brand-logo
Subscribe

ASEA Honored for Corporate Social Responsibility

by

ASEA and its philanthropic organization, the Advancing Life Foundation, was recognized at the TITAN American Business Awards, taking home a Silver award in the Corporate Social Responsibility category for its commitment to improving lives through sustainable humanitarian initiatives around the world.

Since its establishment in 2015, the foundation has contributed more than $4 million to global charitable programs that work to provide safe water access, education, community development and resources to vulnerable populations. Past philanthropic campaigns included building 450+ clean water wells in Cambodia and Africa, schools in Ghana and rural Ecuador and more than one million meals distributed to food insecure populations around the world.

“For more than a decade, the Advancing Life Foundation has demonstrated what is possible when purpose and people come together to serve others,” said KimMarie Larsen, Advancing Life Foundation Executive Director. “This recognition honors not only the work of our foundation and nonprofit partners, but also the thousands of ASEA Brand Partners and customers around the world who believe that improving lives and creating lasting change is a responsibility we all share. Together, we are helping communities thrive and creating opportunities that will impact generations to come.”

Sunrider Hosts North American Convention

by

Sunrider International held its North American Convention in San Diego, California, welcoming Independent Business Owners and customers for three days of education, personal development, recognition and vision casting. Themed “Limitless,” the convention was designed to help attendees “expand their vision, strengthen their belief and build momentum in both their Sunrider businesses and personal lives.”

Sunrider founders Drs. Tei-Fu and Oil-Lin Chen led keynote sessions, along with executive leadership, to focus on mindset, duplication strategies, customer growth and innovation that could be translated to practical business-building steps. This was illustrated through the SunFit 321 Ambassador Program workshop, an interactive session that fostered discussion and active participation.

Connection points throughout the event helped build community, including a Welcome Reception, Family Reunions, forums and the first-ever SunFit 321 Pickleball Tournament and Clinic.

“This convention truly reflects what it means to be Limitless,” said Sunny Beutler, Sunrider CEO. “It is about honoring our legacy while empowering our IBOs with the tools, confidence and inspiration to grow, lead and achieve more than they thought possible.”

Green Compass Transitions to Direct-to-Consumer Model

by

Green Compass announced a strategic shift away from multi-level marketing and will now enter its next chapter as a direct-to-consumer business model. The company had a rapid rise to success, garnering revenue of $50 million in its first two years, with 80% of its total revenue from recurring subscriptions. Since then, its annual revenue has remained around $20 million. Now, as a direct-to-consumer brand, Green Compass is investing in national “top-of-funnel awareness” and will empower affiliates to sell nationwide with an online content creation focus.

With this reimagined approach to what it calls “modern wellness,” the company is relaunching with an expanded product portfolio and identity, stating that the move reflects its commitment to making “high-quality wellness products more accessible, personalized and directly connected to the consumers it serves.”

“As a brand, we’ve spent years listening to our customers and learning what they truly need,” said Farah Azmi, Green Compass CEO. “This evolution is a direct response to that feedback. We’re more focused than ever on creating exceptional products, supporting the needs of our dedicated community of fans and followers, and expanding our relationships beyond our local roots. This is the version of Green Compass we’ve always been working toward.”

With a direct-to-consumer approach, Green Compass hopes to offer customers seamless access to its full product portfolio, as well as its educational wellness resources, expert guidance and a community that holds holistic wellness ideals, all in a model that is designed with the customer experience in mind.

“Since its founding, Green Compass has championed a ‘soil-to-shelf’ approach rooted in ingredient integrity, organic farming practices, transparency and consumer education,” the company wrote in a statement. “With the shift to a direct-to-consumer business model, that mission enters its next chapter as the brand expands its vision for modern wellness.”

Historically known as “advocates,” the Green Compass community will be invited to remain a part of the company as it shifts into an affiliate model and expands word-of-mouth marketing.

“Our growth has always been fueled by the strength of our community, built one relationship at a time,” said Meredith Cook, Green Compass Founder. “What began as a mother’s search for better options postpartum, grew into a mission to help families access products they could trust. Over the years, our advocates and customers have helped us challenge assumptions, raise standards and prove that transparency matters. I will always be grateful to the people who believed in this mission from the beginning. As wellness continues to evolve, we’re evolving with it. We’re expanding our vision beyond hemp into a broader portfolio of science-backed, plant-based solutions while remaining rooted in the values that brought us here: integrity, education, community and trust. The future of Green Compass is about reaching more people, serving them better and continuing to create products that genuinely improve lives.”

US Supreme Court Gives President Power to Remove FTC Commissioners without Cause

by

According to the FTC Act, the Federal Trade Commission (FTC) is to be directed by five Commissioners. Of those, only three can be of the same political party. These Commissioners serve for a seven-year term and may only be removed by the President for what the FTC Act calls “inefficiency, neglect of duty or malfeasance in office.”

Until now. In early 2025, President Trump announced the removal of Democratic Commissioner Alvaro Bedoya and FTC Commissioner Rebecca Slaughter without cause, stating their removal was based on service that was “inconsistent” with his administration’s priorities. Slaughter and Bedoya filed suit, winning in lower courts because of previous Supreme Court rulings that upheld the language of the FTC Act. This week, however, a landmark decision by the US Supreme Court in Trump v. Slaughter decided that the “for-cause” removal protections of Commissioners were unconstitutional and that the President can remove officers at will.

The Slaughter ruling is expected to have significant impact on the federal regulatory environment, as traditionally bipartisan agencies are reshaped between administrations, and businesses who engage with the FTC will almost certainly feel the effect of this shift moving forward. Legal experts are already predicting that regulatory enforcement will move quickly to match with the current administration, and that this will undoubtedly have long-term consequences for high-capital investments and planning, since predictability across Presidents will be almost impossible.

Building Better

by

How direct selling companies are strengthening people, communities AND The future of the channel

Today’s consumers want authenticity. Employees want purpose. Distributors want connection and mentorship. Communities want companies willing to invest beyond the bottom line.

Long before “purpose-driven business” became a corporate CATCHPHRASE, direct selling companies understood the value of investing in people. At its best, the channel creates entrepreneurs, develops leaders and builds communities. In an era defined by economic uncertainty, social isolation and declining institutional trust, those strengths are becoming increasingly valuable—not just culturally, but strategically.

Today’s consumers want authenticity. Employees want purpose. Distributors want connection and mentorship. Communities want companies willing to invest beyond the bottom line.

Products remain central to that equation. Innovation has been the heartbeat of direct selling for more than 150 years, helping companies differentiate themselves in increasingly competitive markets. As consumers become more selective about where they spend their dollars, products backed by research, experience and meaningful value continue to serve as important trust builders for both distributors and customers.

But products do more than generate revenue. They create belief. They provide a tangible expression of a company’s mission and give distributors a story worth sharing. When strong products are paired with leadership development, authentic connection and purpose-driven cultures, they become part of something larger: a foundation for long-term trust and sustainable growth.

Many direct selling companies are responding by building business strategies centered around leadership development, innovation, philanthropy and human connection. Increasingly, those efforts are proving to be more than goodwill initiatives. They are becoming competitive advantages that help create stronger, more resilient organizations.

Because when companies build better people, stronger communities and more meaningful customer experiences, they are also helping build a stronger future for the direct selling channel itself.

Building Community in a Disconnected World

As we reported last year, America is facing what experts describe as a loneliness epidemic.

In 2023, the US Surgeon General warned that loneliness and social isolation have become significant public health concerns, with health risks comparable to smoking up to 15 cigarettes a day. Meanwhile, remote work, digital communication and post-pandemic behavioral shifts continue reshaping how people connect with one another.

That environment creates a unique opportunity for direct selling.

Unlike many modern business models, direct selling is fundamentally relationship driven. Mentorship, collaboration, training events and teams are built directly into the channel’s structure. For many distributors, the business offers not only income opportunity, but also belonging, support systems and personal connection.

What makes direct selling particularly relevant in this moment is that community is not simply a byproduct of the business model—it is one of its defining characteristics. The most successful field organizations are built on relationships that extend beyond transactions.

Leaders coach and encourage team members. Distributors celebrate milestones together. Corporate events bring people together around shared goals and common purpose. In many ways, direct selling functions much like a modern-day community, connecting people who may never have met otherwise.

Research consistently shows that social connection is one of the most effective antidotes to loneliness. Communities create what sociologists call social capital—the networks, relationships and support systems that help individuals feel connected, valued and engaged. Direct selling naturally creates those opportunities through mentorship, recognition, training and shared experiences.

Companies that create strong cultures and authentic connection often build stronger retention, deeper engagement and more resilient organizations. In an era increasingly defined by disconnection, direct selling remains one of the few industries intentionally built around bringing people together.

Personal Development: Direct Selling’s X Factor

Direct selling has never been just what companies sell—it is the people they develop. And for generations, direct selling has offered something few industries can claim: a built-in system for personal growth.

Long before leadership development became a corporate priority, direct selling companies were teaching goal setting, communication, resilience, time management and public speaking.

That philosophy helped shape generations of direct selling leaders who drew inspiration from personal development icons like Napoleon Hill, Dale Carnegie, Norman Vincent Peale, Jim Rohn and John C. Maxwell. Their teachings became foundational to a channel built on helping people see possibilities in themselves that they may not have recognized before.

The impact extends far beyond business performance. While people may initially join direct selling for products or income opportunities, many stay because of what they become in the process. Distributors develop confidence, leadership skills and belief in their own potential. Those qualities often influence every area of life, from careers and finances to relationships and community involvement.

In a world where technical skills can be learned almost anywhere, opportunities for personal transformation are increasingly rare. Direct selling creates environments where people are encouraged not only to build businesses, but to become better communicators, stronger leaders and more capable versions of themselves.

Jim Rohn famously taught that success is less about what a person earns and more about what they become in the process. That idea continues to resonate throughout direct selling today. The channel’s enduring strength is its ability to help ordinary people discover potential they did not know they possessed—and then provide the support, mentorship and community needed to develop it.

Aligning Mission and Message

Today’s consumers expect companies to stand for something larger than profit. Companies are recognizing that authentic purpose enhances trust with consumers, distributors and employees alike.

Young Living illustrates how direct selling companies combine sourcing, philanthropy and brand identity into a cohesive mission strategy. Through the Young Living Foundation, the company invests heavily in education and community development initiatives in Ecuador, where it operates one of its major farms and distillation facilities.

The Young Living Academy, established near the company’s Ecuador farm, provides education opportunities for underserved children in the surrounding community. The organization recently committed funding for seven additional classrooms as part of its long-term investment in the region.

Damsel in Defense provides another strong example of how direct selling companies align product strategy with purpose-driven impact. Founded around the idea of empowering women through personal safety and preparedness, the company’s product portfolio—including pepper spray, stun devices and emergency tools—supports a broader mission centered on education, awareness and protection.

Damsel in Defense also provides personal safety education and supports initiatives focused on protecting women and children. Through programs like Safe Hearts, the company helps educate families about abuse prevention, body safety and healthy boundaries while promoting conversations around personal protection and preparedness.

The company has also supported organizations focused on combating abuse and human trafficking, helping reinforce its broader mission of empowering and protecting vulnerable communities.

Rather than treating philanthropy as a separate corporate initiative, these companies have built cohesive ecosystems where products, education, involvement and advocacy reinforce the same core message: creating better, more connected communities.

Building a Better Industry

Direct selling has always been a people business. But increasingly, the companies shaping the future of the channel understand that long-term success depends on more than sales performance alone.

The strongest organizations are building ecosystems of growth—developing leaders, empowering communities, investing in meaningful causes and creating products that genuinely improve lives. Those efforts are helping create a more durable, trusted and resilient industry. At a time when many institutions are struggling to build authentic loyalty and connection, direct selling still offers something uniquely powerful: people helping people succeed. And when companies build better people, better communities and better products, they are ultimately building something infinitely more important—a better, brighter future for direct selling.

Building Better in Action: The Case Studies

Amway / A Culture of Giving

Since its inception, Amway has operated as a values-driven community. This commitment means using strengths, time and resources to help make the world a better place.

“Amway focuses our funding on three pillars of Health + Wellbeing, Empowerment and Engagement,” shared Michael Nelson, President and CEO at Amway. “We chose these areas based on our products that support a healthy and active lifestyle; our business model that empowers individuals to build a path toward long-term financial stability; and a culture where employees and business owners connect and contribute to their communities.”

Amway fosters a culture of giving year-round, but the company highlights its philanthropic efforts locally every August during Amway Cares: Week of Service. During this week, Amway employees step away from their desks to address local needs in the company’s West Michigan community.

During last year’s Week of Service, more than 1,100 Ada-based employees volunteered their time to support over 35 community partners—contributing over 6,500 service hours supporting a variety of initiatives focused on housing and food insecurity, fresh produce distribution and creating safe environments for children to play—all in service of a healthier, stronger West Michigan.

But the giving doesn’t stop in their backyard. Amway contributed more than $17.7 million to support the company’s global communities in 2025. “Giving is not a separate initiative; it’s woven into how we do business every day,” Nelson explained. “We’re proud to help build healthier, more empowered communities around the world.”

SeneGence / Hometown Heroes

SeneGence has become an unexpected catalyst for economic revitalization in Sapulpa, Oklahoma, where the company has purchased multiple historic buildings throughout the city’s downtown district as part of a long-term effort to restore activity and investment to the area.

The initiative is deeply personal for Founder and CEO Joni Rogers-Kante, who grew up in Sapulpa and has spoken about the values and sense of community that shaped her childhood.

“I had so much fun and trust while growing up in this community,” Rogers-Kante recalled. “There’s something magical here, where your word is your bond. I think ultimately, that’s what brought us back.”

That personal connection helped shape the company’s vision for its hometown investment. Rather than viewing Sapulpa simply as the location of its corporate headquarters, SeneGence saw an opportunity to help preserve the character, history and economic vitality of a community that had played an important role in its own story.

The company chose to invest directly into the city surrounding its headquarters, helping preserve historic architecture while creating momentum for new business development and tourism.

SeneGence’s investments have included renovations to aging properties, restoration efforts and redevelopment projects designed to breathe new life into downtown Sapulpa. Local leaders have credited the company with helping generate renewed excitement and economic activity throughout the district.

The approach reflects a growing trend across direct selling as companies increasingly recognize that investing in local communities can strengthen corporate culture, employee engagement and long-term brand identity.

USANA / Helping the Hungry

Since launching in 2012, the USANA Foundation has focused on addressing hunger and malnutrition through sustainable, empowerment-driven solutions rather than
short-term aid alone.

One of the Foundation’s flagship initiatives is its Garden Tower program. The vertical growing systems allow families to grow nutritious produce using very little space and water—an approach designed to create long-term food independence in underserved communities around the world.

The Foundation has installed over 56,700 Garden Towers in 15 countries, where they collectively help provide more than 62 million meals annually. A fully developed Garden Tower can produce more than five meals per week for a family, while surplus produce can also be sold to generate supplemental income.

For Brian Paul, President of the USANA Foundation, the impact extends far beyond nutrition. “Programs like our Garden Towers help families grow their own nutritious food using very little space or water. That changes the conversation from temporary aid to empowerment.”

Paul recalled visiting communities in the Philippines where homes were once surrounded by trash and debris. When he returned a year later, the transformation was dramatic. “The trash was gone. The homes and yards were completely cleaned up. The Garden Towers were thriving, and families had started growing vegetables out of anything they could turn into a container.”

The Foundation’s work is also heavily supported by USANA’s distributor community through donations, volunteer service and humanitarian trips—creating a direct connection between the company’s mission and its field culture.

From the July/August/September 2026 issue of Direct Selling News magazine.

DSA Canada Celebrates Innovation and Excellence at Annual Conference

by

The Direct Sellers Association of Canada (DSA Canada) honored individuals and companies within the direct selling industry in Canada who are working to improve and advance the channel. These organizations and people support their communities and help customers and distributors create better lives and build sustainable careers.

This year’s awards included:

  • Industry Innovation Award – MONAT Global for their MONAT Meta Affiliate Program, which is pioneering a pivotal shift in the direct selling landscape through the strategic integration of social commerce
  • Making a Difference Award – Pampered Chef for their Round‑Up from the Heart – Give Back Set Campaign
  • Partnership in Progress – Quebec City Business Destination and Debbie Miller, who have a history of supporting direct selling events through securing venues, engaging meaningful and memorable local activities and exhibiting consistent professionalism
  • Distinguished Service Awards
    • Crystal Holtzendorff, Senior Vice President of Global Sales at PayQuicker, for her longstanding support of DSA Canada and its Annual Conference
    • John Bassindale, Partner at Millar Kreklewetz LLP, for his ongoing legal and regulatory assistance to DSA Canada and its members
  • DSEF Circle of Distinction – Julie Capito, USANA Health Sciences Customer Experience Manager, for her many years of service to the Direct Selling Education Foundation of Canada, including fundraising, DSEF research initiatives and the Annual Scholarship program

The Direct Selling Industry’s Most Important Consumer Protection Story Isn’t Being Told

by

In her June 13, 2026, Washington Post “Color of Money” column, personal finance columnist Michelle Singletary chronicled the devastating impact of a fraudulent scheme that left thousands of participants facing significant financial losses.

Her reporting raises an important question: If consumer protection is a shared priority for regulators, journalists, consumer advocates and businesses alike, what role should industries themselves play in protecting consumers?

For the direct selling channel, the answer begins with a simple recognition: consumer protection and entrepreneurship advance together.

Consumers benefit when they receive accurate information. They benefit when claims are truthful, expectations are realistic and deceptive practices are challenged. Businesses benefit from those same conditions. Trust and transparency are not obstacles to entrepreneurship. They help create the conditions that allow people to build businesses of their own.

That understanding led the direct selling channel to support the creation of the Direct Selling Self-Regulatory Council (DSSRC), an independent program administered by BBB National Programs.

DSSRC monitors earnings and product claims made throughout the direct selling marketplace. It reviews claims made by companies and individual salesforce members, publishes its findings and works with participants to address unsupported representations. Its decisions are publicly available, creating transparency and accountability throughout the process.

DSSRC was created because the industry recognized that consumer protection cannot be viewed solely as a regulatory responsibility. Consumers are best served when businesses take responsibility for the claims made in the marketplace and invest in systems that promote accountability.

That commitment extends beyond DSSRC through company compliance programs, executive and distributor education and the Direct Selling Association’s Code of Ethics, all designed to promote truthful communications and informed decision-making.

Singletary’s column focused on the consequences of fraud. She was right to do so. Consumers deserve protection from deceptive practices, and those who engage in fraud should be held accountable.

The direct selling channel agrees.

DSSRC exists because the direct selling channel recognizes that consumer confidence and entrepreneurial opportunity depend on one another. The challenge for policymakers is not choosing between consumer protection and entrepreneurship but rather advancing both at the same time.

Independent oversight, industry accountability and effective enforcement each have a role to play. That is the story behind DSSRC, an example of how the direct selling channel has chosen to invest in consumer protection because consumer protection and entrepreneurship are strongest when they advance together.

ANMP Hosts 2026 International Convention in Dallas

by

The Association for Network Marketing Professionals (ANMP) welcomed leaders, executives and entrepreneurs for a four-day educational and networking event in Dallas, Texas. Attendees experienced dozens of presentations, panel discussions, interviews, masterminds and personal growth conversations about hot topics and industry trends, including AI, customers acquisition and culture.

Themed “Where Leaders Level Up,” the event highlighted the importance of real community and connections in a world where AI and digital experiences are replacing human interactions. The convention’s small group gatherings and informal conversations at meals and at roundtable discussions brought a wide group of people together from a variety of backgrounds, roles, companies and perspectives with the goal of elevating standards and protecting the future of a profession that is rapidly evolving.

The event wrapped with a Sunday morning worship service to encourage faith, hope, unity and gratitude as the attendees departed to take their businesses back out into the world while committed to integrity, service and mentorship.

PM-International Opens Direct Sales Center in Japan

by

PM-International celebrated the ribbon-cutting of its new Direct Sales Center (DSC) in Fukuoka, Japan, the largest city in the Kyushu region. This center fills a geographical gap and completes what PM-International is calling its “national support triangle” that includes its Tokyo headquarters and Osaka Direct Sales Center. The new Fukuoka center will serve as an accessible base for team members and customers in southern Japan and throughout Kyushu.

“Japan is a geographically unique market. As a long island nation, physical distance directly affects how well we can serve our community,” said Hirofumi Takaishi, PM-International General Manager Sales. “With Fukuoka, we now have a national network that reflects that reality. This DSC is more than a new location – it is a commitment to the Team Partners and customers in southern Japan, and a foundation for the next chapter of our growth in this market.”

The center offers a professional backdrop for business presentations, product tastings and experiences, training sessions and group meetings and is the company’s response to Team Partners in the local community who have been requesting a dedicated space. PM-International also plans for the center to serve as a regional hub for learning, collaboration and leadership development while supporting recruitment and growth of new local leaders.

Expansion without Gambling

by

Why successful international growth requires systems, local leadership and the discipline to say “no.”

When people talk about international expansion, they usually talk about opportunity.

A new country means new customers, new leaders and new revenue. It’s exciting. It’s also one of the reasons so many companies rush into markets before they’re truly ready.

Over the last three years, I’ve had the opportunity to help lead RIMAN‘s expansion outside of South Korea. When I first became involved with the company, RIMAN was operating in a single market. South Korea represented more than $2 billion in sales, but all that success was concentrated in a country of roughly 50 million people.

Today, we’ve expanded into 16 markets and generated more than $400 million in sales outside South Korea. Some of those markets have only been open for a relatively short time, so we’re still very much in the building phase. But the experience has reinforced something I’ve believed for years: international expansion is most successful when it’s treated as a long-term strategy rather than a short-term opportunity.

Too often, companies approach expansion almost like a gamble. Someone knows somebody in another country. A consultant promises connections. A field leader says they can open a market quickly. Everybody gets excited about the possibilities and starts imagining the outcome before they’ve really evaluated the process.

I’ve seen that happen throughout the industry, and I think it’s one of the reasons so many international expansion efforts struggle. The companies that succeed internationally aren’t necessarily the ones moving the fastest. They’re the ones willing to do the preparation that nobody sees.

Think Global. Build Local.

One of the most important messages we consistently teach distributors is simple: think global, build local.

PeopleImages/shutterstock.com

That sounds obvious, but international expansion can create distractions. The moment a company announces a new market, leaders start looking overseas. They begin searching for contacts, exploring opportunities and imagining growth in another country. Sometimes they become so focused on what might happen internationally that they stop doing the things that made them successful locally.

What we’ve found is that sustainable international growth almost always starts with strong local growth. The best international stories are rarely built by somebody randomly meeting a stranger on social media and deciding to build a business together in another country. More often, they develop through existing relationships, trusted connections and strong organizations that naturally create opportunities beyond their original market.

That’s why we encourage leaders to continue strengthening their local business while developing an international vision. International expansion should add to what you’re already doing. It shouldn’t replace it.

The same principle applies to companies.

Opening a new market should create additional growth, not simply shift attention and resources from somewhere else. If you spend all the energy required to open another country but your overall business remains flat, you’ve created more complexity without creating more growth. International expansion only works when it truly expands the business.

Building More Than a Launch

One thing I’ve learned is that opening a market and building a market are two very different things. Anybody can announce a launch date. Building something that lasts takes much longer.

Because of that, we’ve invested heavily in creating infrastructure inside many of the markets we’ve entered. We’ve opened offices, established business centers and created spaces where distributors and corporate teams can interact regularly.

For a skincare company, that physical presence matters. People want experiences. They want to try products. They want demonstrations. They want community. Those interactions become part of the culture.

We’ve also spent significant time helping distributors experience the company’s roots in South Korea. Leaders visit our research facilities, manufacturing operations and corporate campus. They see where products are developed and how the company operates.

The goal isn’t simply to create excitement. It’s to create belief. When people understand the heritage of a company, they become better equipped to represent it in their own market.

Systems Matter More Than Excitement

When companies are expanding quickly, excitement can cover up weaknesses for a while. Eventually, reality catches up. One thing we focus on constantly is building scalable systems before entering a market. Customer service, logistics, training, compliance, technology, sales support—every piece must function together.

Customers don’t experience a company through departments. They experience it as a whole. If the products are exceptional but customer service is poor, customers remember the service. If the compensation plan is strong but shipping isn’t reliable, they remember the shipping. Your weakest area eventually becomes your reputation.

I remember staying at a newly opened luxury hotel years ago. The property was beautiful. Everything looked perfect. The brand had a reputation for excellence, and the facilities reflected it. But check-in took forever. Breakfast service was slow. Simple requests took much longer than expected.

The problem wasn’t that the hotel lacked standards. The standards were there. The training was there. The systems were there. The issue was that everyone was new. Six months later, the experience was outstanding because the people had grown into the systems.

International expansion works the same way. Even when preparation is excellent, new markets require time to mature. The challenge is minimizing those growing pains while maintaining the level of service customers expect from day one.

Because customers don’t judge you based on how long you’ve been in their market. They judge you based on the promise your brand makes.

Dmytro Zinkevych/shutterstock.com

People Want Similar Things—Cultures Don’t

I was born and raised in South Korea and moved to the United States when I was fourteen. Looking back, that experience probably shaped how I view international business more than anything else. People often focus on the differences between countries, and those differences absolutely matter. Language matters. Customs matter. Expectations matter.

But one thing I’ve noticed after years of traveling between North America and Asia is that people generally want many of the same things. They want opportunity. They want recognition. They want community. They want products they can believe in.

The gift itself is often very similar. The packaging is what changes.

I use that analogy frequently because it helps explain what localization really means. In some cultures, presentation matters tremendously. In others, simplicity is valued. Communication styles vary. Recognition styles vary. Expectations vary. The opportunity may be the same, but the way it’s presented must respect the people receiving it.

Companies sometimes enter a country and immediately become known as “the American company” or “the Korean company” trying to impose its own way of doing things. Once that happens, the local market often stops paying attention to the actual opportunity because they’re distracted by the packaging. The sooner a company learns to respect local culture, the sooner it can connect with local people.

Developing Local Leaders

One of the biggest priorities in every market we enter is developing local leadership as quickly as possible. Global sponsors and experienced leaders can help launch a market, but they shouldn’t become the long-term face of it. Within the first few months, we’re intentionally looking for local leaders who can build culture, teach systems and represent the brand in a way that feels authentic to their community.

Those leaders understand nuances that outsiders never fully will. They know how people communicate. They know what resonates. They know what doesn’t. Most importantly, they create sustainability. A launch can generate excitement. Local leadership generates momentum.

That’s the difference between a market that experiences temporary growth and one that develops into a lasting business.

Commitment Before Expansion

If there’s one lesson I’ve learned through international expansion, it’s that patience matters. Companies often ask how quickly a market can become successful. In reality, the better question is whether they’re willing to commit long enough to give the market a chance.

Most meaningful growth doesn’t happen in the first few months. It takes time for leaders to emerge, for systems to stabilize and for culture to develop. That’s why we’ve tried to be disciplined about expansion. We say no far more often than we say yes. Every market looks exciting from a distance. Not every market is ready.

International growth remains one of the greatest opportunities in direct selling. But opportunity alone isn’t enough. Success comes from preparation. It comes from local leadership. It comes from respecting culture. And it comes from having the patience to build something that lasts.

Because at the end of the day, international expansion isn’t about opening more countries. It’s about creating more successful ones.

DANNY BAE is a seasoned executive with 25 years in the direct sales industry, spanning a decade as a top distributor, a decade as Vice President of Sales, two years as an owner, and three years in his current role as President of Sales at RIMAN. Responsible for over $2 billion in career revenue, Danny specializes in business development, international expansion, and leadership development. He currently leads the expansion of RIMAN’s K-beauty brand into North America and other international markets.

An Online Exclusive from Direct Selling News magazine.

Herbalife India Partners with IIT Madras to Launch Centre of Excellence on Plant Cell Fermentation Technology

by

Herbalife International India Pvt. Ltd., in partnership with the Indian Institute of Technology Madras (IIT Madras), celebrated the launch of the Herbalife-IIT Madras Centre of Excellence on Plant Cell Fermentation Technology. The first dedicated facility for translational research and innovation in plant cell fermentation, the center is expected to serve as a hub for innovation and research and development as the two entities work to strengthen India’s capabilities in sustainable biomanufacturing and the development of next-generation plant-derived health and wellness products.

Through the scalable production of herbal biomass and the development of enriched herbal extracts and high-value phytochemicals, the center will serve to connect lab discoveries and commercial uses.

“IIT Madras’ partnership with Herbalife and the establishment of Centre of Excellence on Plant Cell Fermentation is an exemplar of how industry and academia can work together to build enduring assets for the nation,” said Professor Ashwin Mahalingam, IIT Madras Dean, Alumni and Corporate Relations. “With the high-end research facilities at the Centre, we are now confident to push the boundaries of plant cell bioprocessing to translate into solutions for societal impact. We believe this center will not only strengthen India’s self-reliance in sustainable bio-manufacturing, but also create new opportunities for innovation, entrepreneurship and global leadership in next-generation plant-derived products.”

The center will seek to promote technology transfer and entrepreneurship, as well as build skilled workers, by integrating advanced upstream cultivation systems with state-of-the-art downstream processing and metabolomics platforms, and endeavor to create entrepreneurial spinoffs as it works to position India as a global leader in commercial plant cell fermentation and environmentally sustainable biomanufacturing.

“The establishment of the Herbalife–IIT Madras Centre of Excellence on Plant Cell Fermentation Technology represents an important investment in building scientific capabilities for the future,” said Mr. Ajay Khanna, Herbalife India Managing Director. “Through this initiative, we aim to create opportunities for researchers, students, and innovators to explore new applications of plant-based technologies and contribute to advancements in nutrition science. We believe the Centre will serve as a catalyst for knowledge exchange, talent development, and research-driven innovation, helping bridge the gap between laboratory discoveries and practical industry applications.”

LivePURE Opens Operations in the UK, Poland and Portugal

by

LivePURE celebrated strategic market expansions in the United Kingdom, Poland and Portugal. Opening operations in these key markets is part of the company’s broader vision for international growth and bringing its products and “Whole Health” philosophy to customers and entrepreneurs across Europe.

“Expanding into these dynamic markets reflects our commitment to bringing the LivePURE opportunity and our Whole Health mission to more people around the world,” said Rick Redford, LivePURE President. “We believe the future of wellness is global, and we are investing in the infrastructure, systems and leadership development necessary to support sustainable growth for years to come.”

LivePURE’s continued expansion is an example of its commitment to invest in the success of its people as it works to help its customers and leaders achieve greater health, purpose and freedom while building a growing global community that can have a positive impact on the future of wellness entrepreneurship.

“No one invests in, appreciates and supports leaders quite like LivePURE,” said Dae Geun Jung, LivePURE Founder and Chairman of the Board. “From day one, we’ve built a culture based on partnership, trust and shared success. Our relationship with field leadership is the foundation of everything we do. When our leaders grow, families are impacted, communities are strengthened and the entire LivePURE organization moves forward together.”