Here’s a revolutionary thought: The direct selling industry invented social marketing. Yes, you were the first. Way back in the day, you learned to monetize “social currency” by recommending products to people through personal relationships. You are the analog version of social marketing. Let’s call it Social Marketing “1.0.”

More than a year ago, I received a letter from Susan Stratton, who shared her journey of personal development as she embarked on a career in direct selling.

Here’s something that comes up in executive meetings all the time: “Why are people saying bad things about us on the Internet, and what can we do about it?”

In this highly competitive, oversaturated marketplace, establishing and maintaining brand equity is crucial to differentiating your products from the pack and ultimately assuming a leadership position. According to businessdictionary.com, “brand equity” is defined as “a brand’s power derived from the goodwill and name recognition it has earned over time, which translates into higher sales volume and higher profit margins against competing brands.” In other words, it’s a company’s value based on consumer perception. In the world of direct selling, brand equity not only lets consumers know what a brand stands for and what they can expect, but can also instantly open doors and start conversations for the salesforce with potential customers and prospects.

In my travels of working with clients and discussing dietary supplement product development and bringing these new products to market, I often encounter a multitude of questions. Most of these are common questions or concerns about the product itself, such as: “What new and unique ingredients are available?” “Will this item create excitement in the field?” “How will this product benefit our distributors and end users?”

Shipping costs continue to be a major cost component in a company’s overall supply chain costs. Furthermore, shipping rules and regulations continue to increase in complexity, and costs continue to increase every year. Oftentimes, companies either absorb these costs or pass them on to distributors who are struggling to manage expenses while building a business. In addition, shipping policies and costs may directly impact a company’s sales and its ability to recruit and retain distributors.