Companies share their secrets of sustainable success
Revenue growth is the mark of a company that is doing something right. When a company can continue a pattern of revenue growth for two or three consecutive years, it signals healthy momentum and creates a new level of credibility among peers and customers. But four years? Four years of consecutive revenue growth tangibly illustrates that a growth mindset and resiliency is cemented into a company’s DNA.
This year, 22 companies qualified for our elite list of organizations that experienced four consecutive years of revenue growth. These companies have given a masterclass on how to harness opportunity; scale efficiently; and respond to challenges (like a global pandemic, a hiring crisis, supply chain upheaval, drastic inflation and ongoing hurdles involved with hybrid and remote work) in a way that builds community and strengthens their product offering for consumers.
DSN looked at the approaches, behaviors and trajectories of these trailblazing companies to discover what the industry can learn from their pioneering strategies for building and maintaining momentum in the midst of a bruised economy and ever-changing market landscape.
Using Artificial Intelligence to Make Genuine Connections
The next generation of loyal customers expect authenticity, and that means that the companies leading the way are leaning heavily into building that interpersonal connection online. The companies that saw revenue momentum used this opportunity to not only double down on their existing digital infrastructure, but also scale new innovations, like FASTer Way to Fat Loss, which tapped into powerful lead generators; and PM-International, who implemented PM DirectCash, which pays online sales income immediately to distributors.
“Personalization and integration of Artificial Intelligence into customer service are trends we definitely find exciting, and that we are already integrating into our strategy,” said Rolf Sorg, PM-International Chief Executive Officer and Founder. “Digital transformation remains a key issue. We see big value in listening closely to our sales partners to keep offering innovative solutions in an ever-evolving digital landscape. However, in direct sales, we never work only offline or online. The future is hybrid.”
Within this new social commerce environment are layers of tradition and regulatory details that deserve renovation—something BELLAME Chief Executive Officer and Founder Melissa Thompson is calling for in her own organization and the industry at large.
“The past five years of my 30 in this industry have brought the biggest shifts,” Thompson said. “Social media, various side gig opportunities and legal implications of independent contractors call for trading in traditional protocols for ones more aligned with today’s business environment. Just as one example, many industry agreements still prohibit departing partners from discussing a new business on social accounts where they’ve previously promoted their company. This might have made sense 15 years ago, but now, social media is part of our personal and professional lives, so outdated rules such as these hinder the necessary flexibility and progression that our industry needs.”
The applications of this technology extend well beyond product-focused companies, as service-based direct sellers are also finding new and innovative ways to incorporate AI into their business.
As InGroup COO Anthony Varvaro explained, “We are integrating predictive response and intelligence into many areas of the customer experience, web development and how we gather and analyze customer data about customer behavior. We routinely utilize many AI-based tools in our creative, content generating and social media outreach processes. The markets—both direct selling and travel—are moving faster than ever with new options coming online all the time. We feel the need to be in a state of constant evolution.”
Embracing social media and online connections is a paradigm shift that has been challenging for the industry’s legacy companies who built the bedrock of their business on face-to-face meetings and in-person gatherings. But the rising stars in this category have learned that going outside the tools and resources that have been traditionally used within direct sales is the key to unlocking new opportunities for growth and success.
Red Aspen, for example, is currently working to integrate machine learning processes to assist with forecasting and data analytics and considering how it can wield the power of Artificial Intelligence (AI) to boost their marketing. As of now, AI informs the company’s choice of hashtags, helps it evolve copy and brand voice, streamlines attribution and ensures that the company’s leadership takes a data-centric approach to every decision.
“Programs like SMS, email automation, and more are ways to drive growth in the future,” said Jesse McKinney, Red Aspen Chief Executive Officer and Co-Founder. “At Red Aspen, we plan to train our Brand Ambassadors on traditional ecommerce marketing tactics to grow their businesses and help them succeed. Investing the time and effort into training the field allows them to grow their businesses in new and innovative ways.”
Embracing Affiliate and Omnichannel Strategies
Many of these leading companies have begun to consider how they can expand their footprint and potential reach by embedding affiliate models within their existing structures or creating an omnichannel presence. For pawTREE, opening up its operations to a tailored version of affiliate marketing was a way to outsmart competitors from outside the industry who were eager to encroach on their market share.
“We are hyper focused on how we can attract and retain the next generation of sellers,” said Roger Morgan, pawTREE Chief Executive Officer. “It’s a broader mandate than creating an affiliate model through semantics. Our effort encompasses more than simply changing a comp plan to reward sellers or rebranding what we call our consultants. We want to help masses of people make $300 to $500 per month, and we are evaluating every part of our model and business strategy to make it easier to help people do that.”
Each growing company has found a way to put their own unique footprint on these innovative practices. At FASTer Way to Fat Loss, Founder and CEO Amanda Tress credits the affiliate model with her company’s continued success. The company offers two tracks in their affiliate program: Certified Coaches and Ambassadors. The Ambassadors are primarily bloggers and social media influencers who simply refer the program to their followers and receive a one-time commission for their efforts. Certified Coaches go through an in-depth FASTer Way certification course that equips them to run their own FASTer Way businesses, accompanying their clients throughout their journey. They therefore have multiple opportunities to earn on each client.
For BELLAME, finding a combination of multiple approaches has been key to their success.
“In March of 2022, BELLAME pioneered the Omni Marketing Opportunity, a merger of the two worlds of network and affiliate marketing,” Thompson shared. “This model embraces the culture and opportunity of our network marketing heritage while equipping our field with the benefits that affiliate marketers enjoy, such as zero fees; the ability to represent multiple brands; and the digital tool arsenal for success. The Omni Model has contributed greatly to the consistent success of our brand these past two years. And, more importantly, positioned our partners to have a competitive advantage in tomorrow’s world of entrepreneurship.”
Diversify to Play Bigger
Red Aspen has become known for its ability to consistently present new product offerings every week. It’s a commitment that their customers have come to expect, which has built credibility and trust, but it’s also a fun and branded way to have authentic touchpoints with customers and representatives on a weekly basis.
“Companies should always be looking to diversify and grow their product lines, but also ensure it stays true to who they are,” said Genie Reese, Red Aspen Chief Strategy Officer and Co-Founder. “At Red Aspen, we continue to diversify our product line, but also focus on maintaining our brand, mission, and Brand Ambassador community. Ultimately, what is going to drive the most genuine growth in direct sales companies is keeping the rep at the heart and center of everything you do. The moment you veer away from that key focus is the moment when you risk letting them down and ultimately your brand down.”
Prioritizing the values of the next generation, particularly environmental sustainability, has been key for companies in this elite list. Zinzino introduced compostable coffee pods. Hy Cite added solar photovoltaic panels to power its headquarters. Green Compass leaned on sustainable farming practices for its hemp production, and pawTREE underwent a complete rebranding and repackaging process to transition all of its product packaging to recyclable materials or recycle-ready. The result was a sleeker, more polished look, but more than that, the premium packaging better reflects their premium price, making it an “easier” sell for the part-time distributor.
“We know this is important to the next generation of sellers,” Morgan said. “We are feverishly working on the next wave of improvements that will further empower them.”
Putting the Pieces Together
There are many common core principles and mindsets these companies share. A focus on fundamentals; ethical business practices; nimble response times; and a willingness to evolve with the channel rather than cling to an outdated status quo.
As Zinzino’s CEO Dag Bergheim Pettersen explained, “Central to our strategy is the strategic evaluation of various facets that drive revenue growth and enhance shareholder value. This includes ensuring a compelling product portfolio; bolstering our brand positioning; maintaining competitive pricing structures; and cultivating a dedicated and motivated sales force. Our overarching aim is to solidify Zinzino’s global ecommerce footprint across all seven continents, ensuring a robust and sustainable business.”
The Secret Sauce
Nine industry thought leaders share their go-to revenue growth strategies.
“We’ve accomplished so much in the past five and a half years since our inception, but there is zero time to rest. We will always consider ourselves a work in progress, an ever-evolving brand. I am more committed than ever to seeking innovation. My goal was never merely to be the best in our industry—it was to set new standards in beauty and wellness, all while putting milk on the tables of those who share our brand. We will continue to honor the rich heritage of our incredible industry while paving a relevant path in the new world of entrepreneurship.”
—Melissa Thompson, BELLAME Founder and CEO
“Companies should invest in infrastructure and projects that will enable them to drive growth. Creating a foundation for growth is crucial. For example, investing in a robust ecommerce platform will not necessarily create growth itself, but it will be the platform that enables the ability to drive growth this year and beyond.”
—Amanda Moore, Red Aspen Co-Founder and Chief Growth Officer
“Amare is the true pioneer of the mental wellness movement in our channel. We have excellent corporate and field leadership teams committed to sharing our products with the world. We are seeing the marketplace respond by rewarding the company with double-digit growth. We operate in 45 countries worldwide and believe people everywhere are seeking the solutions we offer. We have a goal of reaching one million homes within the next five years and are well on our way to achieving this milestone.”
—Jared Turner, Amare Global Chief Executive Officer
“As the direct selling Industry evolves, we are taking a deep dive into all aspects of our business and asking ourselves how we can better appeal to the ‘next generation’ of sellers. This isn’t a Friday afternoon team brainstorm session; it’s a major strategic priority for our company. They are the future of this industry, and what they are looking for is quite different from what most of us are offering.”
—Roger Morgan, pawTREE Founder and CEO
“I believe the key to our success is clearly a combination of various factors, such as staying true to our values as a family business and combining premium quality and innovation with a burning desire to evolve. For us, a pivotal decision was to focus on a long-term vision rather than short-term profits. From the very beginning, this was embedded in our company DNA.”
—Rolf Sorg, PM-International Founder and CEO
“RETURNING TO LIVE EVENTS in the post-COVID environment has been a key element in our growth strategy over the last couple of years. Additionally, in 2023, we made focused investments into our commission structure, incentives and training opportunities for our associates. We believe that these investments will significantly contribute to the success of our associates and to the continued revenue growth of our company. “
—Don Thompson, Legal Shield President, Network Division
“The key drivers for our momentum since 2020 have been to prioritize and focus on as many interpersonal touchpoints as possible. We encouraged small gatherings and culture building events just to get people together. We rolled out our first in-person ACTIVZ Academies and ACTIVZ schools throughout our largest market, Mexico, which had a remarkable spill-over affect into our secondary markets. Focusing on building strong relationships throughout the field and especially with mid-level leaders on up, we’ve greatly benefitted from the unity that’s been created which is now taking our company into momentum.”
—Ryan Thompson, Activz President and Co-Founder
“We are unwavering in our commitment to our core strategies. We’ve diligently honed our brand positioning, establishing ourselves as pioneers in test-based, personalized nutrition—a distinction that resonates deeply with health-and-wellness conscious consumers. We remain agile in our approach, regularly reassessing and refining our business and marketing strategies to adapt to evolving market dynamics.”
—Gabriele Helmer, Zinzino Chief Marketing Officer
“Growing in 2020-22 was a lot more challenging for us because of the COVID headwinds really affecting the travel industry. We chose to invest in our Members and Partners during that time and worked hard to create new advantages in our product and opportunity. With the pandemic in the rear-view mirror, we are now enjoying tailwinds as people return to cruising with a vengeance.”
—Anthony Varvaro, InGroup Chief Operations Officer
