When reflecting upon a year of surprises and new challenges for direct selling companies, we certainly find ourselves at a very special moment in time, possibly an inflection point. Wins are not always measured by results, even when we have examples where growth has continued despite challenges. Challenges and competition often accelerate decision making relative to the strategic planning process and that is the big win! I believe direct selling companies will be better for the experiences and challenges, more consumer focused, less complex in many ways and more rewarding for more participants!
-—John Fleming, Co-Author, Ultimate Gig
My responsibility to distributors, staff and consumers is to drive long-term sustainable growth, or as Simon Sinek defines it, “lead with an infinite mindset.” So, instead of corporate sales leaders, who have never lived from our business model, we have elevated ‘Regional Directors’ who partner with local distributors to influence, educate and empower the field at a grassroots level. It’s a unique spin on partnering with top leaders, which has led to a greater sense of tribe, trust, quicker decision making, localized training, and a bubbling up of ideas to corporate like never before.
-—Albert Bosch, CEO North America, BEMER Group
Proving that the party has just begun! By aligning all teams internally, solidifying super strong bonds with the field, and creating synergies with all promotions, incentives, leadership, and field development efforts, we have had the biggest growth in over a decade and hit historical recruiting numbers. We are reinventing mealtime and enriching lives one meal and one memory at a time. Our mission is clear, our field is committed, and we are excited to kick off our 40th anniversary year in 2020 with a strong plan for the future.
-—Jesse Stamm, National Field Development Director, Pampered Chef
My team receives dozens of ideas on how to improve the business. Sometimes these ideas can be pie-in-the-sky, incomplete, impractical, previously tested, and/or overly championed by passionate, charismatic leaders. This year, I avoided saying no. And, instead, asked questions like: “What assumptions must be true for this to work the way you’re suggesting? What if scenario ABC happened?” The resulting conversations were far more respectful, rational, and relational. And, yes, iterative towards several successful testing collaborations. In short: My biggest win for 2019 was humbling myself.
-—Mike Monroe, Digital Strategy Manager, Vector Marketing
Our biggest win at Verb in 2019 was helping clients, both new and existing, to succeed in their efforts by creating unique business builder and customer experiences. Focusing first on customer and business builder acquisition and then leading them down a pathway following enrollment has helped propel retention, brand loyalty, and overall growth. It is a much-needed area of focus in the industry, and as a result we have made it our top priority. Moving forward in 2020 we expect even greater results as we roll out new initiatives and features on our platform.
-—McKinley Oswald, President Global Sales, Verb Technology
The consumer landscape is evolving, and direct selling companies have struggled to keep up with new trends due to old technology. At DirectScale, we’re committed to keeping the social selling industry relevant, and we’ve taken steps to unify the strengths of independent sellers with modern e-commerce technology. This year, we delivered an online retail experience for our clients—that means frictionless checkout for customers and painless enrollment for new sellers. Ultimately, we believe managing the buying and selling experience with modern technology is crucial to our clients’ growth. Together, we’re bringing social selling into the next decade.
-—Rodger Smith, CEO, DirectScale
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