“With our award-winning products and as the number one premium haircare direct selling brand, we’ve had a steady stream of requests to expand into France for several years,” said MONAT Chief Executive Officer Ray Urdaneta. 

The company began expansion into Europe in 2018 with the addition of Spain, Lithuania, Poland, Ireland and the UK. 

“We are meeting the demands of the French consumers with the expansion of our unique business model and culture of family, service and gratitude to new European markets by opening operations in France,” said Stuart MacMillan, MONAT President. “Our holistic and innovative approaches to the development of premium beauty products, as well as attention to detail and luxury is a natural fit for the French market.” 

The post MONAT to Open Operations in France  first appeared on Direct Selling News.

Partnering with TerraCycle, the company launched a recycling program in 2021 for MONAT product containers which collected, cleaned and melted them into hard plastic that could be re-molded into new products. 

Since its launch, MONAT’s recycling program has outperformed its collection goal by six times, recycling almost 26,000 pounds of packaging. 

“This program helps address plastic pollution, a critical industry and stakeholder concern,” said MONAT President Stuart MacMillan. “It’s part of a comprehensive corporate sustainability commitment to a healthy planet, a purposeful business and products, and joyful people and communities.” 

The post MONAT Receives Environmental Program of the Year Award  first appeared on Direct Selling News.

“We are delighted to bring our unique business model and our culture of family, service and gratitude to New Zealand,” said Stuart MacMillan, MONAT President . “Our entrepreneurial spirit and holistic approach to haircare, skincare and wellness is a natural fit for the New Zealand market.” 

MONAT now has a presence in eight international markets, including Canada, the UK, Ireland, Poland, Spain and Lithuania.

The post MONAT Launches Operations in New Zealand  first appeared on Direct Selling News.

MONAT Global Chief Culture Officer Lu Urdaneta, also the Chief Executive Officer of the company’s philanthropic organization MONAT Gratitude, was recognized as a recipient of the 2022 South Florida Business & Wealth’s Up & Comer Awards (SFBW). This award honors professionals who exhibit innovation in both their careers and communities. 

“Lu has been instrumental in establishing a strong consumer social responsibility conscience for MONAT Global as she focused on our culture,” said Stuart A. MacMillan, MONAT Global President. “I look forward to supporting her as she continues to find new ways to impact communities globally both as the Chief Culture Officer and as the lead for our philanthropic organization MONAT Gratitude.”  

Urdaneta joined MONAT in 2014 as Senior Manager of Recognition and Gratitude and was an integral part of the movement that became MONAT Gratitude, Inc., a 501(c)(3) non-profit organization. 

The post MONAT Executive Lu Urdaneta Honored with Up & Comer Award  first appeared on Direct Selling News.

• Bronze Stevie: Lifetime Achievement Award – Consumer Products for President Stuart MacMillan 
• Silver Stevie: Corporate Social Responsibility Program of the Year in Canada and the USA for MONAT Sustainability 
• Gold Stevie: Company of the Year – Consumer Products – Non-Durables – Large 
• Gold Stevie: Consumer Products for the MONAT BODY CARE Collection 

“Congratulations to Stuart on this well-deserved recognition!” said Ray Urdaneta, CEO of MONAT. “His leadership style is all about building relationships; it has powered MONAT’s growth and success these past eight years.”

The post MONAT President Wins Lifetime Achievement Award  first appeared on Direct Selling News.

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

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

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

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

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

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

Edify and Inform

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

From the June 2022 issue of Direct Selling News magazine.

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

WE ALL KNOW IT—EVEN IF WE DON’T TALK ABOUT IT VERY MUCH. There’s a lingering negative perception about direct selling. The idea that people buy direct selling products because they want to help out their niece, encourage a neighbor or maybe just support a friend’s entrepreneurial dreams.

Unfortunately, this stigma is something the channel has earned over the years. In the past, the key elements of customer-driven, crave-worthy products simply weren’t a priority for some companies in the channel. Efficacy was an afterthought. Exclusivity didn’t matter much. And strategic omnichannel marketing campaigns weren’t even topics of discussion.

Thankfully, direct sellers have made impressive strides in recent years, and some companies are truly changing the narrative by taking ownership and course correcting toward more customer centricity, better efficacy and next-level customer experience initiatives.

Slowly, surely and with intention and purpose, direct selling companies are earning their spots as true “category kings.”

Slowly, surely and with intention and purpose, direct selling companies are earning their spots as true category kings, winning the war on customer loyalty and market share in many retail categories. So…who are the companies that have earned their rightful spot alongside more traditional, upper-echelon retail brands? What sets them apart? And how are they competing and winning against brands with more traditional retail business models?

The companies earning this designation take a holistic, comprehensive approach to improving their brand’s reach, their customers’ experience and their overall reputation. They are focusing on exclusive products and proprietary ingredients; quality sourcing; in-depth research and development; and innovative approaches to social selling. They are effectively flipping the script on outdated perceptions about the channel, the products it produces and the overall customer experience.

Another important commonality is the size of these companies; many of them reached at least $1 billion in annual revenue in 2021 and have an impressive global footprint. Is being a global billion dollar company required to be a category king? No. But name recognition, proprietary ingredients and science, overall sales and longevity all are important parts of the equation.

Ben Riley, Acting President of Young Living, shared the impact of their global presence. “In the past two years, we have shipped nearly 37.5 million orders across 141 unique countries and have positively impacted billions of lives around the world. Each year we strive to create meaningful impact globally while building our portfolio of health and wellness products.”

Products to Be Proud Of

The main driver of the renewal and renaissance direct selling companies are experiencing is the increased legitimacy of the products that they offer. The top companies are going “all-in” on product efficacy and innovation, crafting comprehensive yet focused product assortments.

This intense focus on improving the efficacy of these products has taken many forms. From enhanced research and development to the use of patented exclusive formulations and proprietary ingredients to careful sourcing of pure, rare, natural ingredients to a combination of all three, these are products customers actively seek out and truly believe in.

According to Elana Gold, Chief Marketing Officer at Rodan + Fields, “We have a world-class laboratory where our team of scientists work together to develop breakthrough products. And we tap into a global network of scientists to scour the earth for the right ingredients and technologies. This ensures everything we create is based on proven science and clinically validated.”

Healthy Products = Healthy Sales

Health and wellness in general, and supplements in particular, have long been standouts in the direct selling space. So, it should come as no surprise that several category kings comfortably occupy this market.

The legacy brand Nutrilite accounts for over half of Amway’s sales and continues to grow. Euromonitor ranked Nutrilite as the world’s number one vitamin and dietary supplement brand in 2020. Amway’s Chief Marketing Officer François Renard, shares that Nutrilite’s overall philosophy is simple: plant, grow, thrive.

“From the 6,000 acres of certified organic Amway-owned farms as well as botanicals sourced from partner farms located on every continent except Antarctica, Nutrilite is commited to bringing the earth’s finest nutrients and health and wellness solutions to customers around the world. We extract the best from nature to provide vitamin, mineral and dietary supplements designed to fill nutritional gaps in our customers’ diets.”

The main driver of the renewal and renaissance direct selling companies are experiencing is the increased legitimacy of the products that they offer.

Another health and wellness company dominating in their category is Prüvit. Prüvit owns nine patents in the ketones space and is the largest distributor of exogenous ketones in the world. Their flagship product, KETO/OS NAT is the world’s preeminent pure therapeutic ketone.

But Prüvit is looking to go beyond supplements to become a more comprehensive part of their customers’ health regimen. They are achieving this by addressing evolving customer preferences head on.

As Co-Founder and CEO Brian Underwood explained, “We recently launched into the food delivery category with Prüvit Meals and Snacks. So regardless of diet, whether the customer is full keto, carb conscious, Paleo, Mediterranean or something else, there is a plan that will work for them.” This innovative approach allows Prüvit to seamlessly provide more offerings, convenience and solutions to their customers’ lives.

Another company making a strong impression in the health and wellness space is Herbalife. The global nutrition company was named “The World’s Number One Health Shake” and “The Number One Brand in Active and Life Style Nutrition” by Euromonitor. The company also retains its top rank in the world in four other Euromonitor categories, including weight management and wellbeing; weight management; meal replacements; and meal replacement and protein supplements combined.

Building Better Beauty Brands

Retail beauty brands have long set the standard for global dominance with powerhouse conglomerates owning significant chunks of market share. But there are several direct selling beauty brands that have carved out impressive niches for themselves based on longevity, name recognition and customer loyalty.

There are several direct selling beauty brands that have carved out impressive niches for themselves based on longevity, name recognition and customer loyalty.

One such brand is Artistry from Amway. This comprehensive line of skincare, cosmetics, fragrance and bodycare relies heavily on its research and development efforts to promote the brand’s efficacy. Botanicals, ongoing research and personalization options give the brand a unique, compelling story for consumers to respond to and engage with.

Artistry has scanned and analyzed over 32,000 faces from all over the world to truly identify the skin concerns and needs of all people. The products are clean, vegan and backed by traceable proof that the products are pure and the formulas safe and effective.

“We pride ourselves in using the latest cutting-edge research paired with plant-based nutrients in our skincare and makeup solutions,” said Renard. “We know where products come from and how they are made. We obsess over quality, relentlessly checking at every step from raw ingredients to finished product.”

Perhaps no other name is more synonymous with direct selling and beauty than Mary Kay. The company will mark its 60th anniversary next year and has been known for innovative high-quality products since its launch in 1963.

The company reports that they see remarkable loyalty across their skincare, bodycare and color cosmetics lines. The company equips its sales force with cutting edge products and tools and a flexible business opportunity that fits a variety of lifestyles. Best-selling products include their TimeWise skincare line, Ultimate Mascara and Oil-Free Eye Makeup Remover, and they continue to enhance their line with regular product launches across all categories.

Nathan Moore, President of Global Sales and Marketing at Mary Kay attributes their longevity and reach to trust. “People know they can trust us. Trust our products; trust our opportunity; trust our commitment to safety and research and to giving back. And with that trust we feel a true and deep responsibility. Our legacy guides us and we continue to be creative, innovative and disruptive.”

Premium Beauty

Cosmetics isn’t the only beauty category that direct selling shines in. Both MONAT and Rodan + Fields have achieved remarkable dominance as premium haircare and skincare brands respectively. And “premium” is an important distinction for each. Euromonitor has recognized both companies as leaders in these categories.

“We have always benchmarked our products alongside other professional and salon brands. This means innovative ingredients and formulas and a high attention to quality,” shared Stuart MacMillan, President of MONAT. “When we launched, no one was talking about anti-aging for the hair—and certainly not in the direct selling space. Most people that come to us have seen the effects of aging on their hair: pollutants, bleaching, coloring and excessive heat. Our products not only help with those challenges but also help create a healthy scalp environment.”

MONAT’s hero product, Rejuveniqe Oil is by far their best seller. In fact, 2.3 bottles of Rejuveniqe are purchased every minute around the globe. And it often serves as a gateway product for MONAT’s typical customer (their largest demographic is women ages 25-35) who then choose to adopt the company’s shampoos and conditioners into their daily beauty routine.

Rodan + Field’s hero product line is Regimens, and over the last 5 years, Rodan + Fields has, on average, sold a Regimen every four minutes. Gold attributes this to providing innovation that truly works and delivers visible results. Regimens address core skin conditions and reflect a large percentage of the company’s sales. The line features ground-breaking technology and serves as the centerpiece of the brand, addressing primary skin concerns such as aging, dullness and discoloration, dryness and sensitivity and acne.

“Innnovation is in our DNA and is at the core of everything we do,” shared Gold, Chief Marketing Officer. “Our goal is always to make the most clinically efficacious formulas we can. Each and every step of skincare from cleansing to renewal to hydration to targeted treatments and environmental protection is optimized for peak performance.”

Happy at Home

The concept of your home being a haven has never been more relevant than it has been the past two years. As the world shut down and billions around the globe stayed inside their homes, they looked for ways to make that space cozier, healthier and happier—a true respite from the harsh realities found outside their front door. Enter direct selling companies like Young Living and Scentsy—two billion-dollar companies perfectly poised to provide the products people were looking for in this unique moment in time.

Young Living, a pioneer in the field of essential oils for nearly 30 years, shared that one of their top-selling “hero” products in essential oils is their Thieves home line. This line strongly resonates with their key demographic of mothers 25-45 looking to improve the health and wellbeing of their families without harsh chemicals.

With products in the line ranging from waterless hand sanitizer, household cleaner, toothpaste and laundry soap, the Thieves essential oil blend finds its way into practically every room of customers’ homes. As Lyndi Smith, Chief Marketing Officer at Young Living shared, “Customers and distributors alike enjoy the warm spicy scent and many benefits of Thieves throughout their home, and with the Thieves home line, they can have it.”

Scentsy has also become a category king, specifically in home fragrance. While Scentsy’s customers come from all walks of life, their biggest target market is moms with small children. “They’re drawn to Scentsy because of our unique, exclusive fragrances and superior quality products,” explained Lacy Hanson, Vice President of Consultant Sales and Product Development. “We develop such a wide range of fragrance products—from home fragrance to cleaning products to scented products for children and pets—that there is sure to be something for everyone.”

Despite competition in the market, various studies continue to place Scentsy wickless candles at the top of customer-preferred brands. Hanson attributed that primarily to three key differentiators: high quality products, the variety and complexity of the fragrance offerings and a wide range of hard-good product designs to appeal to all styles of home décor.

The Ultimate Differentiator

A not-to-be-overlooked component of the emergence of direct selling brands is the undeniable power of a passionate, motivated distributor base. Their advocacy for the products and organic product recommendations—increasingly achieved through social media—have tremendous power to grow a brand’s reach and influence. As brands continue to use social media and influencers to bring new customers into the fold, the most successful brands craft a cohesive, intuitive customer experience.

It’s certainly true at Scentsy. “Our primary competition is in the retail sector due to the immediate access to the product after purchase, as well as the ability to smell and experience the products in person before purchasing,” explained Hansen. “However, the relationships our Consultants build with their customers continue to ultimately win the purchase every time. Scentsy Consultants offer personalization and customization to a shopping experience you can’t find at Amazon or Wal-Mart.”

Gold agreed, “Rodan + Fields Consultants provide high-touch personalized service. It’s easy and convenient to connect with a Consultant via text, phone or video chat. And they have incredible digital tools to help customers find the best skincare products for their needs.”

As Ryan Napierski, CEO of Nu Skin recently told North American CEO, “Social media platforms are becoming more than just social platforms, they are becoming commercial platforms with the rise of influencer and affiliate markets. Nu Skin has been doing influencer marketing for more than 30 years, just in an analog form. We have always believed in the power of word-of-mouth marketing going all the way back to the beginning of the company.”

Part of a Lifestyle

This sense of community and shared enthusiasm and authenticity lends itself to customers making these products part of their lifestyle in a bigger, more overt way. They become true brand advocates, sharing their product experiences and interacting with the brand online and becoming part of a bigger movement. This often leads to customers making the organic transition to distributor.

“It’s common for customers to be so excited about their experience that they start sharing it with others,” said Underwood. “It makes becoming a Prüvit Promoter where they can earn free products, cash and other rewards for referrals a very authentic next step.”

“MONAT has an amazing global network of over 400,000 Market Partners getting the message out about our revolutionary products,” added MacMillan. “Many of our current distributors started as customers.”

Napierski agreed, “By taking advantage of the macro trend in influencer and affiliate marketing, as well as the shift from retail commerce to e-commerce and now to now social commerce, we believe that our go-to-market strategy becomes significantly more powerful.”

This “brand-as-lifestyle” trend has another powerful benefit: customers incorporating more of the companies’ products into their routine. “We find that it doesn’t take long for customers and Brand Partners to start branching out,” shared Smith. “In fact, by month three, on average 60 percent of Young Living’s new 2021 enrollments had tried three or more products. By month six, that number increased to 77 percent!”

Brand synergies play a key role at Amway as well. “We recently launched Skin Nutrition, a clean, traceable and vegan skincare line that works like supplements for the skin,” shared Renard. “The products are infused with Nutralite-grown botanicals. This crossover introduces Artistry customers to Nutrilite and Nutrilite customers to Artistry.”

And at Scentsy, they utilize licensing agreements and corporate alliances with global giants like Disney, Star Wars, Marvel, Warner Brothers and the NFL and NHL to expand their reach to new, loyal audiences as well as establish credibility with a broader audience.

Sitting on the Top Shelf

Whether their dominance is best evidenced through sales figures, name recognition, longevity or a combination of all three, the leading direct selling companies are producing high-quality products that people want at a competitive price and with measurable results.

It’s no surprise that each of these companies embody the tenets that direct selling was founded upon. As Ryan Rogers, Chief Investment Officer at Mary Kay explained, “We remain committed to my grandmother Mary Kay Ash’s guiding principles: live by the Golden Rule; give and expect nothing in return; and make everyone feel important. For nearly 60 years, these have been the moral compasses of our company. To remain committed to these values while leading the industry as a global company in nearly 40 countries is a really incredible thing. And we are really proud of it.”

From the May 2022 issue of Direct Selling News magazine.

The post Top Shelf: How Direct Selling’s Leading Brands Stack Up Against Retail first appeared on Direct Selling News.

“I am honored to be recognized by one of the largest film and video competitions in the industry for our team’s hard work and creativity,” said Danny Rodriguez, Director of Video Production, MONAT Global. “MONAT has an incredible team that is involved in the video process from start to finish, and I am so excited that we get to share our work with a broader audience through our recognition.”

MONAT’s Viddy Awards include:

Platinum Winners

• MONAT REUNION 2021 RECAP #2
• MONAT GRATITUDE – INTERNATIONAL WOMEN’S DAY
• MONAT WELLNESS IS HERE! THE HEALTHY LIVING REVOLUTION
• MONAT IMMUNE SUPPORT
• WE ARE MONAT | WE BUILD BEAUTIFUL LIVES | WE ARE MODERN NATURE
• MONAT INSIDER | IMMUNE SUPPORT | MONAT WELLNESS PRODUCTS
• A DAY WITH MONAT | ALISHA JACKSON

Gold Winners

• MONAT REUNION 2021 RECAP
• MONAT VIRTUAL X LEVEL UP! RECAP
• MONAT SOOTHING MICELLAR SHAMPOO
• SCALP PURIFYING SCRUB & PURIFYING VINEGAR SHAMPOO
• MONAT RECIPE | FRESH & PEACHY SMOOTHIE | MONAT WELLNESS PRODUCTS
• WHY MONAT? | WE BUILD BEAUTIFUL LIVES | THE MONAT OPPORTUNITY
• MY DAY WITH MONAT | CONNIE & PHIL SANCHEZ

Honorable Mentions

• MONAT SUMMER LOVIN 2021 | ENJOY THE FUN!
• MONAT DIRECTORS’ SUMMIT RECAP 2021
• MONATIONS 2020 IMPACT WEEK RECAP
• MONAT SUSTAINABLE REFILL POUCHES
• SUN VEIL SUNSCREEN
• MONAT STYLE SERIES FEATURING RYAN RICHMAN – LOW PONYTAIL
• MONAT – THE SCIENCE OF WELLNESS
• MONAT ELITE 2022 DUBAI
• WHY WELLNESS? | Q & A WITH RAY AND STUART | MONAT WELLNESS

“I am proud of the MONAT team for once again being recognized by the Viddy Awards,” said Stuart MacMillan, President, MONAT Global. “MONAT’s goal is to make a difference in the lives of others, and we are thankful that our team allows us to do so through visual storytelling.”

The post MONAT Wins 14 Viddy Awards first appeared on Direct Selling News.

Despite the diversity of attitudes about what constitutes the best working environment, one reality is hard to dispute. The global pandemic has forced a reckoning of sorts about what’s really necessary for employees to be productive, and the truth is that there is no single answer. However, granting employees flexibility in their workplace environments may lead to improved morale, longer tenure and a competitive advantage for those companies who potentially can cast their nets wider for talent. The industries with the highest number of remote workers are healthcare (15 percent), technology (10 percent) and financial services (9 percent), according to video conferencing company Owl Labs.

In March 2021, Prudential commissioned a survey entitled Pulse of the American Worker: Is This Working? A Year In, Workers Adapting to Tomorrow’s Workplace. This study of 2,000 adults working full time found that 87 percent of American workers who have been working remotely during the pandemic would prefer to continue working remotely at least one day a week, post-pandemic. Among all workers, 68 percent say a hybrid workplace model is ideal. That’s a double-digit percentage point jump from a similar question in a survey conducted in fall 2020. It suggests that the pandemic has highlighted what American workers value most in their respective places of employment.

Further, these responses indicate that such perks as flexible schedules and the reduction or elimination of daily commutes potentially outweigh any drawbacks associated with remote work, like isolation and increased work hours. Most consequential, the survey found that employees who don’t have access to the benefits they want post-pandemic are prepared to seek them elsewhere if necessary. Nearly half of current remote workers (42 percent) say if their current company doesn’t continue to offer remote-work options long term, they’ll look for a job at a company that does.

It’s not just employees who have had a few revelations during the pandemic. Their employers, too, are reconsidering what the optimal work environment looks like. We reached out to several direct selling companies to find out how they’re managing the future of their respective workplaces and what they’ve learned in the process. Here’s what we learned:

Hybrid Format Preferred

A hybrid approach, consisting of work hours both in the office and at home, was the preferred format of our respondents. That decision was usually based upon employee feedback, which drew companies’ attention to the fact that the pandemic was having disproportionate effects on caregivers of preschool and school-age children and elderly family members, as well as those with preexisting health conditions. At the same time, direct selling executives recognized that there were inherent challenges associated with a purely remote work environment – namely, maintaining strong and personal culture, bringing new employees into the fold and continuing to recognize, motivate and engage existing employees.

While leading a Zoom call several months ago, It Works! Founder and CEO Mark Pentecost looked at the faces staring back at him from his computer screen and had a revelation. He recalled the incident during a Direct Selling News Executive Insights interview with Stuart MacMillan, President of MONAT Global: “I was looking at the different people in the Zoom, and I’m like, ‘Oh my goodness, I haven’t said good job to her, or I haven’t congratulated that person.’ It really overwhelmed me. How do I show appreciation? My background’s coaching. I coach someone who’s maybe underperforming, or tell someone who’s really knocking it out of the park that ‘I see you. Nice job, I really appreciate it.”

It Works! reopened its corporate office June 1 as part of a hybrid work solution for employees. “Our secret sauce is the hugging and acknowledgment and pats on the back. It’s not as easy to do that out of your home,” Pentecost says. “There are three things I’m focused on—boosting engagement, encouraging collaboration, and increasing morale. I wanted to make sure our field team knew how much I appreciated how they’re working through this period. And those are the three things that I realized people needed the most.”

Following a lot of discussions, Team National recently announced its 2021 hybrid plan for employees. “We’re allowing most staff—a few job descriptions aren’t favorable to work from home, so those staff are in house, such as our network administrator—but most may choose to work from home daily, come in daily, or split their time in any given week,” says Angela Loehr Chrysler, President and CEO. “All new hires must be in office for their probationary 90 days for training and then, if eligible, they can request work from home. But to keep our fun, family-friendly, ‘treat others the way you want to be treated’ culture, we require all staff to be in the office every other month for two to four days by department.” Department heads will coordinate their team members to be together those two to four days to encourage in-person collaboration and discussion. Staff members also will be required to be in the building for special events. Team National’s first all-staff day took place July 16 when one of the company’s top leaders was in the office for a special event.

“We’re mostly remote at the moment, but we’re working on a phased approach to welcoming employees back to the office at our Gilbert, Arizona, headquarters—voluntarily, with encouragement and incentives—given our culture thrives on in-person interaction and collaboration,” says Justin Powell, Isagenix International Chief Legal Officer. “From a more long-term perspective, we’re revisiting our remote work policy, which represents a hybrid approach, and expect to expand it to allow maximum flexibility for eligible employees to work remotely on a more regular basis as long as business needs are being met.”

Mental Health Comes into Sharper Focus

About one-third (31 percent) of all respondents participating in the Deloitte Global 2021 Millennial and Gen Z Survey reported that they have had to take time off of work since COVID due to stress and anxiety. It’s incumbent on employers, then, to support employees’ mental health through any means possible—and reconnect with their purported and respective missions.

Referencing the Deloitte survey, Brent Willis, CEO of NewAge, says, “The incremental stress of COVID coupled with an accountable and performance-oriented work culture is a change. So, we focus on over-communication, building the right culture, and engaging with all associates so they feel heard, valued and connected to the purpose and cause of the company.”

For NewAge, COVID has left an imprint on the company’s culture, inviting an even more egalitarian, collaborative style as employees leave individual offices behind for a new space that allows them to more easily engage with coworkers—whether they’re three desks down or working remotely. “NewAge is completely redoing the office model of old,” says Willis. “We’re going to hybrid systems, hoteling, building social studios in every location around the world for brand partners, and creating community hang-out spaces, so our offices have become ‘multifunctional hubs’ instead of desks with stacks of paper and pictures of grandma. We’re creating multifunctional collaboration, coordination and training spaces, and eliminating many of the expensive mega shrines of the past. Even the CEO has no door—just a few comfy chairs for meetings and a stand-up desk.

“We love the value of social connection, instant coordination and informal communication that has historically come from an in-office work environment,” he continues. “But we have learned that with all of the digital connectivity tools available today, you can achieve all those things without physically being in the same space all the time.”

The Takeaways

Preparation is key.

If the pandemic taught us all anything, it’s the critical importance of preparation. Those companies who had the technical infrastructure in place before the pandemic were more agile and could pivot to remote working environments more easily.

In the process, companies reaped the benefit of several key learnings they plan to incorporate into their ongoing operations. “Working remotely helped us better utilize technology to improve collaboration with our international offices, so we’ve been increasing our efforts to work more seamlessly together,” Powell says.

For Young Living, the pandemic has served as a reminder of the value of sound crisis management procedures. The company established a crisis communications process and application where employees could receive real-time updates and remain informed as local and national agencies set health and safety guidelines. “It’s very important to have a plan and to be able to communicate to your entire workforce as quickly as possible when a major crisis occurs,” says Gene Schrecengost, Chief Human Resources Officer for Young Living. “What surprised us was that employees continued to stay positive and connected, even through such consistent change.”

Involve employees in decision-making.

As Mary Kay Ash so wisely said, “People will support that which they create.” Taking the pulse of employee sentiment about optimal work environments has served direct selling companies like Isagenix well. The company deployed an anonymous survey to its U.S. workforce to gather feedback, “which we felt was a critical component to our return-to-office planning,” says Powell. “The survey was designed to measure current and future attitudes around coming back on-site at our headquarters. We’re taking that into account as part of our return-to-office plans.”

As for It Works! hybrid work style, “I want it to be led by our employees,” Pentecost said in his Executive Insights interview with MacMillan in July. “I want them to tell me what they need to be the most efficient. The world’s never going to be the same. We’re going to go back, and it will be different. There are no rules we need to follow. How much do we need to be in the office? What departments never need to be in the office? Who needs the collaboration and people? We’ve started opening the office so that if you want to come into the office, you’ll be able to. We’ll be there. We’ll sanitize. We’ll keep it safe. We’ll have some rules, but we’re not going to tell you yet that you have to come back, or you have to do this.”

Have clear guidelines in place.

Plexus’ new policy includes clear eligibility guidelines and best practices for effectiveness and team collaboration. “When the pandemic hit, many office-based organizations had to move quickly to transition teams to work from home,” says Mary Beth Reisinger, the company’s Chief Human Resources Officer. “This is not the same as deliberately offering a telecommuting option. One was out of necessity; the other was intentional. Setting rigor around what telecommuting looks like, giving leaders the flexibility to determine what schedule works for their teams, being intentional about culture-building, and lots of communication are a few vital elements. Additionally, we held mandatory training for leaders to focus on team building, accountability, and measuring performance.”

“Challenges with a flexible working situation are likely the same at any company,” says Schrecengost. “We worked with our Legal team to establish a ‘Ways of Working Policy’ in which we outlined the expectations for all employees eligible for flexible working arrangements. This policy allows everyone to be on the same page about meeting performance standards and keeping in communication with each other as we move into a blended working environment.”

Keep employees around the campfire through any means available.

Direct selling companies, like the independent distributors they serve, in large part have been founded on strong cultures. Gathering one’s employees around the campfire, so to speak, will almost certainly be a challenging prospect when they’re rotating in and out of the office. Companies like Plexus are striving to create a happy medium between offering greater flexibility and maintaining the kind of culture they need to gain employee buy-in, fulfill their objectives and keep retention high.

Fridays are sacred days at Plexus, reserved for events like team celebrations, cultural initiatives, weekly raffles, so “our hybrid work environment offers eligible team members the choice of working from home two days per week, with the exception of Fridays,” says Reisinger. “We recognize that we will have to be more deliberate at maintaining a team-like atmosphere, so we’ve trained and tasked our leaders with cultivating an inclusive and dynamic team environment.

“Although 2020 was a strong year for our business, we learned that the stressors of the pandemic and an overnight shift to work from home were not optimal for our team members,” she continues. “Innovation and cross-functional collaboration slowed, and our new hires didn’t get the benefit of cultural immersion. A key takeaway was that we would need some additional structure and imagination to ensure that moving to a hybrid work environment going forward would still support and preserve those things.”

Young Living “struggled to stay connected as a greater team,” Schrecengost says, “so our Employee Experience teams held weekly ‘happy hours’ where our employees could connect and laugh with our executives and leaders over video conference. This helped employees feel more connected even though we were working apart.”

Reassess periodically.

Companies generally are approaching the transition to hybrid work on a contingent basis; they’re rolling it out, seeing how it goes and intend to revisit it after a trial period. Team National, for example, will review its work from home policy at the start of 2022, Loehr Chrysler says, to determine if adjustments need to be made or if it should remain as is. At this time, the company has 20 employees who split their time in and out of the office and another 23 who work from home daily.

The Future: Remote Work as an Employee Benefit?

As our economy continues to recover and employees feel emboldened to start making changes in their respective careers, direct selling companies will inevitably begin to consider how they can distinguish themselves in a competitive market. Could offering such benefits as remote work tip the scales in your company’s favor? The following statistics, compiled by Findstack.com, are worth considering:

•  99 percent of people would choose to work remotely for the rest of their lives, even if it was just part-time (source: Buffer).
•  Remote workers save around $7,000 per year in transportation, food and childcare (TECLA).
•  Companies that allow remote work see an average increase of $2,000 in profit per remote worker (Stanford).
•  64 percent of recruiters say that being able to pitch a work-from-home policy helps them find high-quality talent (IWG).
•  In 2017, there was a 50 percent decrease in resignations in companies that allowed remote work (Stanford).

“Remote work has allowed more flexibility for our employees to effectively meet the demands of their jobs as well as balance their family responsibilities, which employees have shared reduces their stress levels,” says Powell. “In a survey of our U.S. employees, they reported that remote work has had a positive impact on their personal productivity, work satisfaction, and collaboration.”

This isn’t to imply that remote work is without its complications. Social media management software company Buffer found that the three biggest challenges associated with remote work are unplugging after work (22 percent), loneliness (19 percent) and communication (17 percent). Seventy percent of remote workers report receiving regular training from their companies (TalentLMS). Fifty-four percent of IT professionals consider remote workers to pose a greater security risk than traditional workers (OpenVPN).

No Single Solution

Ultimately, what determines the ultimate success or failure of any new workplace policy differs from company to company.

“I think this is a case where one-size-fits-all solutions unfortunately do not exist; different conditions may call for different approaches,” said Raffaella Sadun, professor of business administration at Harvard Business School, in an article for Harvard Business Review {“COVID Killed the Traditional Workplace. What Should Companies Do Now?” by Dina Gerdeman; March 8, 2021). “A practical piece of advice is thus to be proactive and elicit workers’ preferences and explore different approaches now. The return to the office may not be as simple as we imagined at the beginning of the pandemic.”

In January 2021, Oakland, California-based management consulting firm Great Place to Work released the results of its survey of 79 executives from 56 Fortune 500 companies.

The surveyors wanted to gauge leaders’ thoughts and plans for returning to the workplace, or if a return was in their plans at all. Pre-COVID, the average percentage of employees working from home for these companies was just 16 percent. Perhaps not surprisingly, executives were divided on the subject of how working from home has affected company culture and productivity:

• 50 percent of executives surveyed believed productivity wasn’t impacted by remote work.
• 30 percent of executives believed teams were more productive while working from home.
• 20 percent reported mixed impacts across teams and business units, with some improving while others appeared to be suffering.

Additionally:

• Most leaders were targeting a return to the workplace within the next 7-12 months.
• Camaraderie and morale (61 percent) and collaboration (45 percent) were the top ways executives expected returning to the office would improve company culture.
• Over half (58 percent) anticipate reducing their office space by at least 10 percent from pre-COVID needs, and over one-third expected to reduce their office space by 25 spaces.
• Three out of five executives believe up to 25 percent of their workforce will continue to work remotely full time.

From the September 2021 issue of Direct Selling News magazine.

The post The Future of Work first appeared on Direct Selling News.

REMEMBER WHEN it was easy to network with your peers during industry events and meetings? Remember the insights and ideas that those conversations prompted? The DSN Executive Insights interview series is working to bring those priceless exchanges of stories and ideas back.

In the second interview in the series, Stuart MacMillan, President of MONAT Global, and his friend and colleague, Mark Pentecost, CEO of It Works!, discuss problems, pivots and plans.

Here is a partial look at parts of their conversation. For the entire interview you can listen to the DSN podcast or watch the interview.

STUART MACMILLAN: I have the honor and privilege of hanging out for a little while with my friend, Mark Pentecost, from It Works!. The last 18 months have been extremely interesting for both your company and ours. Where did you have to pivot? Where did you have to go, ‘Hey, we need to do this differently?’

MARK PENTECOST: We didn’t expect this. We didn’t say, “Let’s go home, work from home for the next 16 months.” We thought it was just going to be for a month or two. In the beginning, it was like, “Hey, this is fun, working from home. It’s exciting. It’s something different.” But over time, different things have crept in, and I hear different words today. I hear COVID fatigue, Zoom fatigue. Some highfliers that work well by themselves, and there are people that don’t.

My background’s coaching. So, I was thinking, what if I never went to practice and just rolled the balls out and said, “Hey, guys, practice hard. I’ll be back in two hours.” And so that really got me to thinking of how do we empower our people, but how do we inspect what we expect? I heard something the other day that I really liked— “Don’t let your comfort zone dictate your destiny or your success.” And I thought, “That’s happening here. We’re getting in a comfort zone.”

The biggest challenge to me has been with changes—especially big changes. We just didn’t know what they were. I love to read, but I couldn’t pull a book out and say, “All right. What is the playbook for COVID pandemic, and you have to go home for, you don’t know how long?” We’ve just had to maneuver. Is that how you feel?

STUART: I feel the same, and I think that it’s been enlightening. I know you and I are similar. We have this sense that we need to control a lot of things and watch it, and I think, if this has done anything for me, and I’m wondering if it has for you, it’s given me a sense of, “Hey, it’s okay.” It’s that balance, right? So, it’s the tension between, ‘Yes, we still need to measure, but hey, it’s okay for them not to be under my eyes 24/7.’

MARK: Our secret sauce is the hugging and acknowledgment, and pats on the back. It’s not as easy to do that out of your home. I think team and teamwork is so important, but an organization’s success depends on strong individual performances

Recently, I was looking at the different people in the Zoom. And I’m like, “Oh, my goodness, I haven’t said good job to her, or I haven’t congratulated that person.” It really overwhelmed me on how do I show appreciation, and how do I coach someone that’s maybe underperforming or someone that is really knocking it out of the park, and I let them know, “I see you. Nice job, I really appreciate it.”

STUART: I actually had the same challenge. One of the things I would often do is walk across the parking lot to the Cooper’s Hawk Restaurant and go, “Hey, you. You know what? You’ve done a great job. Come with me.” And having not done that for a year, I realized that a piece of my management style was gone. I hadn’t replaced it with anything. So, what are you doing to combat that, in this kind of environment?

MARK: There are three things I’m focused on—boosting engagement, encouraging collaboration, and increasing morale. I wanted to make sure our field team knew how much I appreciated how they’re working through this period. And those are the three things that I realized people needed the most.

I want to acknowledge that we started opening the office on June first.

We’re working on a hybrid solution, and I want it to be led by our employees. I want them to tell me what they need to be the most efficient. The world’s never going to be the same. We’re going to go back, and it will be different. There are no rules we need to follow. How much do we need to be in the office? What departments never need to be in the office? Who needs the collaboration and people?

We’ve started opening the office, so that if you want to come into the office, you’ll be able to. We’ll be there. We’ll sanitize. We’ll keep it safe. We’ll have some rules, but we’re not going to tell you yet that you have to come back, or you have to do this.

STUART: I think we’re all facing some of those similar challenges. One thing you said that I think is really interesting is that this hybrid initiative is going to be employee led. I think what that will mean is that while we can throw out some ideas, it’s going to be unique to the company. It’s going to be unique to the personality of the company and unique to the departments. Which departments, in your mind, are the ones that really seem to be missing that collaborative, creative catalyst? Sometimes, the hallway is a catalyst for great discussion. Where do you think that’s missing?

MARK: I love marketing. I love sales. I think one of the things It Works! does well is social selling, gathering customers. We do it with Zoom, but what inspires me and really gets my creative juices going is when I’ve got five or six other people together, sometimes a little bigger, at the office, and someone goes, “Man, I got a crazy idea.” That’s usually when my antenna goes up.

That seems to be code for, “This is about to get good.” I miss that part because I’ll have some good ideas, but after some people pick holes in it or push a little bit, or, “Why not this?” We’ve tried to create that. For those who live in the area, we met outside at my house. I was amazed by what happened to a great idea when we were in the same place together. We ended up doing a promotion. And when we’re trying to duplicate that, it’s just different.

STUART: It is. It’s not quantifiable, but it absolutely is true. You sit in the same room and ideas happen. It’s hard to get the energy you have in a room of a bunch of people who are trying to think about things. To get that on Zoom is tough. Speaking of energy, so one of the things I’ve admired is your ability to transfer passion. Part of the success of It Works! is for your ability to convey passion and excitement and take things to a whole ‘nother level. How do we channel that into getting people excited about our business and what we had to offer?

MARK: What I’m realizing is that I’ve got to try and be intentional. If people are laughing and enjoying, we’re winning! Winning doesn’t mean always just the score, you’re the winner. Winning is helping people pay off debt. It’s helping people control their time through this. Winning is helping people feel accepted wherever they’re at.

STUART: Let’s talk a little bit about customers. There was a bit of a pivot from where It Works! started to say, “Hey, we’re going to focus on having products that stand-alone, that would be bought by anybody, irrespective of the channel.” You guys are doing a great job in terms of your customer-to-distributor ratio. Talk to me about your adjustments.

MARK: We battled that for quite a few years. I think in the beginning, people thought we were a little crazy. Some people actually thought, if you got a customer, you had failed because you didn’t understand the opportunity to become a part of the team. That’s just the way they’re brought up, but we could see that it’s two separate things. We had two different buckets. One bucket was a customer, and one was someone selling products for us.

The biggest change out there today is how to get a customer because people don’t watch commercials anymore. So, we have the opportunity in our industry to talk to people. We realize customers are so important, and they are the lifeblood. We get customers so well because of the interaction. And the competition now is, you believe this as I do, it’s not the other companies. The competition is Amazon.

We have a little motto—Amazon leaves a box on your front porch with a smile on it. We stay around for the hug. We got to smile, but we got to hug them.

We don’t have to convince people to get customers anymore. I think they realize that if you don’t have customers, you don’t have the lifeblood of a strong business. And today, it’s how we keep getting better at it.

STUART: Well, when you think about it, we should have an unfair advantage over the Amazons and the retailers because we’re all about relationship, right? Talk to me about compliance and the environment. How are you adapting to the new world—where it’s very difficult to actually sell the opportunity. There are so many things you can’t say. How do you get around that?

MARK: That is tough. There are some rulings lately that maybe there’s some light at the end of the tunnel, but I do feel like some of the regulations have put more strain on our channel, industry than others. Sometimes you feel like, “Here. This is a brown bag. Look at it. See what you think. I can’t say anything about it.” It’s put more on us to be sure of our products—that we can get ingredients that we can have clinicals on. I think our product team has done a great job realizing this. There are some claims right now that we’re able to say because of the clinicals. We’re being very intentional.

On the business side, we’ve got our income disclosure. There are people like, “Why do we have to do it?” Almost like raising our kids. “Why do we have to be in at curfew? Nobody else does.” My response is “I don’t pay that group, but I know I want to keep paying you. I want to make sure we have a great opportunity. And yes, it is, but we take the extra step.” We’ve added more compliance. It protects and educates us. We’re training more on what we can say or not say.

We do a lot more in training, and we try to put more time into it. That’s our reality. You got to know the rules of the game, so that you can stay in the game, and that’s what we spend time, even behind the scenes.

STUART: At the end of the day, our role is to build a long-term sustainable business for customers and our distributors, and that’s what I told our folks. I would encourage other presidents and CEOs and other leaders of organizations, let’s take the high road and keep focused.

Our role as executives in this industry is really to create that level playing field, and to fertilize it, so that everybody has a place to play and everybody has the same opportunity. 

From the July 2021 issue of Direct Selling News magazine.

The post Stuart MacMillan Talks with Mark Pentecost About Pivots, Plans, being Customer-Centric & More. first appeared on Direct Selling News.