brand-logo
Subscribe

Avon Publishes First-of-its-Kind Study on Menopause

by Leave a Comment

London-based Avon released a first-of-its-kind global study that reveals women around the world are unprepared and uninformed when it comes to menopause.

The study—titled “Menopause TLI. Too Little Information…The global conversation deficit”—was carried out across four continents and co-authored by women’s health GP Dr. Sarah Jarvis. Women aged 45–65 years old, who were either experiencing or had experienced menopause, were surveyed.

The research revealed the onset phase of menopause left women feeling most unprepared. More than two-fifths (44%) of women globally were unaware of perimenopause until they started to have symptoms.

Online resources—many of which may not be substantiated—are still the most popular source of information for a third (31%) of women, above gynecologists, GPs and friends.

“We undertook this global menopause study to better understand women’s experiences at this time in their lives,” said Gina Ghura, head of Future Innovation at Avon. “By looking at the physical changes shared by so many, we knew we could support women through our product innovation and develop something that would be both functional and enjoyable to use. The beauty of Avon is that through our global community of five million Reps, we can also support women’s emotional experiences by opening up conversations. With the support of experts, like our partner Dr. Sarah Jarvis, we will equip or Reps with the facts and guidance they need to support their customers.”

Peri -what?

  • Nearly half (46%) did not expect perimenopause when it started, and this figure is even higher among UK women, with more than half (53%) being surprised when they started to experience symptoms.
  • This could explain why 44% felt anxious during perimenopause. A figure which leapt to nearly three quarters of Indian women feeling anxious (71%) and more than half of Polish women (56%).

Furthermore, globally women still lack understanding about menopause:

  • 36% state they still didn’t understand the two phases, perimenopause and menopause, despite being in one of these phases.
  • 46% of women did not feel prepared for menopause.

TLI in a world of TMI: Conversation deficit

The report showed that globally, menopause is a subject that women are still reluctant to discuss. In fact, rather than looking to friends, partners or GP for advice and support, many women are turning to internet resources.

Mum’s the Word:

  • Despite perimenopause/menopause often following maternal patterns, only 6% of women globally said they would discuss the matter with their mother.
  • This was even lower in the UK where only 3% of women said they would speak to their mum about it.
  • A quarter of women (23%) feel uncomfortable / very uncomfortable discussing menopause with their partner.
  • And, perhaps even more surprising, is the fact almost as many (22%) felt uncomfortable/very uncomfortable discussing the topic with their friends.
  • In the UK women were more likely to find out information from the internet (53%) than a healthcare professional (24%).

“We’ve spent years in laboratories researching the impact of hormones on our skin, and when looking specifically at the impact of menopause and perimenopause we released it was a massively under-discussed topic,” said Ghura. “Women didn’t realize why their skin was changing or how to manage those fluctuations. We call this ‘TLI—Too Little Information.’ In a world of social media, we are used to sharing and even over-sharing. We are all familiar with the term TMI: Too Much Information—from pimples and cellulite to hospital baby scan images. But for some reason menopause is under-discussed and therefore misunderstood.”

 “Much more needs to be done to explain the stages of menopause and eliminate that element of shock,” said Dr. Jarvis, a UK GP with a special interest in women’s health. “I see it all the time in my surgery: women think menopause is something that happens in their 50s, whereas most often they start to experience symptoms far earlier with the little-communicated phase, perimenopause. The hormonal shifts can have a major impact on mood and how we feel about ourselves. They can disrupt sleep and concentration and affect your weight, skin, hair and energy levels. This can be confusing and worrying for women and their loved ones. Knowing what’s happening is the first step in managing those symptoms and navigating this natural process with lessened impact.”

Avon has developed a new range of products to work in harmony with fluctuating hormones. Later this year they will launch the first of those specifically to support women through the hormonal effects on skin during menopause.

See the full report—which delves into the physical and emotional symptoms experienced, including changes to skin quality and texture, hot flashes, night sweats, irritability, anxiety and insomnia—here.

The State of Direct Selling and Envisioning the Future of the Channel

by Leave a Comment

DSA’S 2020 GROWTH & OUTLOOK survey reports that the U.S. direct selling channel remained roughly flat (-0.4 percent), achieving $35.2 billion in estimated U.S. retail sales in 2019.

To better understand direct selling trends within our rapidly evolving macroeconomic landscape, DSA is conducting extensive research in addition to its standard Growth & Outlook market-sizing survey. For example, DSA’s Coronavirus QuickPulse surveys track the business impact of Coronavirus on a weekly basis, and quarterly DataTracker surveys provide insight into quarterly trends and KPIs. DSA’s Industry Research Committee is analyzing all this survey data, secondary research, and developing key insights and actionable takeaways to include in the 2020 Growth & Outlook Report to be released early this summer.

In addition to the standard market-sizing and benchmarking data, this year’s Growth & Outlook reporting has shifted more toward addressing the outlook for the industry and a bit less time looking backward at market-sizing for the prior year. More specifically, this year’s report will identify the impact Coronavirus is having on the broader economy and retail landscape, and it will envision the future of direct selling by providing a direct selling forecast along with scenario planning and actionable recommendations on how to navigate challenges posed by the pandemic to achieve the upper bounds of the forecast.

Before diving further into direct selling insights, here’s some important context about the macroeconomic environment:

STATE OF THE U.S. ECONOMY

In February 2020, Coronavirus shocked the U.S economy into a deep economic slowdown that we haven’t seen

since World War II. According to Oxford Economics’ forecast, we won’t see Q4, 2019 levels of GDP until at least mid 2021.

The good news is that assuming there isn’t another shock, we’re already on the path to recovery in terms of GDP, unemployment, and a few other macroeconomic metrics. But, it may be a long, swoosh-shaped one.

GOP Q4 2019 =100

STATE OF RETAIL

We’re continuing to see accelerated effects from American overbuilding brick & mortar retail in the U.S. In fact, the U.S. has the highest retail square footage per person of any country by far.

RETAIL SQUARE FOOTAGE PER PERSON

Regardless of when people will feel comfortable returning to stores, retail footprint will likely contract as consumers shift online:

U.S. ECOMMERCE PENETRATION (% OF RETAIL SALES)
10 YEARS vs. 8 WEEKS

A survey conducted in April 2020 by Digital Commerce 360 and Bizrate Insights found that 55 percent of online consumers said they were ordering more online than they were before the virus hit, up from 26 percent in March. And 22 percent said in April they were ordering a lot more online, as opposed to only 6 percent in the March survey.

There’s evidence that much of the increase in online shopping is from those purchasing online for the first time: ClearSale analyzed April 2020 e-commerce customer data from clients in five of its major markets: the U.S., Canada, Australia, Mexico and Argentina—all countries where some form of lockdowns were in effect. The analysis showed that across all five countries, the average number of brand-new online shoppers rose by 12 percent between March and April.

U.S. DIRECT RETAIL SALES (BILLIONS)

STATE OF DIRECT SELLING

Before envisioning the future of the direct selling channel, it’s important we understand historical data to establish a common foundation for where we were before Coronavirus hit and we can better understand its impact. Here’s what we can learn from Growth & Outlook data:

 

  • IN A TURBULENT WORLD, DIRECT SELLING REMAINS STEADY AND MAINTAINS RELEVANCE. In the last four years, direct selling retail sales have remained steady, hovering around $35 billion in retail sales in the U.S. Considering the dramatic increase in competition from ecommerce giants and the rise of the gig economy, maintaining stability can be seen as a positive. Although at the same time of course there is room for significant growth.

 

CONSUMERS CONTINUE TO ENJOY PRODUCTS AND SERVICES OFFERED THROUGH DIRECT SELLING. According to the DSA-Ipsos 2020 Consumer Attitudes & Entrepreneurship Study, perceptions toward direct selling have remained stable at about 80 percent over the last 10 years. Most consumers find value/appeal in the good feeling of supporting a small business (69 percent) and the personalized service (67 percent) that direct sellers provide. The wellness and service categories within direct selling continue to be the largest and experienced the most growth.

DIRECT SELLING RETAIL SALES CATEGORY SHARE

 

  • AMERICANS ARE SEEKING ENTREPRENEURIAL, SUPPLEMENTAL INCOME-EARNING OPPORTUNITIES. The Growth and Outlook Survey results continue to provide new clarity into who direct sellers and their customers are.  There were 6.8 million direct sellers in 2019, a 9.9 percent increase from the prior year. 87 percent of direct sellers (5.9 million) are part-time. This overall salesforce increase may continue to be an effect of industry segmentation. There were also more than 36.9 million direct selling customers in 2019. (This customer count excludes customers that have not signed an agreement with direct selling companies.)

 

  • THERE’S EVIDENCE THAT DIRECT SELLING IS RECESSION RESISTANT AND RESILIENT TO EXTERNAL ECONOMIC SHOCKS. Historical DSA Growth & Outlook Survey data shows that direct selling has had a long, steady growth trajectory. Although direct selling is not recession proof, there is evidence that it is recession resistant, having experienced growth during two of the three most recent recessions (see grey boxes above). Although consumer spending and confidence decrease during recessions, there’s generally an increased demand for part-time supplemental income, which works in direct selling’s favor.

    U.S. DIRECT RETAIL SALES

     


Mark Menatti, Director of Business Intelligence at USANA and co-chair of the WFDSA Global Research Subcommittee, is working with the Research Committee to develop a model to better understand the relationship between macroeconomic factors and direct selling. “In short, a strong economy is better for the industry overall because product demand appears to be the largest driver of activity, by far. Additionally, since many of us operate in the premium price space, a strong economy allows more people to buy from us rather than purchase lower cost substitutes. The side gig effect is real also and allows us a measure of stability during tougher economies, but it is the weaker of the two effects.”

 

FUTURE OF DIRECT SELLING

“There are several positive trends in the U.S. in the direct selling channel,” says Monica Wood, Vice President, Global Consumer and Member Insights at Herbalife Nutrition, and Chair of DSA’s Industry Research Committee. “In the short-term, we’re seeing growth as companies have adapted to the changing environment by going virtual. Direct selling companies have been nimble and responsive to evolving consumer needs and providing aspiring entrepreneurs a source of supplemental income.”

DSA’s 2020 Growth & Outlook Report will have a detailed forecast with several inputs along with scenario planning. That said, there’s a limit to the usefulness of trying to predict the future. The most useful part of this forecast is not how to predict the future but in helping us become stronger regardless of what the future holds. We encourage you to address how you can make yourself stronger and learn how to thrive when experiencing disorder and volatility.

HOW T O MAKE DIRECT SELLING ANTIFRAGILE?

According to Nassim Nicholas Taleb, in his book Antifragile, “The resilient is neither harmed nor helped by volatility and disorder, while the antifragile benefits from them.” With the likelihood of continued volatility and disorder caused by Coronavirus, civil unrest, and other world events, how can direct selling move from being resilient to antifragile? Here are some possibilities to consider:

  • MAINTAINING RELEVANCE AMONG FUTURE GENERATIONS. According to Josh Miller, Director of Gen Z Studies at XYZ University, after being the first generation to be completely digitally-native and spending so much time behind screens, Gen Z craves authentic, face-to-face interactions. Establishing these authentic, human connections with members of Gen Z is something direct selling companies are well-positioned to excel in, especially as the U.S. economy reopens.

 

  • IMPROVING DIGITAL TOOLS. A theme that emerged from DSA’s QuickPulse surveys are the quick, nimble adoptions of digital tools to create online parties, virtual conferences and Zoom trainings.

 

  • BEING WHERE YOUR CUSTOMERS ARE: Become customer centric, and consistently adapt to consumers’ shifting behaviors. With shoppers increasingly online and becoming more comfortable with shopping online, continue to pose buying opportunities where your consumers are, whether it’s your own ecommerce/mobile commerce platforms or social media. As COO of Shopify said, “Multichannel is not a strategy. The strategy is to sell where your customers are.”

 

  • BEING ADAPTIVE TO LONG-TERM CONSUMER BEHAVIOR SHIFTS in the face of product delays/ shortages and normal shopping habits being disrupted. According to Natasha Stevens, Executive Vice President Strategy and Product Innovation at GfK, one fourth of consumers have tried at least one brand they’ll stick with after the pandemic is over. “Accidental trial leads to repeat buying.”
    • According to Stevens, the following lead to the highest social media engagement:
    • Brands that acknowledge the reality of the current state with authenticity and transparency resonate and drive engagement
    • Brands that practice empathy and understanding to the specific brand purpose has been able to foster a connection to the target audience
    • Throughout the many phases we’ve been through since March, there continues to be receptivity of product and service promotions especially when precise targeting is used to reach a certain target audience. But it’s important to be mindful and have the data to know that you’re reaching your desired target audience.

 

  • SETTING REALISTIC EXPECTATIONS—people are looking for good products and opportunities to make supplemental income. There’s no need to over-promise, as direct selling offers both.

 

  • USING MESSAGE TESTING INSIGHTS FROM DSA-IPSOS 2020 CONSUMER ATTITUDES & ENTREPRENEURSHIP STUDY to appeal to prospective direct sellers in an effective, ethical way.

According to the message testing from the study, combining the four messages can boost your marketing  efforts and reach 84 percent of your target audience.

MESSAGING TO POTENTIAL ENTREPRENEURS

Through our analysis we identified 4 messages that will have the best reach.

How Direct Sales Can Keep Business Resilient Amid Adversity

by Leave a Comment

(This article appeared on forbes.com.)

Amid a fast-changing global landscape marked by constant disruption, there are certain industries that have proven to be resilient in the face of change. One such sector is the direct selling industry which started more than a century ago with young men going door to door to sell products.

Fast forward to the 21st century and the industry is accelerating in the adoption of digital tools such as video conferencing, Facebook live sessions, and webinars that will further enhance the remote working capabilities and productivity of direct sellers. Beyond generating income from their own product sales, direct sellers are also able to develop and lead a team of other product sellers. It’s effectively an avenue where entrepreneurial-minded people can work independently to build a business of their own.

“People want flexibility to work when and how they want, and the fulfilment of doing more. We believe the gig economy should generate new opportunities for people, not take them away. To thrive in the new economy, companies must prioritize their human experience,” said Ryan Napierski, president at Nu Skin.

A professional and ethical industry

The global direct selling industry has become increasingly professionalised over the years, with its own code of ethics and set of best practices.

The World Federation of Direct Selling Associations (WFDSA) was set up in 1978 to address various industry issues around the world by providing a platform for DSAs to share information and strategies, and to plan common practices. It also aims to build understanding and support for direct selling worldwide in addition to integrating and aligning direct selling companies, and pursue the “highest level of ethical conduct in the global marketplace”.

In that regard, the first WFDSA World Code of Ethics was established in 1985 and adopted by local DSAs. Direct selling company Nu Skin, a retailer of premium-quality beauty and wellness solutions, is a member of each of the DSAs in the nearly 50 markets it operates in.

Global players

Established over 35 years ago, Nu Skin is one of many successful and ethical direct selling companies in the industry.

At the heart of the organisation’s success is its extensive global sales force – 54,760 as of 2019 – who are entrepreneurs engaged in selling and promoting Nu Skin products. Since its founding, the company has grown into a multi-billion-dollar enterprise that is listed on the New York Stock Exchange. Nu Skin has sold over US$10 billion in global sales of its ageLOC products since 2008. The company has also paid out more than US$16.7 billion in sales compensation since 1984.

Nu Skin debuted in Southeast Asia over 20 years ago, setting up its first regional office in Thailand in 1997. It has since expanded to six other markets in the region: the Philippines (1998), Singapore (2000), Malaysia and Brunei (2001), Indonesia (2005) and most recently, Vietnam (2013). At the end of 2019, the Southeast Asia region had contributed about 12% to the company’s total annual revenue.

Beyond commercial success, Nu Skin and its distributors have also sought to give back to the communities it operates in. The US-based Nu Skin Force For Good Foundation and its charity partners donated US$10.3 million in 2019 towards improving the lives of children around the world. Through its for-profit social enterprise, Nourish The Children initiative, Nu Skin’s  sales force and employees around the world have helped to purchase and donate 650 million meals to feed malnourished children since 2002.

In Southeast Asia, the Nu Skin Southeast Asia Children’s Heart Fund (SEACHF) helps underprivileged children with congenital heart disease undergo corrective heart surgery. To date, SEACHF has saved over 12,500 children since its inception in 2003.

Through its business and philanthropic activities, Nu Skin is one example of how the direct selling industry continues to develop, providing products, opportunities and a supportive community in Southeast Asia and the rest of the world.

“Nu Skin provides an opportunity for all to earn supplemental income, enjoy time flexibility, and have the potential to build a global business. We hope to inspire and empower more people to improve lives with our products and create more smiles, not just in Southeast Asia, but throughout the world,” shares Nu Skin Southeast Asia President Dr. Vicky Leevutinun.

 

Tupperware Q2 2020 Net Sales Down 16%

by Leave a Comment

Tupperware Brands Corporation today reported second quarter sales of $397.4 million, down 16 percent versus last year and 8 percent in local currency.

According to the company, while average active sales force was down 17 percent, sales per active sales force was up 11 percent, reflecting strong engagement by the sales force utilizing digital tools and techniques to bring Tupperware’s relevant products to market during unprecedented times.

Second quarter sales by region were:

  • Europe – $90.8 million, down 25% and local currency sales down 20%
  • Asia Pacific – $134.4 million, down 14% and local currency sales down 11%
  • North America – $124.0 million, down 1% and local currency sales up 10%
  • South America – $48.2 million, down 34% and local currency sales down 12%

“In the second quarter we pivoted to a new way to lead the business, a new way to operate the company and embraced a new growth strategy,” said Miguel Fernandez, president and chief executive officer of Tupperware Brands. “Our performance reflects progress made to right size our cost structure and improve liquidity. We are now increasing our efforts to contemporize Tupperware and become a global leader in sustainable consumer solutions while leveraging the consumer influence of our iconic brand.”

To read the complete Tupperware Q2 2020 report, click here.

NewAge Beverages Changes Name to NewAge, Inc.

by Leave a Comment

NewAge, Inc. today announced it has changed its name to NewAge, Inc. from New Age Beverages Corporation to reflect the strategic priorities of the business.

Although NewAge remains committed to the beverage category in all channels, and beverages still represent almost 50 percent of the company’s portfolio, it sees significant opportunities in the broader consumer goods landscape, leveraging its unique omni-channel route to market, and, in particular, its significant direct and e-commerce presence in major markets around the world.

The change follows the recent announcement to combine with ARIIX and four additional e-commerce and direct selling companies, which will create a global firm with estimated pro forma revenues in excess of $500 million across more than 75 countries worldwide.

“Evolving to the name NewAge, which we have called ourselves for a long time, was a natural progression for us,” said Brent Willis, chief executive officer of NewAge. “Our strategy is and has always been to drive healthy functional brands in an omni-channel route to market, but we have broadened our healthy portfolio beyond beverages.”

 

Medifast Hosts OPTAVIA Digital Experience

by Leave a Comment

Medifast recently hosted a new live broadcast event experience, OPTAVIA Together Live, replacing its traditional in-person convention, which was cancelled due to the global pandemic.

The international event, streamed July 24–26, attracted more than 50,000 registrants from across the globe. The presentations generated more than 140,000 views on Facebook, as Coaches hosted watch parties and live events on social media.

“While this year”s event looked different from years past, its purpose remained steadfast,” said Dan Chard, chief executive officer of Medifast. “At a time when our Coach Community is unable to gather in-person, we are more together than ever. Throughout my career, I have never seen a group of people accomplish so much and be so driven to help transform lives. We believe that drive, combined with a large addressable market and industry-leading products and services, make Medifast well-positioned to drive long-term, sustainable growth.”

Medifast has nearly tripled its revenue since it introduced OPTAVIA in 2016 and restructured its business to focus on an integrated coach model.

“OPTAVIA is a highly effective lifestyle solution driven by a dynamic, fast-growing community of motivated, like-minded people who share a passion for promoting health and wellness,” continued Chard. “We will continue to put Coaches at the forefront of our strategy, as we impact more lives and solidify Medifast’s spot as a leader in the global health and wellness category.”

WorldVentures Joins Forces with GrapeStars for Celebrity-Influenced Travel Experience

by Leave a Comment

WorldVentures recently announced a co-sponsored initiative with GrapeStars™, an online marketplace where celebrities can promote wine and spirits directly to consumers.

The alliance supports WorldVentures’s mission to help its Independent Representatives and DreamTrips™ Members get more fun, freedom and fulfillment in their lives.

The first travel venture created as part of the program is a DreamTrip at The Fives Beach Hotel & Residences in Playa del Carmen, Mexico, featuring American country music singer, songwriter, actor and music producer, George Strait and his award-winning tequila, Código 1530, which can be purchased through the GrapeStars app.

“GrapeStars is about providing our customers the ultimate convenience offering a one-stop shop for all their favorite celebrity liquors, including Código 1530,” said Jean-Jean Pelletier, founder, president and CEO. “I could not be more thrilled about our partnership with WorldVentures as we now get to be a part of creating an ultimate experience for celebrity fans.”

WorldVentures and GrapeStars have invited a small number of non-DreamTrips member fans to enjoy the experience as well. Those who book will get to sip tequila from the premier Código 1530 collection and nibble on chef-inspired paired appetizers, all while chatting virtually with the “King of Country” himself, George Strait. Two lucky winners and their guests will enjoy a 3-night, all-inclusive stay in a one-bedroom suite at The Fives Beach Hotel & Residences—All Senses Inclusive®, flight vouchers, airport transfers and their choice of excursion.

“We’re excited about our new partnership with GrapeStars,” said WorldVentures Founder and CEO Wayne Nugent. “As a travel and lifestyle company, we always strive to create one-of-a-kind experiences for our members worldwide. It’s an exciting time to be a DreamTrips member as we look forward to creating many more of these celebrity-influenced trips.”

Training Customer Service Employees to Make a Positive Difference

by Leave a Comment

(This article was written by Micah Solomon and appeared on forbes.com.)

Whenever customer service employees or others in customer-facing positions are working with the public, they’re onstage.

This is true whether the interaction is in real time (phone call, Zoom session, or in person); nearly real-time (text message or chat); or asynchronous (creating and sending an email).

And there, in the public view, in direct contact with their customers, they’re either improving the customer experience or diminishing it; either making things better for customers or making things worse: bringing thoughtfulness to the interaction or showing disregard or even rudeness; displaying empathy or implying antipathy.

In other words, there’s no indeterminate “no man’s land” that’s neither good nor bad when you’re providing customer service. Every action has a consequence, as I teach in my customer service training.

Here are five principles that you should be included in your customer service training. Each is essential in allowing employees to improve the customer experience:

  1. Learn to offer commitments and then keep them.Be time-aware: it’s helpful to customers to know both what you are going to do for them and when  you’re going to do it. Safelite Autoglass parsed thousands of customer comments and determined that this one improvement would be transformational in the eyes of their customers: knowing precisely when the service technician would show up in their driveway. They then revamped multiple systems to be able to achieve this.
  2. Look for chances to add “everyday wow” to your customer interactions. Zappos, of course, is famous for various legendary, over-the-top examples of wowing customers. But Zappos’ real secret is what I call “everyday wow,” which, happily, is something that every employee can learn to achieve with almost any customer. Strive, like Zappos, to distinguish the customer service experience for every customer, on each and every phone call. The connection can be made via anything that authentically relates to the customer. Hear a dog bark, connect over your shared love of pets. Hear a kid in the background, do likewise.
  3. Have a customer service recovery framework in place so that when customers are upset, you’re prepared to systematically make things better.This is one of the master skills required for an exceptional customer service experience: being prepared ahead of time for things to get heated and knowing how to respond when they do.
  4. Remember that how you say (or write) something is often as important as what you say. There are common words and phrases that can come off as belittling or hostile, and others that that can signal caring and thoughtfulness—and it’s essential to learn which are which. When, as a customer service consultant, I start working with a company on their customer service refresh, this is one of the first things I work on: creating a customer service lexicon with discouraged phrases and superior substitutions.
  5. Strive to keep a fresh attitude every time you pick up the phone, every time you respond to an email, every time you respond to a live chat or text message. Even if this is the 15th similar conversation you’ve had today, the experience is the only one of its type for that customer, and it needs to be as fresh for them as it was for your first customer.

 

Isagenix’s Kathy Coover Shares Blueprint for Success in New Book

by Leave a Comment

Isagenix International Co-founder and Executive Vice President Kathy Coover has released a new book, Resilient: Lessons Learned, Lives Changed.

According to Coover, the book was written to inspire independent distributors to create and achieve their direct selling goals. She shares her blueprint for success and details how she became a highly respected leader and entrepreneur.

“Thirty years ago, I began to research and refine a set of business-building strategies and personal growth techniques that helped me excel in direct sales,” Coover said. “What I learned empowered me to co-found one of the world’s most trusted and respected well-being companies—one that’s dedicated to helping people experience healthy, joyful, and abundant lives. I’m thrilled to share my findings so independent distributors can create the lives they truly want.”

Key takeaways from the book include:

  • How to create bold and daring goals that help them elevate everything they do.
  • The daily benchmarks of success and how to achieve them.
  • How to distinguish between good ideas and great opportunities.
  • How to ask as if they expect to get a “yes.”
  • The secrets to success of 20 top Isagenix independent distributors.

Because Coover is passionate about giving back, she’s donating proceeds from the book to the ISA Foundation, a 501(c)(3) nonprofit organization operated by Isagenix. The foundation focuses on healthy nutrition and support for underserved children, wellness education for all, aid for those affected by natural disasters, and the pursuit of racial equality. Since its inception in 2018, the ISA Foundation has awarded grants totaling $3.4 million to 79 nonprofit partners in the United States and Canada. Those grants have provided over 5 million meals, funded over 30,000 educational events, and served over 225,000 children and families worldwide.

“Helping others is one of my greatest joys, so I’m honored that this book can make an impact on people around the world who need the compassionate assistance our foundation partners provide,” Coover said.

 

Murray Smith Named doTERRA President of Europe, Eurasia and Middle East

by Leave a Comment

doTERRA recently announced the appointment of Murray Smith as president of Europe, Eurasia and the Middle East.

According to the company, as one of the first employees of doTERRA Europe, Smith has helped lead the market through double-digit, year-over-year growth while helping to open several new countries each year.

David Stirling, founding executive and CEO, emphasized the growth and Wellness Advocate leaders in the region as well as the market’s bright prospects: “The Board is confident in Murray’s abilities, experience and judgment in this enhanced assignment, and we look forward to his ongoing contributions to the region’s growth.”

“Murray has been an integral part of doTERRA Europe since 2014,” said Kirk Jowers, executive vice president of Europe, Eurasia and the Middle East. “His promotion reflects the incredible job he is doing, and the significant responsibilities he carries. We are grateful that Murray and Heidi will be moving to Munich, Germany, so they can be more seamlessly integrated with our people and operations.”

During his 30-year career, Smith’s experience has included high-level roles in strategy, operations, manufacturing, IT, sales, marketing and geographic management. Originally from Canada, he and his family have lived in multiple countries, including Austria, where he served as managing director of doTERRA Europe from 2015 to 2017. Smith also served as vice president of Europe for doTERRA prior to his appointment as president.

“I am honored to continue my work in Europe and build the vision for doTERRA alongside so many great leaders,” said Smith. “Our focus is growth and strength, and it’s clear that we are moving in the right direction and will continue to do so. It is a great time to be with doTERRA, with so much energy and momentum created by wonderful Wellness Advocates and doTERRA employees.”

 

40 Tips to Mitigate the 40% Executive Onboarding Failure Rate

by Leave a Comment

(This article was written by George Bradt and appeared on forbes.com.)

Most of executive onboarding is just common sense.

Still, different people latch on to different nuggets that help their own chances of success in a world in which 40% of new leaders fail in their first 18-months.

These 40 tips all nest under the importance of converging and then evolving by 1) getting a head start, 2) managing the message, 3) setting direction and building the team and 4) sustaining momentum and delivering results.

  1. Fit in.The mismatch between personal preferences and cultural behaviors, relationships, attitudes, values, and environment is the #1 risk and #1 cause of failure.
  2. Deliver.Failure to deliver is the #2 cause of failure. Sooner, rather than later, get done what they need you to get done.
  3. Adjust. Obviously, a big part of converging upfront is adjusting to the culture. But adjusting never ends. Keep your eyes open and adjust to changes down the road from anemic to pandemic.

GET A HEAD START

 4. Think through a five-step career plan including

  • Your likes and dislikes.
  • Long-term goals.
  • Ideal job criteria.
  • Create options.
  • Choose the right option given your long-term goal sand ideal job criteria.
  • Do a gut check.

5. Adopt a 90/10 positioning. 60/40 winners tend to the mean and come in 2nd place 6 out of 10 times. 90/10 losers get ruled out immediately 90% of the time and get the job 10% of the time.

6. Differentiate between what you talk about, will do, and will not do. Make the piece you talk about as focused as possible. At the same time, know that just because you don’t talk about some things doesn’t mean you won’t do them. But be clear on what you won’t do.

7. Avoid the consultant’s roller coaster, selling, selling, selling until you reach capacity, then putting all your time and attention into delivering the work you’ve sold, leaving no time for selling, so that when the work is done, you have no pipeline.

Some executives in transition do some consulting work to generate income and keep their skills current. It’s a good idea – unless it’s taking all your time and keeping you from working your job search.

8. Know there are only three interview questions – ever.

  • Can you do the job? (Strengths)
  • Will you love the job? (Motivation)
  • Can we tolerate working with you? (Fit)

9. No one cares about you.They care about what you can do for them.

10. Prepare answers to the only three interview questions – from their perspective.

  • Strengths that they need
  • Motivation to do their job
  • Fit with their culture.

11. Avoid the 100-Day Plan for interviews trap.If asked to prepare a 100-Day Plan for a final interview, remember it’s not about you. Position your plan in the context of their overall objectives and 12-month goals. This leads to what your team needs to get done and then and only then, your 100-Day Plan.

12. Virtual tip #1: Think classical, not jazz. Live meetings can have jazz-like flexible agendas. Virtual meetings need deliberate and detailed content, meeting flow, and technology planning, preparation and rehearsals – like a classical orchestra.

Note these tips apply to all virtual meetings including interviews, pre-start conversations, workshops, and the like.

13. Virtual tip #2: Flip the classroom. Send people pre-reads ahead of virtual meetings so you can focus on discussions during those meetings.

14. Virtual tip #3: Keep breakouts to 3–4 people.The perfect size for a live team meeting is 7 people +/- 2. Less than 5 and you risk not having the full range of diverse perspectives. More than 9 and people are fighting for airtime. But with virtual meetings it’s hard to have a real conversation with more than four people on at a time.

15. Interviews are about selling. Everything is part of the interview. Every interaction with anyone. Every question. Everything you say and do should communicate the strengths, motivation and fit they’re looking for. You can’t turn down a job offer you don’t have. So, sell before you buy.

16. Then do your due diligence. If you paid attention to tip #15 and focused 100% on selling, you have to do a real due diligence after you’ve been offered and before you accept the job.

 17. Answer three due diligence questions:

  • What is the organization’s sustainable competitive advantage? (Organizational risk.)
  • Did anyone have concerns about this role; and, if so, what was done to mitigate them? (Role risk)
  • What, specifically, about me, led the organization to offer me the job? (Personal risk.)

18. Dig into the culture.The BRAVE framework can help. Make sure you understand:

  • Behaviors: Flexible vs. stable discipline | Interdependent vs. independent | Enjoyment vs. order
  • Relationships: Purpose vs. authority | Informal vs. formal communications | Diffused vs. hierarchical decisions
  • Attitudes: Innovation vs. minimum viable strategy | Proactive vs. responsive | Learning vs. safety
  • Values: Purpose as intended vs .as written | Open/shared vs. directed learning | Caring vs. results focus
  • Environment: Open vs. closed layout | Casual vs. formal décor | Work-life balance vs. work-focused facilities

19. Assess the overall onboarding risk.

  • If it’s low, do nothing out of the ordinary. (But keep your eyes open for the inevitable changes.)
  • If it’s manageable, manage it in the normal course of events.
  • If it’s mission-crippling, resolve or mitigate before accepting the role.
  • If the barriers are insurmountable, walk away.

20.  Leverage the Fuzzy Front End between accepting and starting a job to:

  • Map your stakeholders.
  • Develop a personal 100-Day Action Plan.
  • Get set up.
  • Jump-start learning.
  • Get aligned with your “up” stakeholders and jump-start your key relationships.

For many of you, leveraging the Fuzzy Front End is an important, new idea. Jump-starting relationships not only builds personal bonds but is a key contributor to developing your organizing concept in a way that is impactful and resonates per tip #30 Clarify your organizing concept.

21. Figure out your onboarding approach:assimilating, converging and evolving fast or slow, or shocking the system based on the organization’s need to change, willingness to change, and your risk profile.

22. Get help figuring out which side of the road to drive onas every organization drives on different sides of the road in all sorts of different ways which are not going to be intuitively obvious to you. Leverage scouts (who went before,) seconds (committed to helping you,) and spies (helping you behind the scenes.)

23. In a hot landing, like all landings in a pandemic,

  • Jump right in to help
  • Learn with everyone else
  • Let your leadership emerge over time.

MANAGE THE MESSAGE

24. Identify the contributors, watchers, and detractors. Contributors share your agenda. Detractors want to stop you. Watchers haven’t decided yet.

25. Move them one step at a time. You’re not going to turn the detractors into contributors. Instead, turn the contributors into champions, the watchers into contributors, and get the detractors out of the way.

26. Be. Do. Say.No one will believe what you say. They will believe what you do. But if your actions match your words and not your fundamental, underlying beliefs, you will get caught. This is why you have to start there.

 27. MAP your communication efforts across Message, Amplifiers, Perseverance.

28. Do not start by talking about yourself. No one cares about you. Their only question is “What does this mean for me?” 

29. Do start by answering their questions. (Knowing the only question that matters per tip #28.)

30. Clarify your organizing concept.This is the strategy or concept behind your communication points. Get that right so you can flex on the rest.

31. Make your communication emotional, rational and inspirational– in that order. Emotionally connect with people first. Then lay out the brutal, rational facts of the situation. Then inspire them to be part of the solution with a specific call to action.

SET DIRECTION. BUILD THE TEAM.

32. Co-create a burning imperative.This is the pivot from converging to evolving.

  • If you tell people to do something, the best you can ever get is compliance.
  • If you want their contribution, sell, test, or consult.
  • If you want their commitment, you need to co-create.

33. Put in place a milestone management system.Strategies are theoretically elegant and practically useless until turned into actions with clarity around what’s getting done by when by whom. Make sure someone owns the process and follows through on milestone tracking on a regular basis.

34. Over-invest to accelerate the delivery of one or more projects as early wins to give the team confidence in themselves.

35. Get the right people in the right roles early on. The #1 regret experienced leaders have looking back on their careers is not moving fast enough on people.

  • Invest in under-performing people in the right role.
  • Support effective people in the right role.
  • Cherish outstanding people in the right role.
  • Move out under-performing people in the wrong role.
  • Move over effective people in the wrong role.
  • Move up outstanding people in the wrong role.

 

SUSTAIN MOMENTUM. DELIVER RESULTS.

 36. Evolve people, plans and practices over time.

 37. Systematize a management cadence.

  • Manage core talent, strategic, capability and operating processes annually/quarterly.
  • Track programs monthly.
  • Track projects weekly.
  • Track tasks daily – perhaps with huddles.

38. Take a strategic approach to risk management: Observe. Assess. Plan. Act.

  • Downplay minor and temporary changes. Control and stay focused on priorities.
  • Evolve through minor and enduring changes, factoring into ongoing team evolution.
  • Manage major and temporary changes. Deploy your incident management response plan.
  • Restart following a major and enduring change. Jump-shifting your strategy, organization and operations to lead through the point of inflection.

 39. Lead through crises

  • Think Stockdale Paradox confronting the brutal facts head on with optimism about the future.
  • Keep all eyes on your purpose (mission, vision, values/guiding principles)
  • Act by 1) assessing the situation and scenarios, 2) confirming objectives and intent, 3) laying out options and expected outcomes, 4) prioritizing with accountabilities, 5) executing, monitoring, iterating.
  • Communicate emotionally, rationally, inspirationally.

40. Keep going.Keep growing, conducting a self-assessment and getting stakeholder feedback to inform course corrections in culture, priorities and leadership approach.

Amway Partners with Microbiome Startup HEM

by Leave a Comment

Amway has announced a strategic investment and partnership with South Korea-based Holzapfel Effective Microbes (HEM).

Together, the companies will develop personalized probiotics with the goal of supporting wellness through gut-health-related benefits such as immunity, weight management, brain health, skin health and more.

Nutrition innovation is a key strategy and growth driver for Amway’s future.

“Amway is uniquely positioned to deliver personalized recommendations through the more than one million Amway Business Owners (ABOs) around the globe who live to serve their customers and who have already built vibrant wellness communities both online and offline,” said Amway CEO Milind Pant. “We have been helping people live better, healthier lives for more than 60 years, and have closely watched the evolution of, and growing trust in, personalized wellness and health. The science and innovation behind HEM’s at-home microbiome test matches our goal of accelerating the delivery of innovative wellness products to the world.”

The HEM at-home microbiome test will assess the gut microbiome, allowing for a personalized recommendation that is specific to the individual needs of the customer. The product will first become available in South Korea.

“For HEM, the partnership is an opportunity to reach customers through Amway’s trusted network of ABOs and fulfill our shared mission of helping people live healthier lives,” said HEM Co-founder and CEO Dr. Yosep Ji. “We are thrilled that the benefits of our science will find its way to Korean consumers and believe this partnership will fulfill our goal of helping people realize the holistic advantages of having a healthy gut microbiome.”

For Amway, this is the first strategic partnership focused on providing personalized wellness solutions. The company is actively pursuing collaboration with startups in this space with an initial focus on scouting partners in South Korea, U.S. and China.