Diversity. Equity. Inclusion. Seldom have three words been packed with so much potential, yet also mired in controversy. They can be bounced around like political footballs; serve as HR “to-do” boxes aimed at maintaining a status quo; or be harbingers of real change that accelerate the success of the people, companies and industries who understand that there’s a business case to be made for DEI and widen their strategic planning accordingly.

“Diversity is real. Diverse people do things differently. Diverse means we often live differently; have different priorities; eat differently; raise our kids differently; dress differently; wear our hair differently; we even worship differently,” John Fleming, a consistent advocate of the direct selling industry with a storied, decades-long career at Avon, who also helped build Direct Selling News (DSN) as its one-time Publisher and Editor-in-Chief, explained.

Fleming’s wide-angle perspective on DEI comes from decades spent in executive board rooms, where his thinking and performance track record supplied valuable input on strategic planning and problem-solving. But he’s well aware that undercurrents existed, as typically the only African-American in the room and a looming temptation for HR to check a few “diversity” boxes.

“I passed on many invitations to be part of committees and special task forces when I knew or surmised that the real objective was to try to check a few boxes without disturbing the status quo,” Fleming said.

So, Fleming comes at DEI with a uniquely informed perspective—one encompassing his life’s work within the direct selling industry, as well as one formulated in the potential and eager anticipation of its future.

It’s with the future in mind that DSN—supported by Fleming’s expertise—rethinks DEI and pushes its evolution from a one-dimensional HR-driven program to a multi-dimensional business growth strategy. This is the first in a series of articles we’ve entitled, The Business Case for Diversity, Equity and Inclusion.

Our hope is that readers use this as a primer to better understand DEI; sort out the state of DEI in their companies; and expand their thinking about its potential in helping them meet strategic goals.

Subsequent articles in this series will feature case studies of direct selling companies who have adopted DEI as a business growth strategy. We want to look in-depth at their decision making, action plans and results. If your company is actively participating in a multi-dimensional DEI business growth strategy and would like to share with our readers, please reach out to DSN Publisher, Patricia White.

The Multi-Dimensional Potential of DEI

Often, DEI falls under the auspices of HR. It is here where programs are established to foster a welcoming work environment for under-represented groups, while simultaneously protecting the company by eliminating bias and unfair discrimination in the workplace that could constitute a violation of law.

And while those efforts are vital to employee, cultural and corporate growth as well as maintaining proper legal standing, Fleming believes DEI holds even greater potential when considered as a multi-dimensional business strategy. The business case for DEI lives not in the one-dimensional HR world, but rather in the realm of market growth potential, strategic business acquisition, customer/representative targeting and results-oriented communication, all of which drive profitability.

Going Global or Staying Home

Going global has long been the steppingstone of choice by direct selling companies seeking to make leaps forward in market growth. And it’s no wonder looking at the World Bank’s 2022 Top 15 GDP list.

To make a successful run at any international market takes commitment to research and fostering in-depth understanding of economic and cultural landscapes very different than the United States.

“It has always been interesting for me to observe that when we decide to go global for strategic growth reasons, we are actually committing to DEI. Yet, we may not be as committed when we manage the same enterprise locally,” Fleming said.

Fleming’s point is that there is intrinsic value in companies parsing out and capitalizing on the strengths and potential we have here at home when it comes to DEI. No country outpaces the US in terms of GDP, standing at $20.89 trillion. And our segmented annual purchasing power of ethnic- and age-based groups mirrors the GDPs of entire countries.

“The United States is the most diverse marketplace in the world. However, many businesses go global to access talent pools, reach new markets and hopefully activate new growth opportunities,” Fleming said.

He believes there are cost-effective growth opportunities right here at home—driven by the same DEI principles now used by companies in international expansion—without the challenges faced when going global.

“Theoretically, a new company could build a successful enterprise targeting any one of the consumer segments. Some of the segments are as large as other countries, and they are all within the borders of the United States of America,” Fleming said.

Evolving Business Growth through DEI

How then might a company take effective steps toward a multi-dimensional DEI business growth strategy here at home? The first step in making a business case for DEI is knowledge.

Fleming vividly remembers a mandatory course called “Finance for Non-Finance Managers” during his years at Avon. “It helped to change my thinking from the more emotional, optimistic mindset to a more strategic mindset.”

Such a course teaches the essence of the business model and the reasons for its existence. It focuses on how the business grows and the importance of gaining market share in the marketplace. It also teaches people how to think strategically with clarity and purpose, no matter which department is leading a conversation.

The goal, Fleming said, is to develop a keen, company-wide understanding of the financial components necessary to grow a business. It is possible to cultivate a group dynamic and mindset that is mindful of growth, regardless of proximity to sales and marketing efforts.

Who Do You Invite to the Table?

In his experience, Fleming believes there to be three steadfast rules, if not universal laws, direct selling companies should follow when strategizing about new business acquisition.

1/ It is difficult to understand the motivations of women without including women in the conversation.

2/ It is difficult to understand the nuances of ethnic groups and their cultural differences if such representation isn’t included in the conversation.

3/ Pictures and data don’t tell the whole story. Relying on data alone often results in a lack of understanding about diverse groups of people and misunderstandings about DEI and its potential.

An estimated 80 percent of consumers are more likely to buy from brands that tailor experiences to customer preferences, and emotionally connected consumers are two times more valuable than highly satisfied ones.

In the past, direct selling as a channel of distribution, was highly dependent on the field of independent contractors to lead new business acquisition. Grassroots prospecting recruited customers and distributors/consultants primarily from existing field networks.

But today, companies have more options and greater control. They use marketplace research and data to strategize new business acquisition, and then provide intermediaries in the field with the right tools, at the right time and using the right messaging to reach target markets more effectively.

So, who sits around the conference table giving input during new business acquisition strategy sessions makes a big difference.

According to Innovation, Diversity and Market Growth, a white paper put forth by researchers from the Center for Talent Innovation, teams that have one or more members who represent the gender, ethnicity, culture, generational or sexual orientation of a target market are as much as 158 percent more likely to innovate effectively for that end user.

Granted, some geographies are less diverse than others, and therefore have less diverse hiring pools. And the industry has long favored sales and marketing candidates who possess experience related to direct selling. But Fleming posits, neither is an “acceptable rationale for not pursuing diverse talent that might serve to improve every facet of the business model, especially the sales and marketing effort.”

Colleges and universities are in the business of doing this. They recruit raw talent and potential, then proceed to develop those individuals over time. Perhaps the direct selling industry would be better served if it looked at leadership recruitment in the collegiate way—discover, mentor and develop.

“It appears logical that those who represent the various segments might bring new and relevant ideas to the conversations and decision making,” Fleming said.

But as Forbes reported, “Implicit biases are driving certain employees out of leadership positions and resulting in a less diverse workforce, impacting the bottom line.”

According to the American Psychological Association, “Individuals’ perceptions and behaviors can be influenced by the implicit biases they hold, even if they are unaware they hold such biases. Implicit bias is an aspect of implicit social cognition: the phenomenon that perceptions, attitudes and stereotypes can operate prior to conscious intention or endorsement.”

“Throughout the world, we have economies that are built, developed and managed by people who do not look or think exactly the way we do, nor speak our language. They not only survive; they also thrive and compete effectively,” Fleming explained.

Choosing Who and What is Most Important

It is certainly possible to live within and operate a business in the most diverse country in the world without appealing to broader, more diverse audiences. But doing so is not without risk.

Business models without a DEI focus may limit their effectiveness in attracting broader marketplace support that stakeholders and investors expect. They may also hinder the ability of their brand partners and affiliates to expand their independent businesses in a marketplace of opportunity that is now larger than a single individual’s identity—a marketplace that is increasingly built upon numerous authentic voices coming from diverse groups of people.

“We can choose what we do and how we do it more so than our counterparts in any other nation,” Fleming said. “Therefore, we can choose to determine what matters most.”

That applies to not only consumers whose loyalty direct selling companies covet, but also the contemporary decision makers who seek effective strategies to expand available market share segments.

Perhaps, it’s time to re-frame those conversations and ask a new question: What is our effective market share within the segments that are important to us?

“Once we clearly understand the business case for being diverse in the decision-making ranks of the company, the clearer we become about the value to be gained from thinking and planning that offers a diverse perspective. To think, plan and budget effectively, how we attract diverse segments requires representation that understands the targeted segments,” Fleming said.

It is precisely what direct selling companies do when opening international markets. “Why would we ever think that we can operate differently locally, if we are intent upon growing market share?” Fleming asked.

Share Your DEI Success Story

We’d love to hear how your company adopts a progressive, growth-oriented approach to DEI. Please contact our Publisher Patricia White at pwhite@directsellingnews.com. You could see your company’s story featured in a future article in DSN.

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

The post The Business Case for Diversity, Equity & Inclusion first appeared on Direct Selling News.

On DSN’s 20th anniversary, we asked industry leaders and legends to share how past evolutions and current opportunities are shaping the future of the industry.

In 2004, Stuart Johnson, now CEO of Direct Selling Partners, Direct Selling News (DSN) and NOW Tech, held a clear vision: to create a monthly publication that offered timely and useful information to direct selling executives. Today, that vision has expanded beyond a print publication to include podcasts, workshops, executive forums and informative in-person events featuring the biggest names in the industry. The format and appearance of the magazine has changed throughout the years, but the original foundation of Johnson’s vision remains unchanged.

As we celebrate 20 years of innovations and insights, we take a look back on a few of DSN’s most important milestones. But even before DSN’s debut in 2004, Founder and CEO Stuart Johnson had an illustrious career influencing the channel. He founded VideoDirect in 1987, which ultimately became VideoPlus and then SUCCESS Partners. He launched SUCCESS Partners University, an education conference for direct selling corporate executives in 2002.

DSN, now in its twentieth year of publication, continues to be the go-to resource for well-researched global industry news, expert insights and interviews with the founders and executive leaders behind the channel’s legacy companies and rising stars.

Deborah K. Heisz, now Neora Co-CEO, and John Fleming, a DSN Legend and former Avon executive, were two of the original staff members tasked with assembling the publication’s flagship print issues.

“At the time, there was no real periodical resource for legitimate news and information for people who were leading and operating direct selling companies,” Heisz said. “People were hungry for a trade journal they could rely on, and we received feedback from dozens—if not hundreds—of executives and owners across the industry letting us know we had truly filled a need.”

From a simple eight-page newsletter to the robust, global magazine it is today, DSN remains committed to supporting, informing, connecting and challenging direct selling executives across the US and around the world.

“I planned to stay for two to three years, but I remained Publisher and Editor in Chief for nine,” Fleming said. “We started by building something relevant and, in many ways, it has become far more relevant than we ever envisioned.”

Twenty Years of Industry-Changing Trends

The past two decades have been host to some of the most dramatic shifts in the channel, including the proliferation of the internet; the broad adoption of mobile devices; and pandemic-induced social distancing that forever changed the way shoppers buy products and interact with brands. With each paradigm shift, the direct selling industry learned to evolve and adapt.

We asked these executives: In the last 20 years, what changes have had the greatest impact on the industry?

“The vast majority of companies started in the industry by sharing products at home parties. Now, we’re sharing the opportunity virtually and across the globe without concern for physical barriers. Digital platforms forced all of us to adjust, while opening up a world of opportunity.”—Mark Pentecost / It Works! Founder and Chairman

“The operating landscape has permanently changed. Millennials want their own gig, but the average direct-to-consumer venture lacks the ability to scale up the way a direct selling company can with sales organizations.”—Rick Goings / DSN Legend, Chairman Emeritus and former CEO of Tupperware Brands

“Twenty years ago, signups and applications required a stack of paper. Today, it’s all done digitally. Technology has enabled much more efficient point-of-sale transactions and created the ability to connect and communicate with more people.”—John Addison / Addison Leadership Group; Board Member for Primerica, LegalShield; Senior Advisor to Utility Warehouse

“The digital revolution of the early 2000s felt, at the time, like a once-in-a-lifetime revolution, but it proved to be just the beginning of an avalanche of technology and business models that would profoundly change the world around us. Through all of these changes–the rise of social media, gig platforms and AI, and the challenges of the pandemic—we have demonstrated that, as a channel, we can adapt and evolve quickly.—John Parker / Amway Chief Sales Officer

“Technology has been the biggest gamechanger for us. I believe you have to have a robust strategy in both automation and face-to-face interactions for success in today’s marketplace. It is a delicate balance. Simplicity and speed can be the difference between success and failure.”—Kevin Guest / USANA Executive Chairman

The Next 20 Years

Lessons from the past 20 years have illustrated that change is not only inevitable; it is a critical part of healthy evolution. It was by welcoming social media, ecommerce and a digital-first footprint that the industry was prepared to not only survive but thrive during the pandemic. And as industry leaders look to the horizon, it will be that same bold approach and nimble, open mindset that will prepare the next generation of direct sellers for success.

We asked these executives: What actions should leaders be taking now to prepare for the future?

“We need to remember what got us here. We have always been an industry that focuses on building people, and then those people go on to build our business. We can ensure our future success by remembering that the most valuable asset any direct selling company has is our loyal, hardworking distributor field!—Rudy Revak / DSN Legend, Founder of Symmetry and Xyngular

“As technology continues to create opportunities and disruptions, I believe the future of direct selling will have to be centered around community and the social dynamic in our businesses. Great products, compelling income opportunities, competitive customer and representative experiences will continue to be basic requirements, but the community and social experiences we offer can be real differentiators.—John Parker / Amway Chief Sales Officer

“We empower women and others to work a meaningful business in pockets of their day. That’s the best part of direct selling. That’s how we win. We must continue to create and emphasize this opportunity—the side hustle is always in style.—Sarah Shadonix / Scout & Cellar Founder and CEO

“Leaders in the channel should plan for growth. Those who stay current by investing in the technologies of today and tomorrow—including new ways to purchase, improve speed to customer and product value—will thrive.—Joni Rogers-Kante / SeneGence Founder and CEO

“Direct selling will continue to thrive where the exchange of value is ongoing and supportive—like in following a nutrition or fitness plan—because of the importance of accountability to achieve success, but we need to acknowledge that affiliate marketing will replace network marketing where the relationship is purely transactional.—Carl Daikeler / BODi CEO

“Personalization and integration of AI in customer service are trends that we find exciting and that we are integrating into our strategy. Direct selling is also very unique; we never work solely online or offline. The future is hybrid, and we are relying on hybrid solutions in our strategy and development to be active pioneers in our industry.—Rolf Sorg / PM-International Founder and CEO

Creating a Lasting Impact

DSN has always strived to stay on the cutting edge of direct selling trends, news and thought leadership through its educational initiatives and events. We asked these executives: How has DSN’s coverage and perspective impacted your businesses over the past two decades?

“DSN has challenged the way I think about our business and the future of our channel. It helps me sift through the hype and understand the real innovations and opportunities that will shape our future. I am so grateful for the connections and insights that DSN has brought to me and our industry.”—John Parker / Amway Chief Sales Officer

“What DSN provides is something critical for the industry: a collegial way to share best practices with one another. One of the great things about the direct selling industry is people’s willingness to share both their successes and failures. DSN gives executives a way to learn and grow their businesses.—John Addison / Addison Leadership Group CEO; Board Member for Primerica, LegalShield; Senior Advisor to Utility Warehouse

“DSN is a powerful source of knowledge, allowing companies to learn from each other and grow. DSN has always offered great insights and innovative ideas. When there can be criticism of our industry, it’s important to have a platform like DSN to speak of the positive impact we’re having around the world.—Mark Pentecost / It Works! Founder and Chairman

“DSN is an important forum for keeping abreast to fast changing forces and how others are approaching and adapting to remain vital and resilient.—Rick Goings / DSN Legend, Chairman Emeritus and former CEO of Tupperware Brands

“The DSN articles and DSU events have been an amazing asset to the corporate leaders of this channel. They both create opportunities to gain valuable information, ideas and strategies, and they give guidance during changing and challenging times.—Rudy Revak / DSN Legend, Founder of Symmetry and Xyngular

“DSN continues to be an important voice and resource for steering the direction of this method of sales and marketing. It’s easy for institutions and regulators to lose sight of the individuals who legitimately use direct selling as their livelihood. DSN helps us all remember who is most important in this industry, and it’s not the company—it’s the distributors and customers.—Carl Daikeler / BODi CEO

“When DSN started, I remember thinking: ‘Finally! One place to get timely, reliable and insightful information on other direct sellers.’ Before DSN, people had to constantly scan multiple sources. It was very easy to miss company announcements and releases because so many direct sellers were private or just starting out.—David Holl / Mary Kay Chairman and former CEO

“DSN is my ‘go-to manual’ when I have questions; seek insight; look for surveys; or simply look for inspiration when I need it. I never throw away a publication, as I know I’ll need to refer to it one way or another. It helps me stay informed and current with what is going on in our channel.”—Joni Rogers-Kante / SeneGence Founder and CEO

“The community gains so much strength when we all work together, and DSN makes that happen. They are invaluable to the ongoing growth and professionalism of this industry, and I am so grateful for their work.”—Michele Gay / LimeLife by Alcone
Co-Founder & Chairwoman

“The coverage of the direct selling landscape in DSN is like no other, providing a clear and nuanced view into an industry that thrives on personal connections and innovative strategies. The articles are a testament to the precise research and commitment to detail that the team embodies, making Direct Selling News an invaluable resource for anyone involved in or interested in the dynamic world of direct sales. It’s journalism that not only informs but enriches and compliments the conversation around this unique sector of commerce.—Rolf Sorg / PM-International Founder & CEO

Building a Legacy Meant to Last

Reflecting on the past 20 years, the DSN team continues to build and plan for an even brighter future with more events, global coverage, expanding platforms and an unflinching grasp of Johnson’s original vision. The next 20 years will expand on that relevancy and commitment, providing more insights, developing broader resources and presenting more opportunities to support the executives working diligently to strengthen and scale the one-of-a-kind entrepreneurial possibilities found within the direct selling channel. 

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

The post Cheers to 20! first appeared on Direct Selling News.

Women like Mrs. P.F.E. Albee, Brownie Wise, Mary Kay Ash, Mary Crowley, Madame C.J. Walker plus many others recognized in this issue are shining examples of how the entrepreneurial income opportunity direct selling represents has been empowering women for over a century.

When the editorial team at Direct Selling News asked me to share my thoughts on how women have long been the catalyst to the evolution and growth of direct selling, I couldn’t wait to address this intriguing topic. As a front-line sales executive at Avon—what we called “The Company for Women” many years ago—addressing the enduring legacy so many entrepreneurial women have created is not only gratifying, it serves as a reminder of the roots and foundation of what we often refer to as direct selling inclusive of its contemporary labels.

When I first joined the team at Avon and was presented with the idea of developing a new path for the company, I became intrigued. After a few meetings, I made the decision to go big and join the largest direct selling brand ever built. Rick Goings, who later served Tupperware as CEO in excess of 25 years, was President of Avon North American at that time. Jim Preston, legendary Avon CEO, was at the helm. Susan Kropf and Andrea Jung—two outstanding corporate leaders—became very instrumental in leading the company for women in new directions. Andrea and Susan later became CEO and President, respectively. Today, I consider it a blessing to have been a part of Avon at such a special moment in time.

What became obvious to me from day one was the emphasis on Avon being the company for women. I knew the stats and facts relative to the percentage of women engaged in direct selling versus men (typically 75 percent to 25 percent, but within many direct selling companies, the percentages are more like 95 percent to 5 percent).

Trailblazers and Innovators

I had also experienced the opportunity of personally meeting industry icons like Mary Kay Ash, Mary Crowley and Jan Day. I only read about Madam C.J. Walker who built an incredible enterprise with women of color. Her story is legendary. Madame C.J. Walker’s birth name was Sarah Breedlove, but she would later adopt the name Madam C. J. Walker. She was born on December 23, 1867 on the same Louisiana delta plantation where her parents, Owen and Minerva Anderson Breedlove, had been enslaved before the end of the Civil War. This child of sharecroppers transformed herself from an uneducated farm laborer and laundress into one of the twentieth century’s most successful, self-made female entrepreneurs.

David McConnell is credited with being the founder of Avon, but it is Mrs. P.F.E. Albee who is most revered for her iconic contributions to building the company for women at a time when women did not yet have the right to vote here in the U.S.

Brownie Wise made history when Earl Tupper, inventor of Tupperware, hired her to be head of sales. Brownie insisted upon complete control and focused on the “party plan” method of sales, invented at Stanley Home Products founded by Stanley Beveridge. Origins and first use of “party plan” go back to Stanley Home Products where Brownie, Mary Kay, and Mary Crowley gained their first experiences.

Women like Mrs. P.F.E. Albee, Brownie Wise, Mary Kay Ash, Mary Crowley, Madame C.J. Walker, plus many others recognized in this issue, are shining examples of how the entrepreneurial income opportunity direct selling represents has been empowering women for over a century.

Being a part of Avon impacted my thinking and my mindset. I continue to use the expression I have repeated many times over the past 20 years: “I am grateful that Avon always found room for a few good men.” After taking early retirement from Avon and becoming Publisher and Editor in Chief at Direct Selling News, I found that corporately, the direct selling industry was dominated by men at the executive level—even though the roots of the model are women—women who became some of our country’s greatest entrepreneurs; women who were instrumental in empowering the lives of millions of other women as well as a few good men.

My previous statement does not forget or deny the incredible contributions of David McConnel, Stanley Beveridge, Rich DeVos, Jay Van Andle and others to the evolution of the direct selling model. Stan Beveridge started his direct selling career with the Fuller Brush Company which was primarily composed of men. In 1931 Stan Beveridge founded Stanley Home Products from which came many outstanding women who became legendary as a result of the party plan focus. I am simply acknowledging and recognizing the incredible contributions of women in the creation and advancement of this channel of distribution.

An Opportunity for Everyone

Today, I take great pride in the research, writing and selective advisory that I often participate in. I enjoy being an observer versus being a participant. The lens of the observer is very different. The lens of the participant is often focused solely on the health and welfare of the participant’s business, as it should be. However, an observer looks to understand the wider and broader view. Having been an avid photographer at one time, the difference between participant and observer is similar to the experience of changing from telephoto lens to wide angle. The perspective is very different.

Our world today might benefit more from the wide-angle lens. A lens which reflects on our history as well as the present and future…all at once. The wide-angle lens may, perhaps, help us to better understand the value of such contemporary topics such as Diversity, Equity and Inclusion.

There is power in questioning existing norms and disrupting accepted standards. Mrs. P.F.E. Albee challenged the assumption that men were better salespeople. Brownie Wise challenged Earl Tupper’s assumption that the best way to market Tupperware was through conventional retail stores. Mary Kay Ash and Mary Crowley challenged the assumption that women could not be entrepreneurial. Madam C.J. Walker challenged the assumption that an African American woman could not build a thriving enterprise composed solely of women of color.

The women who follow in the footsteps of these women are also challenging assumptions about what direct selling looks like and how it moves forward. Our future as a channel of distribution may be very different than the past. However, an unwavering passion to empower women may be our “secret sauce.”

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

From the March 2023 issue of Direct Selling News magazine.

The post Honoring Women first appeared on Direct Selling News.

New opportunities do not guarantee new possibilities. Through my research and study, it has become apparent that the basic profile of society—relative to the distribution of wealth—remains about the same. This is a jarring truth to accept when considering that there are far more opportunities available to the average worker than there were two decades ago.

For the new year to be full of possibilities, opportunities must be chosen, embraced and—most importantly—leveraged. More than 60 million Americans have learned how to leverage their underutilized assets and talents to become active participants in the gig economy. Freelancers, independent contractors and micro-entrepreneurs have discovered how they are uniquely positioned to tap into income-earning possibilities that not only offer financial benefits, but also improve their overall quality of life.

How do direct selling companies attract talent from those interested in flexibility and freedom in how they work which are attributes that have fueled the growth of the gig economy? My research illustrated that six percent of workers participating in the gig economy were doing so as direct sellers. Why is that number so low? When we conducted additional primary research in October of 2021 the percentage of gig economy participants was down to four percent. What changes are needed in order to better attract the talent that is flooding the gig economy?

A New Way to Work

The Great Resignation we recently experienced left a lasting impression on the workforce as we know it. Traditional forms of work are an essential thread in the fabric of society, but a growing number of workers—not only the youngest generations, but also displaced Gen X employees and retirees witnessing their retirements dwindling—are discovering that there are opportunities for multiple streams of income and flexibility that can’t be found in a nine-to-five setting.

Approximately 50 percent of traditional workplaces adjusted their work models to appeal to this hunger for flexibility through the designing of hybrid work models or customizable work hours.

Work from home is no longer a temporary adjustment to a pandemic. It has become a new norm in many cases. Brian Chesky, founder and CEO of Airbnb recently announced the importance he now places on flexibility. His company wants to attract the most talented into its ranks and the most talented may not always be living, or even want to live, in close proximity to the geography which his offices currently reside.

Shopify Founder and CEO Tobi Lutke announced in 2020 that he predicted the office-centric era to be ending and therefore, Shopify employees would not return to an office-centric environment. Shopify, one of the most valuable companies in Canada, allowed most employees to work remotely permanently. In March of 2022, Goldman Sachs CEO David Solomon insisted that all employees return to regular work hours five days a week. It is reported that barely 50 percent showed up!

Those who have leaned into the gig economy, however, find income earning opportunities that are built on more simplistic models. Gig opportunities are typically easy to understand, quick to engage with and don’t require consuming interviews to get started. Pay is prompt and performance based. Gig workers basically hire themselves so they become their own boss as the work is always flexible and dependent upon how and when they would like to work, not a predesigned schedule. The manner in which the work can be done is not dictated by the gig providing company.

Utilizing Leverage

Creating multiple streams of income in a world where inflation is outpacing the average wage increase by three or four times is becoming a possibility, not simply a dream. Through the concept of leverage, workers can learn how to better utilize their underutilized assets to develop these new income possibilities. Underutilized assets can be physical, like a car or extra bedroom, while others relate to time, knowledge, skills, experience or even personality traits.

But assets alone do not a possibility make. Simplicity makes it easy to embrace a new opportunity because it aligns well with the assets you currently possess or minimizes the complexity of a new venture. Where simplicity removes barriers, flexibility removes limitations. Finally, the freedom to choose is the lever which removes restraints. Freedom of choice is not automatic, but rather must be a deliberately chosen path. Freedom of choice now allows the employee to become their own employer, choosing their work terms, their earning potential and their tasks.

The Duo of Direct Selling and Personalized eCommerce

The pandemic accelerated consumer adoption of eCommerce, and the growth now looks to be exponential. By 2040, it is expected that 95 percent of the global retail market will be happening online. This is a generational change, meaning it’s unlikely to be easily reversed.

This paradigm shift has been a boon for online influencers. The personalized marketing touch provided by affiliates can lend incredible benefit and credibility to the big-name brands they partner with. Much like affiliate marketers, direct sellers can earn commissions on the purchases made by customers as a result of their influence. In many cases, direct sellers also benefit when they sponsor others who also influence purchases made by more customers.

Unlike eCommerce offered by the company solely, direct sellers, as intermediaries, can add personality, personal and persuasive attention and follow-up which demonstrates a customer focus. The result: more personalized eCommerce enhanced by more personal relationships, increasing the probability of repeat purchasing and growth through a network of customers. There are no boundaries, limitations or geographical constraints because the direct seller is the intermediary. The company fulfills all of the business-related infrastructure needed to serve customers and other business partners.

The cultural shift that makes online sellers a trusted source and name brands adopting affiliate marketing programs means direct selling, as a channel of distribution which engages people as the intermediary, is in the perfect position for success. Direct selling can be a more preferred choice for those seeking ways to leverage their underutilized assets while seeking new income possibilities. However, direct selling opportunities are often muddled with unnecessarily complex product trainings and confusing compensation models.

The direct sales method can be as simple as find a product you love, share it with others and allow the company to ship directly to customers on behalf of the direct seller who influenced the transaction. Values such as flexibility and freedom of choice should always be honored. Hierarchy, deadlines (if any) and imposed requirements to participate might be reconsidered to become more competitive with the many choices made available by a gig economy that is forecasted to continue to grow at an impressive CAGR of 16.18 percent through 2027.

The New Ultimate Gig

The emergence and success of the gig economy is proof of concept that the marketplace is ready for and receptive to flexibility and freedom in how work can be accomplished. Choices are now abundant, and 2023 represents a year when direct selling companies have the opportunity to flawlessly execute on the shifting views surrounding work that we’ve seen widely accepted over the last two years.

This could be the year that direct selling becomes recognized as the Ultimate Gig!

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

From the January/February 2023 issue of Direct Selling News magazine.

The post Leveraging the Gig Economy first appeared on Direct Selling News.

Founded / 1993

Headquarters / Flower Mound, Texas

Top Executive /
Alfredo Bala, President & CEO
Landen Fredrick, Chief Sales & Marketing Officer

Product Category / Health and Wellness

After months of introspective corporate soul-searching and fundamental internal and external change, Mannatech—which does business in 26 global markets and has $5.2 billion in total revenues over 28 years—is experiencing a self-made renaissance. The publicly-traded direct selling company has been through the proverbial ringer this past decade or so, and now seems poised to regain the momentum of its past with a new way of doing business that’s seemingly already impressed Wall Street investors.

Mannatech experienced double-digit sales growth across all markets—from their biggest to their smallest: South Korea, greater China, South Africa, Spain, Mexico and even North America—in 2021 and put a stop to a 7-10-year declining trend. They also had a stock surge over $30 from just $7 in March 2020. That equates to about 400 percent stock growth since the beginning of the pandemic.

President and CEO Al Bala, a 40+ year veteran of the direct selling industry, chuckles thinking back to October 2021 when Entrepreneur magazine touted Mannatech as an ideal momentum stock for those looking to add to their portfolio at year’s end. They were impressed by a stock acquisition repurchase program approved by the Mannatech Board of Directors, saying it demonstrated the robust financial health of the company.

Mannatech’s strong fundamentals were reflected in its power ratings and the stock had an over grade of eight, which equated to a strong buyer rating. They were ranked number one out of 71 stocks in the consumer goods industry.

A little dose of vindication? Maybe. But more accurately, an indication of how hard Bala and his corporate and field teams have worked to turn around a company that lost its story and subsequently lost its way.

The Back Story

Mannatech built the company based on a story about amazing products. They experienced incredible growth and momentum, especially in the early years. Company stock performed well and as the company grew, Mannatech attracted short-sellers, who typically create situations advantageous to their bets that stock prices will drop. Action by the Texas Attorney General in 2007 attached a stigma to Mannatech, and the requirements eroded confidence within their field.

“We saw our business go from $450 million to literally about $150 million. So, when you have that kind of drop in two to three years, it affects the psyche of the field, but then also affects the psyche of the company,” Bala shared. “Because at that point, we became very cautious, very conservative, which means that we really were very careful about how (our) story was told.”

The once sure-footed Mannatech, whose pitch centered on decades of experience, an amazing discovery, 154 patents, clinicals and science, had—in essence—lost their story. When the field asked corporate what story they should tell, Mannatech faltered and a vicious cycle developed keeping the company on a declining trajectory and inching them closer and closer to a belief growth might no longer be possible.

“Momentum solves 80 percent of all problems, right? Big Mo, we call it. We want to have it. When you have it, it’s like you can do nothing wrong. Everything you touch turns to gold, which tends to make us all a little bit more arrogant about what we know or don’t know. But on the other side, when you don’t have it, it’s painful, and it’s hard,” Bala said.

Mannatech struggled to regain momentum for years. They couldn’t just stand by and watch the business continue to decline. Sometimes their attempts helped a bit. Sometimes it made things worse. Then two years ago, Bala experienced a momentum epiphany—“It’s an inside job.”

He realized the psyche of the field and the company must come to the forefront. An almost spiritual element was lacking and to regain momentum, he felt Mannatech couldn’t and shouldn’t try to remedy it alone. They needed help from the outside—people that had the right framework to take the company back to the basics, peel everything away and start building again using industry fundamentals.

Positive Obsession

December 2019, Mannatech’s team discussed with Paul Adams and John Fleming how to create, grow, modernize, simplify, clarify and generate a gig economy focus. “Our culture was not ready, but we knew this change was needed,” Bala said.

They obsessed over customer experience and built an internal, cross-functional team to examine every single customer touch point. This not only improved tangible things, but also began shifting the employee psyche by focusing on creating the best possible customer and associate experiences.

According to Patty Anthe, VP of Customer Experience, the team’s goal was surprisingly simple and straightforward. “We wanted to make it easier to do business with Mannatech. We knew that we had to create a cohesive team internally first before we could create cohesiveness with our field.”

They sought input from corporate teams, field leaders, legacy leaders and others. Then, 632 pages later, they learned Mannatech lacked focus, follow through and there was plenty of frustration to go around.

“People loved us, but we had pushed the limits of their grace. Technology, shipping, lack of focus, trust, belief, confidence—all lagged internally and externally, putting unnecessary stress on the call center,” Bala explained.

By May 2020, the course correction started in earnest. “Every department, every team was involved. We gave people the ability to actually be able to make decisions and solve problems. Over a short time, progress showed up. Customer service improved dramatically,” Bala said.

Mannatech became easier to do business with and built trust internally and externally, something they needed for the deep dive into the corporate mission, vision and values that came next. Debating, sharing, defining and creating something they could stand behind and be held accountable for, Mannatech emerged with a “get better together,” principle-centered leadership culture.

As Anthe explains, “We learned that creating a more customer-focused organization is a journey, not a destination. Now we evaluate, survey, listen and create an environment of trust both at corporate and with our field leadership.”

Then came a global look at their brand. What did it need to attract and speak to today’s and tomorrow’s customers? How could they clarify and create a story that mattered? Past rebranding lacked accountability and left Mannatech’s organizational identity murky and undefined.

“We started attracting raving fans who are passionate and enthusiastic about our products enough that to this day they are sharing with everyone they know,” said Landen Fredrick, Chief Sales and Marketing Officer. “How does a company create an army of raving fans? It’s about becoming customer obsessed in every facet of the business: Seeing the world as your customer sees it and delivering industry leading products that make an impact on their lives.”

By clarifying their mission and vision, they shifted away from a nearly exclusive product science focus toward the customer; their drive to purchase; what they expect to receive; and the feeling they hope the product will create. In so doing, Mannatech took ownership of a new story to be shared by the field.

Last spring, Mannatech took a look at how they stacked up against the rest of the direct selling industry with messaging, tools, social media, pricing, position, compensation and the like. Now they’ve addressed their gaps, and it’s making a profound difference.

The Take Aways

The whole of Mannatech learned valuable take aways on their journey back to the basics of direct selling. They were reminded that the internal machine—the processes and the people—are key to the ultimate goal, which is massive duplication. Recruiting campaigns or blitzes never measure up to the power of a lot of small things done right.

“We are now engaged in a process of focusing on becoming better leaders, and not just the executives. We want everyone in the company to join us…It’s not random. It’s clear. It’s focused to help create better outcomes together—having the difficult conversations, holding each other accountable. Now we are all rowing in the same direction,” Bala said.

The idea that Mannatech’s way back was an “inside job” will remain with Bala for the rest of his life. “Now we understand that you can’t sit back here and hope and pray that the field is going to get it done or worse, complain that they’re not getting it done…until you’ve looked inside.”

And getting to that realization is tough because it means that a company has to be honest and sometimes admit they can’t solve it alone. It takes vulnerability to get the job done. Iron sharpens iron. There are people out there who have seen more, have different perspectives, and have the courage to tell you what’s wrong without sugar coating it. It may not be pleasant to hear, Bala shared, but it’s worth it.

“We are still a work in progress. It is continuous work, but we know we are working on the right things. The foundation is sound. The results are showing up. The team is better. The leadership is better. And we are more prepared than ever to become the company we really want to be and continue to push results even higher.”

Mannatech’s Seven Tips to Regaining Momentum

1 / Don’t lose morale

Inspire and make people believe in themselves by encouraging, teaching and trusting them.

2 / Be patient with your business

Go from failure to failure without losing enthusiasm and know something positive will happen if you stay steady at the task.

3 / Go back to the basics

Rediscover the basics of network marketing and the stories that support and edify the channel.

4 / Get a different perspective

Realize you can’t figure it out on your own and seek outside help. Don’t be afraid to take a good look at the competition.

5 / Evaluate your own leadership

Commit to creating a new culture of learning and growing together. Embrace needed change within yourself and the organization.

6 / Get an external focus by reaching out to customers

Get clear and diverse input because that’s the real world.

7 / Be bold with the company vision

Keep momentum by constantly having greater goals.

From the February 2022 issue of Direct Selling News magazine.

The post Mannatech’s Momentum Renaissance first appeared on Direct Selling News.

That the gig economy is growing at an ever-increasing rate is an irrefutable fact. With more than 57 million Americans involved and $1.4 trillion+ changing hands annually, the gig economy reflects people’s desires for more flexible work opportunities and greater freedom as to how, when and where work is performed. For the past few years, we have been observing the gig economy and its workers in considerable detail, focusing on exploring the nuances that exist in gig economy work and the similarities and differences among gig workers. Our most recent research has uncovered broad trends that may portend the future of the gig economy; these trends have specific implications for direct selling. We discuss here four of the trends we discovered through extensive, nationwide survey research conducted in July 2020 and October 2021.

1. We found a tendency for more individuals to pursue multiple gigs in 2021 than in 2020. More specifically, people entering the gig economy over the past year were more interested in pursuing multiple gigs than simply working a single gig. Research findings relating to this trend have special relevance for direct selling. Since our prior research has determined that a direct selling gig often tends to be a secondary gig, rather than a primary gig, the multiple gig trend would seem to bode well for direct selling and provide revenue growth and recruiting opportunities. This seems especially true because the increase in multiple gigs is correlated with less time being spent on a primary gig. It is possible to speculate that only working one gig is becoming less popular because many gigs are complementary to other gigs. Since gigs often involve underutilized time, hard assets, knowledge and skills, the trend toward working multiple gigs may also indicate a desire to leverage such assets as effectively as possible. Moreover, working multiple gigs could be a leading indicator that a gig worker is taking steps toward becoming more micro-entrepreneurial.
2. We also found that gigs are more likely to be carried out through online platforms in 2021 than in 2020. This movement, due to both technology advances and the increasing adoption of online platforms by a variety of companies—both large and small—also would seem to bode well for direct selling whose distributors work from home. Online-related gigs would appear to have the potential to increase the effectiveness and efficiency of the direct selling process if direct selling companies can “stay ahead” of the technology curve and provide their distributors with appropriate technology tools and support. For example, party plan selling is enhanced when powerful digital support is utilized to enable a virtual party setting wherein products can be shared and enthusiasm communicated. There are no physical constraints nor limitations of geography or time zone with virtual parties.
3. Another trend we observed is that the number of individuals calling themselves direct selling distributors declined slightly. Overall, the number of individuals who pursue a direct selling opportunity is a relatively small percentage of “eligible” gig workers—about 5 percent of those gig workers with more than one gig. This suggests the pool of potential gig workers remains relatively large for those direct selling firms with viable distributor attraction and retention strategies. Most direct sellers benefit from personally influenced customers who continue to interact with and purchase from them over a period of time. Such relationships contribute to attracting a greater share of gig workers to direct selling.
4. The final trend we discovered is a continuation of realistic earnings expectations among gig workers. Whereas our prior research found that about two-thirds of the people entering the gig economy expected to earn less than $500 per month from a gig (and actually did so), our current research indicates that this income expectation has actually increased a bit. About 71 percent of the gig workers surveyed in October 2021 have that same expectation. Likewise, the primary motivations that gig workers report for working their gigs have not changed over the past year. More than 80 percent of the gig workers surveyed in 2020 and 2021 stated that paying bills, saing and investing more and improving personal lifestyles motivated their gig work. These characteristics seem to line up with the expectations and motivations of a majority of direct selling distributors and reinforce an opportunity for direct selling growth if properly communicated.

In summary, the gig economy and its associated gig workers are here to stay and represent opportunities for forward-thinking direct selling companies. The many choices support the needs and desires of all segments in society—from Generation Z to Millennials to Gen X to Baby Boomers—who seek an opportunity to embrace alternative ways to work and use their entrepreneurial skills.

While there are future challenges for direct selling, there have always been challenges, especially during times of innovation and change. The future of work will be different in all formats. Debates and discussions will continue regarding how gig workers should be classified. “Less is more” has become a strategic imperative as a consequence of the pandemic, and businesses are learning to do more with less with technology being the great enabler. While new workers want more, perhaps they want to do less. They no longer tolerate complexity. When they find complexity, they seek simplicity. Direct selling, with its micro-entrepreneurial business model, is a channel of distribution that enables long-term relationships between intermediaries and customers that should benefit from the trends we have observed. 

John T. Fleming is author of Ultimate Gig: Flexibility, Freedom & Rewards published by Emerald Publishing (utlimategigresources.com – Amazon, Barnes & Nobel) which provides an in-depth glimpse of the future of work and how the gig economy has fueled the growth and appeal of flexible work opportunities. John is principal of Ideas and Design Group, LL, and recipient of both the DSA Hall of Fame and DSEF Circle of Honor recognitions.

Robert A. Peterson, Ph.D., is a professor and holds the Stuart Chair in Business Administration at The University of Texas at Austin. He has been observing and researching direct selling for more than 30 years. In 1991 he received the Circle of Honor Award from the Direct Selling Education Foundation.

From the December 2021 issue of Direct Selling News magazine.

The post 4 Trends Shaping the Gig Economy first appeared on Direct Selling News.

Each year, the Direct Selling News team works with companies around the world on the Global 100 Celebration, and it has become our signature research endeavor. The goal from the outset of the project 12 years ago was to foster a greater level of transparency within the direct selling community, in turn supporting its growth as a channel for distributing goods and services while simultaneously promoting entrepreneurship.

Our annual June issue is a collection of the truly inspirational stories and events that shaped the Global Celebration, the Global 100 List and the highlights of the game-changing week of the Direct Selling University. Read the full article highlighting the virtual events of DSU 2021. We are incredibly grateful to the many gracious sponsors who stepped up to make our 12th annual Global 100 Celebration and DSU event a huge success!

Historically, DSN Global 100 had listed 100 companies with annual revenue ranging from $60 million to more than $10 billion. Starting last year, the G100 list took on a new look and criteria, acknowledging 50 companies achieving more than $100 million in annual revenue. The purpose of the G100 list remains the same—to showcase the true impact of this channel on people’s lives as well as the economic impact direct selling companies make on the communities they serve. This year the G100 list grew to 65 companies, with more than $64 billion in revenue combined, an impressive $3 billion in growth.

Each year the Bravo Awards panel recognizes companies for outstanding achievement and excellence in areas of leadership and the highest percentage of revenue growth year-over-year. This year’s Global Celebration included more Bravo Awards than ever before—including some debut categories.

• There were 13 Honorees in the Best Places to Work in Direct Selling. 
• Kevin Guest, Chairman and CEO of USANA Health Sciences, received the Bravo Leadership Award, which is the only award that is presented to an individual.
• eXp Realty received the Bravo Growth Award, recognizing growth in a domestic company. eXp grew by $800 million from 2019 to 2020.
• The Bravo Award for percentage of Growth in a domestic company went to Color Street. Color Street achieved 171 percent year-over-year growth.
• This year, we introduced the Bravo International Growth Awards. Two companies were honored. Herbalife and PM-International were selected for each achieving a staggering $600 million in year-over-year growth.
• Debuting this year, we honored Nu Skin with our first Bravo Global Good Award. Nu Skin was selected for its humanitarian efforts in support of children around the globe, as well as its sustainability initiatives.
• We also recognized six industry LEGENDS—Jerry Brassfield, John Fleming, Stan Fredrick, Rick Goings, Rudy Revak and Larry Thompson!

Speaking of our website, I hope you are checking it often, as we release articles daily. We are adding more content, podcast and videos. We endeavor to be the news you need and the name you trust. At Direct Selling News, we endeavor to be a source, resource and thought leader for the entire direct selling channel. So, if you have a suggestion, a need or an inspiration to share, please reach out. We would love to hear from you.

All the best,
Patricia White

The post Global 100-A Story That Needs to Be Told and Celebrated! first appeared on Direct Selling News.

John Fleming has been one of direct selling’s most consistent and strongest advocates. John’s experience, study, and research of the direct selling business model are extensive. In recent years, John has devoted the major portion of his time to research and study of the gig economy. In his soon to be released book, Ultimate Gig, John explores the attributes of the gig economy and the income opportunities available. John believes that independent contractors and micro-entrepreneurs will play an integral role in the redefining of one simple word…“work.” Writer, Sarah Paulk, and I were privileged to have a Zoom interview with John—he shared his story, his research and his insights into this ‘ultimate’ time.

John Fleming always wanted to be an architect—it was his dream. He worked in the office of the German architectural master Mies van der Rohe, where he learned to apply the basic principles of “less is more” advocated by Mies van der Rohe—how to strip complexity down to the essentials and design buildings without using facades that were not a part of the structure.

It was a few years into his career, however, when Fleming realized that while plenty of mentors had spent time instilling in him architectural wisdom, no one had coached him on how to design a life. “When we design buildings, we complete the plan before we ever start construction,” Fleming says. “Someone would have helped me a lot if they had taught me those same principles about life.”

These missing principles came to light after marrying, when Fleming and his wife realized that his full-time job in the architecture firm plus her full-time job would not be enough to support them. “I wasn’t earning much money, but I was very proud,” Fleming says. “I had a big ego—I went to a great school, I worked in one of the premier architectural offices in the world—and we can’t pay all the bills.”

His solution came in the form of a direct selling business opportunity that he could work during the margins of his week. He almost overlooked it, assuming it was meant for his wife and not for him, but soon discovered it was a business they could share in common. “That was a big thing for both of us,” Fleming says. “She couldn’t speak architecture, and I couldn’t speak nursing.”

Direct selling became his part-time job, earning the couple extra money to supplement their full-time incomes until the money coming in exceeded that of his architectural career, and Fleming knew he had found his new direction. Embarking on a successful career in direct selling, working as an independent contractor and then in corporate roles, Fleming found a new passion. Fleming spent 15 years at Avon, took early retirement, and almost immediately became engaged with industry leaders in a new observant way as publisher and editor of Direct Selling News—just in time to witness a massive economic shift.

Personalized Marketing May Be the Next Big Thing

After serving Direct Selling News for many years, Fleming became interested in observing, researching, writing, and looking closely at shifts and trends. In 2015, the air was buzzing with the beginning of a gig economy explosion. Intrigued, Fleming commenced a multi-year study of employment trends, researching ways that work could be defined or redefined. In the new gig economy, there was less emphasis on résumés, titles, hierarchy, and more priority given to people who simply wanted to convert underutilized assets or extra time, into income earning opportunities. People were drawn to the flexibility and freedom, finding new ways to approach work, and by 2019, the number of people involved in the gig economy was hovering near the 60 million mark. The gig economy had whittled away the complexities and overhead of full-time employment and streamlined profit opportunities for micro-entrepreneurs. It was a mirror of the design strategy he learned through architecture: stripping away the excess can create something even more powerful. It was time to put his research, notes and career experience into book form.

The result of Fleming’s efforts is The Ultimate Gig, a book being published by Emerald Publishing U.K., that illustrates the transformative power of micro-entrepreneurship in the workforce and clarifies the history and trajectory of the gig economy—the most significant labor revolution of the century. In methodical fashion, Fleming walks readers through the gig economy journey, simplifying the complexity of its beginnings, how technology influenced its rise, what attracts and motivates gig workers, the roles women play, primary research conducted on the gig economy, the challenges, and who the game changers have been. There is an epilogue.

“When I started researching, women were estimated to be 33 percent of the gig economy, and 66 percent were men,” Fleming says. The gig economy, however, has grown and transformed rapidly, and Fleming predicted that the balance of participants between men and women would equalize. Armed with research led by Dr. Robert H. Peterson, John T. Stuart III Chair in Business Administration, University of Texas at Austin, Fleming found that his prediction has become reality—the gender distribution is now an almost even split. “It is very important to understand the role of women in the gig economy,” he says. “Women have always appreciated flexibility and freedom in how work can be done.”

There are many testimonials from gig workers included in several chapters in the book, including the complete story of a very successful direct seller who is legendary; however, her full name is not revealed in the book. “The story is what is most important,” Fleming says. In the book, Fleming personally interviews Amway CEO Milind Pant, USANA CEO Kevin Guest, Solvasa Beauty CEO Lori Bush, who was formerly CEO at Rodan & Fields, and Sheryl Atkins Green, CMO at Mary Kay. Fleming is quick to remind us that the book is not about direct selling—it is about the gig economy. However, he is also quick to remind us that the direct selling channel of distribution had to be included in a significant manner because it is probably the original form of gig work.

Fleming explains how the emergence of culture-shifting platforms like Amazon, Shopify and Etsy has changed consumer expectations surrounding availability, customer service and delivery speed. The powerful artificial intelligence (AI) behind these platforms, Fleming describes, is the key to their exceptional customer service. Amazon, for example, is known for its two-day shipping and follow up texts or emails with a photo of the delivery sitting on the buyer’s porch as soon as a package is dropped off. This AI leveraging to turn a complex system of product fulfillment into a personalized interaction is what Fleming believes will be the next frontier for blockbuster companies and where the direct selling industry should set its sights.

Fleming told us: “The direct selling model has a tremendous opportunity in front of it to continue to reduce complexity, get closer to the customer in a very personal manner. “I think through a better understanding of AI and data analytics, we can bring some of the most personalized marketing to the marketplace that consumers have ever experienced.”

Designing Your Own Destiny

Everyone has an underutilized asset, whether it’s a spare room, a car that sits in the garage, an underutilized talent that can be leveraged more effectively, even a hobby that can become an enterprise or extra time that could be better spent doing something productive. Couple these dormant opportunities with the looming disaster that over 60 percent of Americans ages 34-45 have saved less than $1,000, and the stage has been set for an entire generation of workers seeking supplemental income opportunities to explore the options which are greater than at any other time in our history!

For employees who reside in the traditional hierarchical employment model, the track to the next level position that optimistically comes with a small percentage wage increase can be supplemented by engaging a gig. Fleming sees gig opportunities as a way to increase personal income whenever one desires with flexibility and freedom to boot.

Gig work includes freelance opportunities, and many talented people are taking advantage of the new possibilities. Through technology and digital platforms, gig workers can connect with customers/clients all over the globe. Some gig workers within this new economy are finding that working from phone is the new working from home. Less is more!

“We can become the architect of our own destiny,” Fleming says. “The gig economy is really saying to us, ‘No more excuses.’ Age, past experience, inexperience, gender, or background are not barriers. Available time is not a barrier because the gig worker chooses the hours they wish to work. Professionals work gigs in between regular priorities. Women and men work when they want to between the activities that remain a priority—such as family. No matter what your past or present experience or inexperience, you can now find something you can do. There is no need to be constrained by the traditional 9 to 5 or the need to be present at a physical location.”

When asked why someone should read the book, Fleming responded: “The objective in writing the book was to document what I was learning and make the information and the insights available to all seeking to add value to their lives. The gig economy is adding value to people’s lives. Simplicity is replacing complexity, and anyone can actually find a gig that aligns with their purpose, passion, and love for the assets of flexibility and freedom in how work can be accomplished. Gig providing companies are making it possible for anyone to master the investment of a few hours, or as many hours as one chooses, turning underutilized time into income-earning possibilities for the crowd, the masses, like never ever before. We are experiencing the transformation of work, and people from all walks of life are benefiting. Ultimate Gig tells a story about the gig economy and why everyone should be paying attention. Direct selling could very well be, or become, the ultimate form of gig work. All who read the book will gain a better understanding of the importance of independent contractor status, micro-entrepreneurship, and the attributes of flexibility and freedom in how work can be done. Those seeking solutions for life’s challenges may find answers. Those who have already embraced gig work will become prouder of their choice(s). Most importantly, many people contributed to this work, and I think our collective efforts will add value to the lives of others…”

The post The Ultimate Gig first appeared on Direct Selling News.

There is a depth of wisdom that comes only from lived experience, and for six industry legends, that wisdom feels infinite. In this exclusive Legends Interview Series, produced by Direct Selling News, Jerry Brassfield, John Fleming, Stan Fredrick, Rick Goings, Rudy Revak and Larry Thompson share candid anecdotes about what drew them to the business model and offer powerful wisdom-filled memories that can serve as inspiration for young entrepreneurs eager to match their historic ambition and achievements.

As the industry faces challenges today, it is powerful to remember that these problems, although unique, are not new. There have always been obstacles, and as these legends generously share their knowledge, we’re given a peek behind the curtain into what it was like to endure some of the most earth shaking tumults the industry has faced—from customer behavioral changes to the introduction of the internet. Through their personal retellings, it becomes clear that the innovations and triumphs of the past can also be a powerful guidebook for the future.

Within their stories is also a shepherding voice, reminding us that although we see their victory laps, there were also years filled with tenacity and grit as they learned the fundamentals of the business. Today, as leaders who ascended to the highest levels of power, charisma and success, the legends are honest about their foibles, rocky starts and the failures that made them stronger. That generous spirit and commitment to help others lives in the memories and words they share and offers authentic advice for those seeking to follow in their footsteps.

Register for the upcoming Direct Selling University to see the extensive roundtable discussions and thoughtful one-on-one conversations with each of these elite leaders. After the broadcast, the videos and a podcast of the series will be available at DirectSellingNews.com.

The post Direct Selling Legends: Lessons 50 Years in the Making first appeared on Direct Selling News.

Brassfield’s vision for a company that would reflect his own personal values while providing long-term stability for future generations led to the creation of GNLD, the global health and wellness parent company of his many brands. In addition to his passion for the direct selling industry and helping others cultivate success, Brassfield is an accomplished entrepreneur with fruitful ventures in restaurant chains, auto dealerships and real estate.

What inspired you to get involved in a direct selling business?

The product line. I suffered from severe asthma as a young boy, and my mother had introduced me to some very basic nutritional products because we didn’t have inhalers and instant relief for asthma attacks in those days. By the time I was 19, I was a believer in nutrition. I saw the product line of that first company, which was NutraBio, and I joined.

When did you decide direct selling was the right choice for you?

I saw lives being changed—some very slightly and some dramatically. I saw who I was—my self-improvement and having confidence in myself—growing, and I started to believe more and more in this direct selling model. That increases even today. I’m totally convinced it’s a good thing for people.

What are a few of your most memorable moments?

When I took Golden Products to South Africa, the authorities came and shut down the meeting, saying we needed a permit to host a public meeting where the “Europeans and non-Europeans” would be in the same room. I just kept my principles intact and didn’t yield to this apartheid system. After a year or so, friendships formed. When we had a large convention, we had all these different tribes that came together happy and celebrating. The South African government sent people down to look at this and said, “How do you get all of these people in the same room without them killing each other?” We became a model to break through that.

What is your outlook for the business model?

I believe it’s a very positive outlook. More regulation is a very good thing because all industries that mature have to go through a period of being regulated. That’s why I’ve incorporated into my companies around the world this belief: Love your neighbor. Who’s your neighbor? Everybody. If we can stick to that, our future is bright. It isn’t the marketing system or direct sales that cause problems. It’s abusing what you have, making it sound better than it is for the quick buck rather than building up and helping people and encouraging and loving them, and keeping the relationship alive for the rest of your life. It’s up to us.

What advice would you like to share with our audience?

I think the industry will improve a lot faster if we not only police our own organizations but that of our competitors as well. Let’s police what we say. Let’s let people know we’re a force for good. Let’s stick to our principles. Let’s love our neighbor.

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