-kept secrets in direct selling and that’s seriously about to change.

Falling In Love

In a past life, Dalton built a company providing marketing supplies and tools for a direct selling company. Dalton fell in love with direct selling’s business model and its ability to ease women’s burdens and help their families.

Dalton remembers a very kind woman that lived in the middle of Nevada in a trailer, who couldn’t keep her electricity on and her husband was not very nice to her. In the five years she was affiliated with the company, she watched her leave him, move out, build her own house, take care of her kids and send them to college, and marry a great guy. “When you see things like that it changes you,” Dalton says.

Perfectly Posh was born of Dalton’s desire to help women change their own lives and give them permission to pamper themselves. “As a busy mom, I learned that you give and give and give, and you give yourself away. One day you look in the mirror and you wonder what happened to you? If you take a few minutes every day to really take care of yourself, it really is magical,” Dalton says.

Retail Look and Feel

Skin care products are often straight out of the doctor’s office or packed with fillers and fragrance that do nothing. Perfectly Posh says their products are different—pampering, affordable, effective and ethical, made with naturally based ingredients that tell a story and inspire people to have a blast while using them.

They have set themselves apart through a unique approach to product development and product launches, along with quirky product names and packaging. It also makes business operations a bit more complicated.

Q&A with Ann Dalton, CEO & Founder & Eddie Silcock, Chief Sales Officer

(Click to read the interview)

“We are on trend. Trends launch every season,” says Vice President of Product Development Stacy Simmons. “We use the same trend agency that retailers such as Sephora and Ulta do. So, we are able to offer the same trends but in the direct sales space. It’s affordable luxury and high-end trend at your fingertips.”

From mermaids to galaxy collections, Perfectly Posh offers a whole lineup of fun products every trend season, as well as monthly product launches. “Our products create an awesome experience from the packaging to the names that get people taking to the formulas that feel amazing on the skin. All together it creates a really social product,” adds Simmons.

“We joke a bit about calling ourselves product whores because we love new things and fun new trends,” Dalton says. But innovation and quick-turn SKUs aren’t just fun, they produce more early adopters for this direct selling company, whose consultant base is young, fun, and forward thinking.

“There’s an immediacy around everything we do and it makes Posh that much more pampering when I can work today and play tonight or feed my family tonight.”
— Ann Dalton,CEO & Founder

In step with that demographic is Posh’s sustainable ingredient sourcing and “give-back” initiatives that have really resonated with the 20- and 30-somethings. They want to know what they’re buying and they are buying into something better, says Dalton. “There’s so much transparency with social media and easily accessible information, it’s been really nice for us to support everything we do, hold it up and say we’re proud of our products inside and out.”

Unconventional Pampering

Posh corporate culture is unconventional. They even dub their annual national convention “Uncon,” where in July they threw out the red carpet to Elvis and Dolly Parton impersonators and drag queens to launch new products in Nashville, Tennessee.

“One of our brand tenets is: ‘We’re serious about not taking ourselves too seriously.’ Part of pampering should be laughing and getting some levity,” adds Dalton. “We talk about intentionally shallow moments because so much of life isn’t,” she says. “It’s heavy and serious and busy. So, when we can take time to let our hair down and go crazy, we take the opportunity every chance we get.”

“We’re one of the first direct sales companies in the world to break into Salesforce technology.”
— Ann Dalton

Unconventional also describes the Posh view of tech and the risks they will take for their consultants and future growth.

In early 2018, Dalton posed the idea of paying Perfectly Posh consultants instant commissions. President Sam Funk says after they were all done laughing at the prospect, they got down to the hard work of making it happen. Several solid months of IT development working with third-party vendors, finance and other logistical folks created a pioneering payment system that went live August 1, 2018.

They commit to pay commissions on personal volume in less than three hours for any consultant with $1,000 lifetime volume. That stipulation lets Posh know the consultant is a real person. The money deposits into pay portal accounts at no extra cost.

The success of the program was immediate. Funk says Posh has been paying on average about four minutes after a sale has been made. “I don’t think anybody is doing it this fast,” he says.

“It’s very much how the world works today. There’s an immediacy around everything we do and it makes Posh that much more pampering when I can work today and play tonight or feed my family tonight,” Dalton says.

“People are excited and they’re looking at it as a way to both find new team members as well as re-energize existing teams,” Funk says.

Breaking into Salesforce

This isn’t the first time Perfectly Posh has taken a big risk with technology. Not quite a year ago, the company moved on from a direct selling industry technology’s platform and placed their faith in Salesforce flexibility.

“We operate much more like a retail skincare company. It’s a lot of SKUs that turn very quickly, a lot of SKUs and movement and we needed software that could keep up with us. We’re one of the first direct sales companies in the world to break into Salesforce technology,” Dalton says.

The old platform crashed with 11 concurrent transactions at checkout, so Perfectly Posh moved more quickly than they or their platform advisors would have liked. Development began in January with round-the-clock work from a world-class team. The site went live September 2017.

“The first couple months were a little bit rockier than we would have liked because we just ran out of time, but now there’s a tremendous amount of functionality and reliability,” Funk says.

Now they can handle over 800 concurrent transactions. Of course, there is still refining to be done, but Dalton says it swings the door wide open.

“It gives us a lot more flexibility. We can be a lot more promotional. We can put bundles together. We can encourage people to build regimens. There’s a lot that we’re able to do on the platform and that we need to do because our product line works more like a retail store. It really was a necessity for us to be as nimble as we wanted to be,” Dalton says.

Thinking Forward

Start thinking like a billion-dollar company, and Chief Sales Officer Eddie Silcock says, “We’ll start to operate like one.”

So Perfectly Posh has recruited a regional sales team working with leaders on coaching and accountability training and will launch a complete revamp of their training system in late 2018. They’ve also installed some simple field incentives, switched up the comp plan, and drastically changed their field engagement strategy.

“Our products, our packaging and our vibe stop people scrolling. In this busy world of Facebook and Instagram, we have the ability to get people’s attention.
”
— Eddie Silcock, Chief Sales Officer

Silcock believes 2019 to be a pivotal year in a three-year Posh strategy focused on U.S. customer acquisition. “Our products, our packaging and our vibe stop people scrolling. In this busy world of Facebook and Instagram, we have the ability to get people’s attention,” he says. That’s an advantage over other companies who are trying to reinvent themselves for the millennial market. “We are already set up to really speak to and resonate with the millennial market. We just need to continue to execute on the strategies to do so.”

Posh is also looking to capture share of the U.S. Latino market. “That world of family being together and taking care of each other really suits our brand,” Silcock says.

“We’ve still got a lot of opportunities to grow here (in the U.S.). Having said that, obviously the move to Salesforce makes it easier to go into other countries. We have an incredible executive team that has a lot of experience, so as we start to look at other opportunities we are leaving the door open and having conversations about what products would do well in other markets,” Dalton says.

But with a chuckle, Funk adds, “We’re currently in the U.S. and we see that changing someday.”

You deserve it Sisterhood Helps Women, Children

The You Deserve It foundation, the charitable arm of Perfectly Posh, launched nearly three years ago and turned its attention this year to “give back” ingredient sourcing programs that benefit women and children of remote Guatemala, Ghana and sub-Saharan Africa.

The responsible sourcing of palm oil is rare among skincare companies and adds expense, but Posh is serious about helping its Guatemalan sources and has a yearlong commitment to nutritionally support babies and infants. “Our field really rose to the occasion. They collected change at all of their events and presented a $40,000 check for our global initiative,” CEO and Founder Ann Dalton says.

You Deserve It is also building the Shea Sisterhood through a partnership with Global Shea Alliance. Forty Posh products contain shea, purchased as seasonally as possible through the Alliance, which in turn provides hands-on training to women in Ghana and 21 sub-Saharan African countries who are building shea businesses.

Posh sold out of 25,000 units of its first Shea Sisterhood fundraiser quickly and a reorder of 25,000 arrives shortly. This initiative will help sponsor a warehouse in Ghana, where 500 women can participate in collective buying power and increase their incomes by over 40 percent in the next shea season alone.

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“We are proud to be honored alongside so many incredible organizations,” said Connie Tang, President and CEO of Princess House. “I applaud all of our executives, employees and independent consultants for everything they do to make a difference in the lives of so many.”

This is the third consecutive year that Princess House has been recognized by the Commonwealth Institute as a top women-led business on this list. A local nonprofit that supports female business leaders, the Institute creates the annual rankings of for-profit and nonprofit organizations by applying a formula that takes into consideration revenue or operating budget and other variables, including number of full-time employees in the state, workplace and management diversity and innovative projects.

Appointed the first woman President and CEO of the company in 2012, Tang has witnessed the evolving, multi-cultural makeup of the U.S. and the power of Princess House to reach an increasingly diverse population. As a respected company with a consultant and consumer base that is three-quarters Latino, Princess House support of hundreds of thousands of women in achieving more for themselves and their families. The company is proud of its multi-cultural field base as well as the role that diversity in all its forms plays as a catalyst for positive change, growth and business success. Princess House is a member of the Better Business Bureau as well as the Direct Selling Association (DSA), fully adhering to the DSA’s strict ethical code of business conduct.

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The summit brought together leading executives, small business owners and government officials to discuss economic policies that can boost entrepreneurial opportunities. The one-day event provided entrepreneurs with a series of informative panels, key breakout sessions, procurement meetings and an opportunity to expand personal and professional networks. Attendees and speakers delved into topics ranging from the current federal regulatory conditions to international trade, and from immigration to the unfolding tax reform debate on Capitol Hill.

“The Capturing the Momentum Summit provided an opportunity to speak plainly about what helps and hurts Hispanic business development,” said Hector Barreto, TLC Chairman and former Administrator of the U.S. Small Business Administration. “We also, for the first time ever, facilitated a town hall meeting of Hispanic leaders who discussed the state of Latino economic and political power. This provocative conversation touched on topics that should be top-of-mind for the political leaders of today.”

Speakers at the event included U.S. Treasurer Jovita Carranza; U.S. Commerce Secretary Wilbur Ross; Gerónimo Gutiérrez, Ambassador of Mexico to the United States; Melissa Lavinson, Vice President of Federal Affairs and Policy, PG&E Corporation; Bernie McKay, Chief Public Policy Officer, Vice President of Global Corporate Affairs at Intuit; Jackie Puente, Executive Director for External Affairs at Comcast; Thomas M. Sullivan, Vice President of Small Business Policy at the U.S. Chamber of Commerce; U.S. Rep. Lou Correa (CA-46), U.S. Rep. Sean Duffy (WI-07), U.S. Rep. Peter J. Roskam (IL-06) and U.S. Rep. Keith Rothfus (PA-12).

During the event, Chairman Barreto announced new partnerships through a Memorandum of Understanding with BAU International University, the U.S. Guatemala Chamber of Commerce and The 60 Plus Association. These organizations join TLC’s network of 100+ partners working to enhance the overall business, economic and social objectives of the Hispanic community.

“The entrepreneurial spirit of this nation is something to be celebrated, especially when America’s 28 million small businesses account for half of the nation’s economic output,” said Barreto. “Our event showcased that entrepreneurial strength, and pushed for business initiatives that leverage partnerships, create more jobs and grow this nation’s economy. We look forward to building on this message on October 12 at our Upward Mobility Summit in Kansas City, Missouri.”

Title sponsors for the event were Wal-Mart and Google. Event partners included 1800 Contacts, Act Wireless, AltaMed Health Services Corporation, Altria Client Services, Alvarado Smith, American Express Open, AT&T, Bank of America, California Resource Corporation, Centene Corporation, Coca-Cola, Comcast/Universal, CTIA, Direct Selling Association, Dun & Bradstreet, East West Bank, Edison Electric Institute, Herbalife, Hispanic Business Roundtable Institute, Honda, International Franchise Association, Intuit, JP Morgan, KOCH, Master Your Card, MasterCard, National Association of Broadcasters, National Cable & Telecommunications Association, NV Energy, Paychex, PG&E, PhRMA, Quicken Loans, Reset Public Affairs, Ronald Reagan Trade Center, Southern California Edison, The Latino Coalition Foundation, The Libre Initiative, T-Mobile, Tributo Tequila, U.S. Chamber Institute for Legal Reform, Univision and Verizon. Media Partners were Conexión, Finding Productions and Tico Sports Productions, LLC.

The Latino Coalition (TLC) was founded in 1995 by a group of Hispanic business owners from across the country to research and develop policies and solutions relevant to Latinos. TLC is a non-profit nationwide organization with offices in California, Washington, DC and Guadalajara, Mexico. Established to address and engage on key issues that directly affect the well-being of Hispanics in the United States, TLC’s agenda is to create and promote initiatives and partnerships that will foster economic equivalency and enhance and empower overall business, economic and social development for Latinos.

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