Strategy 2030 and how both new and mature market growth has catalyzed revenue.
In 2025, Vorwerk set its sights on becoming “the world’s most attractive direct sales company,” with a thriving global community and innovative product ecosystems. As part of that ambition, Vorwerk launched Strategy 2030, the company’s long-term growth strategy focused on expanding its international footprint; further scaling its European strongholds; strengthening its Advisor community; and continuously innovating its integrated product ecosystems.
The results of that strategy are already visible. This year, Vorwerk earned its place on the DSN Global 100, ranking third in the world in the product-focused category, with $4.9 billion in business volume, and recorded a new all-time high in its global advisor community. At year-end 2025, more than 129,400 people had joined as self-employed Vorwerk Advisors, more than double the number of Advisors in 2019.
The company’s culinary division with Thermomix/Bimby and Cookidoo has become a growth driver with multiple consecutive record years in revenue growth over the past six years, and accounts for more than half (59%) of all revenue. Last year, more than 1.4 million devices were sold, including more than 1 million Thermomix® TM7 devices – which was introduced in February 2025 and represented the company’s most successful product launch in history.
As the company enters its next phase of growth, Direct Selling News sat down with Vorwerk CEO Thomas Stoffmehl to discuss the company’s unique sales model, its recent revenue momentum and what growth strategy it is leaning on as it looks to 2030 and beyond.
Q: Your sales model differs from most structures within the direct selling channel. How has a single-level structure impacted success and why is it important for Vorwerk that Advisors not be tasked with building complex hierarchical downlines?
A: Vorwerk is one of the few direct sales companies operating with a true single-level model. A lot of business models talk about being “people-focused,” and we, of course, are people-focused, but our model is slightly different.
Compared to many multi-level marketing models, our Advisors are not required to build hierarchical downlines or make upfront investments in inventory or starter packages. We deliberately keep the barriers to entry low. Advisors do not have to purchase products before selling them; take on entrepreneurial and financial risks; pay for trainings; or commit to complex structures. This makes our business model accessible, flexible and comparatively low risk for people who are looking for an additional source of income or a more self-determined working model.
At the same time, the attractiveness of our model goes far beyond financial aspects. Many Advisors join because they value the flexibility, strong sense of community and opportunity to share their passion for cooking and great products with others. Recognition, personal development and training also play an important role. For many people, it is not only about earning additional income, but about being part of a supportive and inspiring community that combines entrepreneurship with enjoyment, purpose and personal connection to cooking.
We are focused on bringing products directly from the company to consumers through our Advisors and Advisor network. At the same time, we are not a product-selling company like a retailer or ecommerce. We don’t simply sell products—we create experiences through personal demonstrations and direct interaction. That’s why the most important KPI for us is not units sold, but the strength and size of our sales force, because sustainable sales growth is ultimately a reflection of a strong, active and engaged Advisor community.
Q: How has this single-level approach influenced how you introduce products and expand existing categories across markets?
A: More or less, in every market where we are with Thermomix, we are by far the market leader in this category. I think that’s very interesting because this is a category of product that, in my opinion, can only really be introduced through personal demonstration. It’s important to understand that what we don’t demonstrate, we don’t sell. We do not design products, we design experiences. And we always keep in mind to give a “WOW” moment in demonstration.
Q: What is your vision for the future of Vorwerk and its global sales force?
A: It’s very important to understand that our sales force is not only the sales channel, but also an integral part of our strategy. In our Strategy 2030, we call it the “sweet spot.” The sweet spot is exactly where people and product meet, and everything we do strategy-wise needs to be in our sweet spot. This also means, that we stick very much to our DNA of personal, advisor-led direct sales and digitize products and processes to better support our Advisors, strengthen the customer experience and further increase the attractiveness of our business model.
Q: What role does international expansion play in Strategy 2030?
A: Vorwerk was founded as a family-owned company in 1883, and since 1930 we have operated our distinctive single-level direct sales model, first with Kobold and since 1971 also with Thermomix. To this day, the founding family continues to own the company. This long-term continuity shapes the way we think and act. Our strategy is not driven by short- or mid-term expectations, but by a long-term perspective. Everybody is fully aligned behind Strategy 2030 and committed to investing consistently in sustainable growth and international expansion.
When it comes to global expansion, we continue to see strong growth across our established markets, including Germany. The US is growing but on a smaller level. Still, we additionally identified Asia Pacific as a key strategic growth region for Vorwerk. In 2025, we opened or took over operations from our distributors in eight new markets Belgium, Netherlands, Luxembourg and Greece in Europe, and then Australia, New Zealand, Singapore and Malaysia. The extremely positive development of these new markets has confirmed the strong international scalability of our business model and plays an important role in our long-term growth strategy.
Q: Is Strategy 2030 driven by new market growth or are pre-existing markets still an important revenue driver for the company?
A: The start of 2026 was amazing. By 2030, we have a very key ambition to increase the number of Advisors from 129,400 at the end of 2025 to 170,000 in 2030 and our turnover from EUR 3.6 billion to EUR 4.6 billion. We had growth without expansion, but it’s important to understand that growth comes from two directions. One direction, of course, comes from the new countries and new markets, but we grew in every mature market as well. We had double-digit growth in Germany, our biggest market, so it’s not only the expansion. The business model works as well in mature markets. That’s a true success story.
Q: The product portfolios for Vorwerk and Thermomix include higher priced items, like high-tech appliances, that require product demonstrations for success. How has that impacted your sales team growth?
A: It’s interesting because high-ticket items need more trust and deeper relationships. If you recommend something to your family and friends, you need to be really sure that you’re behind it, that you love it. It’s very important that the product is an enabler for this connection, and the COVID experience taught us how important personal contact is. As soon as it was possible to go back to personal demonstrations, our people chose it. Some companies are heading in a social selling direction, but for us it’s not an option. We closely observe these developments, but for us personal demonstrations remain essential.
Q: What gives you confidence as Vorwerk moves toward 2030?
As Vorwerk moves toward 2030, the company sees its future growth driven not by short-term trends, but by the continued strength of its unique business model: the combination of innovative product ecosystems, personal demonstrations and a growing global Advisor community. With strong momentum across both mature and newer markets, Vorwerk believes it is well positioned for the next phase of international expansion and long-term growth.
Success does not happen automatically. We are working with great passion, commitment and entrepreneurial energy to turn our ambitions for 2030 into reality.
