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2020 Best Places to Work in Direct Selling Honorees

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CONGRATULATIONS to all of our 2020 Best Places to Work in Direct Selling Honorees!

Click on company links to read digital version of Best Places to Work Supplement

It’s the highly anticipated annual issue showcasing the Best Places to Work in Direct Selling. This is the fifth year that DSN has offered this look at direct selling workplaces. In addition to the Best Places to Work cover story that is in the April edition, we also publish a separate BPTW supplement, highlighting each of the 11 honorees.

Each company was provided some questions to ask employees and executives why they believe their company is a Best Place to Work in Direct Selling.

Quantum Workplace, our third-party vendor, conducted the research and compiled the results for this program (please see page 28 of the supplement for more information about Quantum and the contest). The Best Places to Work in Direct Selling contest was designed by Direct Selling News with several goals in mind:

  • To spotlight the channel as a positive job-creating engine
  • To recognize and honor companies that have created positive work environments and become employers of choice
  • To identify and share best practices with the wider direct selling community
  • To provide valuable feedback and data to participating companies that will assist them in measuring levels of employee satisfaction and engagement

We all know that direct selling is a people business. Measuring field engagement is critical to any company’s success, and consistently delivering on that is a hallmark of the channel. But the field is only part of the people equation. Best Places to Work in Direct Selling celebrates the important role companies play as employers in the marketplace and highlights those companies that are setting the bar for establishing and nurturing work experiences and environments that bring out the very best in people.

BPTW Criteria

Our 2020 contest was open to direct selling companies with at least 40 full time employees based in North America. Any employer or employee could have nominated their company during the open period last fall, which ended on October 25, 2019. Each nomination included a contact person who received all of the communications from Quantum. After the nomination period ended, Quantum Workforce sent out an official invitation to each company to begin the survey process.

Employees were invited to complete an anonymous and confidential survey. A certain percentage of employees at each company, based on size, had to complete the survey in order for the company to reach the threshold to be included. After the survey period was over, the team at Quantum calculated the responses to determine overall scoring and ranking. Only companies who met the threshold determined by Quantum as the baseline for a Best Places to Work environment were announced as Honorees for 2020.

Heightened Scrutiny of Product Claims Amid The COVID-19 Pandemic

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As the COVID-19 pandemic continues to wreak havoc in the medical and business community, direct sales companies face the added pressure of ensuring that their independent sales representatives are not seeking to boost sales by making unauthorized health claims related to the coronavirus.

Statements that imply or expressly claim that a product can treat or alleviate COVID-19 symptoms will almost certainly invite immediate regulatory scrutiny.

On April 7, the Direct Selling Association (DSA) and Direct Selling Self-Regulatory Council (DSSRC) issued a joint press release cautioning direct selling companies and their independent salesforces from making claims suggesting that products:

  • Treat or alleviate the symptoms of COVID-19;
  • Cure, treat or alleviate symptoms of COVID-19;
  • Boost or improve immune function that can prevent COVID-19; and/or
  • Eliminate or remove viruses.

The press release stated that DSSRC has already contacted several direct selling companies regarding COVID-19 claims. On April 10, the FTC issued an alert warning consumers about COVID-19 scams that “take advantage of anxieties related to the Coronavirus.”

The direct selling industry experienced a rough end to 2019. FTC regulatory enforcement actions were filed against two prominent companies and there were alarming public statements by FTC’s Andrew Smith suggesting that the FTC is applying a new definition of pyramid scheme in evaluating MLM compensation structures.

Heightened Scrutiny on Health Claims

With the FTC’s heightened scrutiny of the direct selling channel, direct sellers can ill afford the reputational damage (and certain adverse regulatory enforcement action) that would result if a company (or its independent salespeople) seeks to capitalize on the current pandemic by making unsubstantiated health claims. It is not hard to imagine how Mr. Smith and his FTC cohorts would prioritize and aggressively prosecute a direct selling company seeking to capitalize on the COVID-19 crisis by making improper health claims.

“Statements that imply or expressly claim that a product can treat or alleviate COVID-19 symptoms will almost certainly invite immediate regulatory scrutiny.”
– Brent Kugler, Partner Scheef & Stone, LLP

The Centers for Disease Control and Prevention and the Food and Drug Administration have both stated that there are no approved vaccines, drugs or investigational products currently available to treat or prevent COVID-19. Accordingly, improper health claims related to COVID-19 are certain to be highly prioritized by both the FTC, FDA and state regulatory agencies.  No direct selling company possesses reliable scientific substantiation to support a claim that a product can treat or mitigate COVID-19 symptoms or prevent exposure to the virus.

Review Compliance with FTC Standards

The regulatory parameters for compliant product claims are well known. Companies must ensure that product claims comply with, among other things, the FTC Policy Statement Regarding Advertising Substantiation, the FTC Guide Concerning the Use of Endorsements and Testimonials in Advertising, the FTC’s revised Dot.com Disclosure Guide and applicable FDA regulations regarding reliable scientific substantiation for product efficacy claims. These standards apply to consumable products as well as cleaning materials and personal protective equipment such as masks and gloves.

Just as critically, companies must monitor the sales activities of their independent sales forces. In his statements to the DSA in October 2019, FTC’s Smith made it clear that the FTC intends to hold companies accountable for the claims and representations made by its independent sales representatives. With revenues declining, some companies may be inclined to “look the other way” rather than confront and deal with a distributor who is making illegal health claims to boost product sales. Companies must resist this temptation, both for their own survival and also to prevent massive damage to the image and reputation of the direct selling channel at this critical time.

Brent Kugler is a partner with Scheef & Stone in Dallas, Texas. Brent is a prominent attorney is a direct selling industry with extensive experience in representing direct sales, multilevel and network marketing companies in lawsuits, arbitrations regularities matter across the untied states.

Amway’s Rapid Prototyping Team Building Frames for Face Shields

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Amway’s newly organized Rapid Prototyping Team has taken on an initiative related to the COVID-19 pandemic: building frames for face shields.

Rapid Prototyping Team Manager Randy Betz, along Scott Anderson and Kenny Ly, saw what was happening in the local health care community and offered to help. Betz reached out to key partners in Corporate Social Responsibility, Legal and Durables to help create a way for Amway to address the critical need for medical supplies.

The Amway team partnered with Velocity Research, a local engineering firm, to design and build frames for face shields, a vital part of any health care worker’s personal protective equipment (PPE).

“I’m so proud of what we do at Amway,” said Betz. “No one’s ever gone through anything like this, and we have the right people with the right equipment in the right place to do the best job we can for our community. You never know, one of us or a family member could be in a hospital bed, so we are honored to volunteer talent and resources to help.”

The Amway team went from face shield frame ideation at noon last Thursday, to producing the initial batch of frames by 2 p.m. the same day. They personally delivered the first 100 frames to Velocity Research on Saturday to ensure assembly operations could begin as quickly as possible.

“I’m so proud of what we do at Amway,” said Betz. “No one’s ever gone through anything like this, and we have the right people with the right equipment in the right place to do the best job we can for our community.

An additional 200 face shield frames have been delivered since Saturday, with another 100 on the way. In total, the team plans to build/print about 600 frames.

The team has found a new open-sourced face shield design that will allow them to laser cut all components and build complete face shields in-house. They are also working to understand how Amway could assist with ventilator support and finding additional ways to spend their strength on others.

Kannaway Announces Executive Promotions

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Kannaway announced that two of its leading executives have been promoted.

Chief Marketing Officer Stephen Jones has been promoted to the position of president; and Janne Heimonen, managing director, Europe, has been promoted to managing director, International.

“Over the past three years, Stephen has added tremendous value to our executive team as chief marketing officer and we are more than confident that he has the passion and talent to take our company to the next level in his new role,” said Kannaway CEO Blake Schroeder. “He has helped us create a more cohesive brand message that tells consumers and partners alike our mission and our dedication to providing world-class CBD products and education around the globe.”

In his new position, Jones will be responsible for sales, marketing and field development. He will continue to build on his more than 20 years of experience in sales and marketing to help Kannaway continue to supply high-quality products and services to its customers and provide the best possible experience for Brand Ambassadors.

“Working for Kannaway has been incredibly rewarding both professionally and personally,” said Jones. “I’m honored to receive this promotion and look forward to serving the company in an even bigger way. The future is very bright indeed, and I’m excited to keep working with Kannaway to continue making a difference in people’s lives.”

Janne Heimonen joined Kannaway in 2019, bringing more than 25 years of leadership and sales experience in the direct selling industry, fulfilling roles in both European and U.S.-based companies. Since Heimonen joined Kannaway, the company has achieved multiple milestones in international growth, including opening Kannaway in Russia.

“I have a passion for direct selling and the rights of consumers to look after their own health and wellness,” said Heimonen. “Hemp is a real gift to people around the world and I’m excited to help Kannaway, a company with an impressive history of pioneering the market, play a big role in the comeback of this wonderful plant.”

Is Your Training on the Right Track?

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How to design a training program that keeps distributors engaged and your company in line.

Freedom. It’s long been one of the direct selling industry’s strongest appeals. Our message has been one of freedom from nine-to-five job constraints, income ceilings and various physical conditions. For years we were one of few to offer people the chance to take charge of their lives in ways that no other channel could.

A culture that encourages and rewards independence can create unintended gaps in understanding, consistency and compliance. Our products catch on so quickly, and we believe our opportunities have such obvious potential, it can be easy to think that every prospect is one quick tutorial away from being a wildly successful distributor.

This mindset has to change. Our model has complexities that require more frequent, in-depth training than direct selling companies sometimes provide. Especially in a regulatory environment where rules are constantly changing, your training program must be deliberate and structured at every level—otherwise, your field teams will create their own version of best practices, and that rarely ends well for anyone.

The most successful direct selling training programs do four things well:

  • They train distributors to stay compliant.
  • They teach distributors how to prioritize retail sales.
  • They differentiate lessons to accommodate distributors with diverse goals.
  • They use technology strategically.

Staying Compliant

Regulatory pressures on our industry have never been greater. High-profile direct selling companies like AdvoCare, LuLaRoe and Neora have recently faced scrutiny and legal challenges on federal and state levels. Some companies, like Neora, are pushing back on what they believe are vague or unprecedented charges by regulators. Nevertheless, it’s better to steer clear of activity that could call your practices into question.

So, if your training program doesn’t lead with compliance, it needs to. From day one, a new distributor needs to know exactly what he or she can and can’t say about your products and your opportunity.

It might feel counterintuitive to come out of the gate talking about the somber topic of how to avoid getting in trouble with regulators. Most people would rather focus on the exciting parts, like the premium products and the prospect of building a business. “Compliance is not fun,” says Stuart MacMillan, President of Miami-based MONAT, which sells hair and skincare products. “But, it’s super important.”

MacMillan says MONAT’s training and compliance departments make compliance lessons as simple and easy to implement as possible. New MONAT Market Partners get basic information on compliance in the first batch of training modules they receive and can’t move to the next training level until they pass comprehension tests on the first level. The company also provides product and earnings claim disclaimer language for salespeople to use as well as templates for how to display “before” and “after” photos.

Think about compliance training as a way to empower your salespeople, says Brett Duncan, Co-Founder and Managing Principal of Strategic Choice Partners, a direct selling consulting agency. If you present it as not just a regulatory necessity but a tool that will allow distributors to reach their goals, they may be more likely to pay attention and take it seriously. “Because you’re saying, ‘Here is how you are required to treat customers,’ but it’s also really good customer service.”

 Prioritizing Retail Sales

Our industry will not survive if we don’t embrace retail customer acquisition as our driving force. It must be our top business development strategy. If you help distributors develop the skills they need to recruit and retain customers and you reward them for doing so, they will help you implement that strategy.

Compliance is not fun, but, it’s super important.” – Stuart MacMillan, President, MONAT

New distributors need tools and techniques to get organized and score quick-start wins. Show them the straightest, fastest route to making a sale and compensate them quickly for sharing products and recruiting retail customers.

“People will do what they get paid to do,” MacMillan says. MONAT’s compensation plan pays new Market Partners $60 for every four preferred customers (VIPs) they enroll during their Smart Start period. They certainly can earn rewards for growing their teams and finding new Market Partners, but if all they ever want to do is sell to customers, they can make money doing just that, MacMillan says.

During the onboarding period, training should also help new distributors learn to use tools that allow them to easily share information and samples with customers as well as place orders quickly. Later sessions can focus on more complex topics, like strategies for handling a growing customer base.

It’s also critical from the beginning to train your teams on how to appropriately prospect and interact with customers. (See “Smart Customer Service” sidebar.) Well-served customers become the loyal customers that keep our retail focus strong.

Differentiating Lessons

Direct sales training has historically skewed heavily toward how to advance in the ranks, but this doesn’t reflect what we’ve learned about the motivations of the majority of our distributors. We need to accept that most people come to us looking to make an extra $500 a month, and that’s it. They aren’t in it for luxury homes and cars or even full-time salaries. “We can’t assume everyone’s going for double diamond platinum level,” Duncan says. “The safer assumption is that they’re not going for that.”

Only one-sixth of the people involved in our industry want to sell to begin with, and only about half of those are in it for the long-term income potential. Your training program has to reach distributors where they are—and most of them are and will continue to be content focusing just on product sales. Direct selling consultant Gordon Hester calls this layer of distributors “micro-entrepreneurs”—they recruit most of your customers and usually don’t aspire to become leaders in your organization.

Those who break away from that pack are self-identifying as distributors who want to build downlines and move up in the ranks. Training for that layer looks different than training for other layers.

At MONAT, elite-level Market Partners have access to mentoring from leadership consultant and author John Maxwell and can earn a MONAT Maxwell certificate at the end of a year-long series of webinars with him. High-level distributors at Amway have access to a series of modules called “Amway Overtime,” developed in partnership with the American Football Coaches Association. Big-name college football coaches share their approaches to developing better players on the field.

Your training doesn’t have to focus exclusively on business building. Many direct selling companies offer personal development opportunities that are relevant for distributors at any level. Nu Skin provides financial education and estate planning education for all of its employees. Team National offers regular sessions in which executives give tips on how to grow at work and in one’s personal life. Total Life Changes distributors can choose from a range of online classes on such topics as financial wellness, substance abuse prevention and stress management.

Using Technology Strategically

Savvy direct selling companies know how to use technology to deliver effective training while minimizing interruptions to a distributor’s selling activities. Like many direct selling companies do, MONAT equips its Market Partners with a mobile app that lets them easily send samples to prospective and current customers. MONAT distributors also participate in online training through Market Partner Academy, an online learning management system.

“We can’t assume everyone’s going for double diamond platinum level. The safer assumption is that they’re not going for that.”
– Brett Duncan, Co-Founder and Managing Principal, Strategic Choice Partners

LMSes are a great option for some companies, Duncan says, but you have to keep them stocked with relevant material. “Budget for the content upfront while you’re assessing the technology you want to buy,” he says. “I’ve seen a lot of good tools come and go not because the tool was bad but because the home office wasn’t able to keep up with it.”

The length of your training modules is just as critical as the platform that delivers them. You can’t afford to waste your distributors’ time, and they are the judge of how long is too long. “Our modules take six to 10 minutes,” MacMillan says. “And we keep them simple. If it’s too difficult, people will walk away from it.”

A good way to differentiate training is to use multiple delivery methods. MONAT distributors also participate in training sessions led by regional sales managers on Facebook groups, Zoom conference calls and webinars, and company events are packed with in-person training opportunities focused on products and personal development.

Freedom With Responsibility

Flexibility can exist within clear boundaries. As you review your training program and reflect on how to bring it in line with current industry priorities, don’t think that you have to stifle your distributors’ entrepreneurial spirits. They can bring their individuality to the table while still following a proven template that eliminates guesswork and keeps them and your company on the right track.

Smart Customer Service

At all levels, your distributors should receive regular reminders of the ethical standards they must follow in their business. The Direct Selling Association provides clear dos and don’ts for salespeople in all interactions with customers and prospects:

  • DO contact customers at a convenient time.
  • DO provide accurate information on products and services.
  • DO provide company and salesperson contact information.
  • DO protect customer privacy.
  • DO ensure product and earnings claims are clearly documented and defined, and substantiated by competent and reliable evidence.
  • Do NOT engage in unlawful or unethical recruiting practices.
  • Do NOT encourage fellow salespeople to purchase unreasonable amounts of inventory or sales aids.
  • Do NOT encourage the selling of products solely to qualify for downline commissions.

Is Your Training on the Right Track?

by Leave a Comment

How to design a training program that keeps distributors engaged and your company in line.

Freedom. It’s long been one of the direct selling industry’s strongest appeals. Our message has been one of freedom from nine-to-five job constraints, income ceilings and various physical conditions. For years we were one of few to offer people the chance to take charge of their lives in ways that no other channel could.

A culture that encourages and rewards independence can create unintended gaps in understanding, consistency and compliance. Our products catch on so quickly, and we believe our opportunities have such obvious potential, it can be easy to think that every prospect is one quick tutorial away from being a wildly successful distributor.

This mindset has to change. Our model has complexities that require more frequent, in-depth training than direct selling companies sometimes provide. Especially in a regulatory environment where rules are constantly changing, your training program must be deliberate and structured at every level—otherwise, your field teams will create their own version of best practices, and that rarely ends well for anyone.

The most successful direct selling training programs do four things well:

  • They train distributors to stay compliant.
  • They teach distributors how to prioritize retail sales.
  • They differentiate lessons to accommodate distributors with diverse goals.
  • They use technology strategically.

Staying Compliant

Regulatory pressures on our industry have never been greater. High-profile direct selling companies like AdvoCare, LuLaRoe and Neora have recently faced scrutiny and legal challenges on federal and state levels. Some companies, like Neora, are pushing back on what they believe are vague or unprecedented charges by regulators. Nevertheless, it’s better to steer clear of activity that could call your practices into question.

So, if your training program doesn’t lead with compliance, it needs to. From day one, a new distributor needs to know exactly what he or she can and can’t say about your products and your opportunity.

It might feel counterintuitive to come out of the gate talking about the somber topic of how to avoid getting in trouble with regulators. Most people would rather focus on the exciting parts, like the premium products and the prospect of building a business. “Compliance is not fun,” says Stuart MacMillan, President of Miami-based MONAT, which sells hair and skincare products. “But, it’s super important.”

MacMillan says MONAT’s training and compliance departments make compliance lessons as simple and easy to implement as possible. New MONAT Market Partners get basic information on compliance in the first batch of training modules they receive and can’t move to the next training level until they pass comprehension tests on the first level. The company also provides product and earnings claim disclaimer language for salespeople to use as well as templates for how to display “before” and “after” photos.

Think about compliance training as a way to empower your salespeople, says Brett Duncan, Co-Founder and Managing Principal of Strategic Choice Partners, a direct selling consulting agency. If you present it as not just a regulatory necessity but a tool that will allow distributors to reach their goals, they may be more likely to pay attention and take it seriously. “Because you’re saying, ‘Here is how you are required to treat customers,’ but it’s also really good customer service.”

 Prioritizing Retail Sales

Our industry will not survive if we don’t embrace retail customer acquisition as our driving force. It must be our top business development strategy. If you help distributors develop the skills they need to recruit and retain customers and you reward them for doing so, they will help you implement that strategy.

Compliance is not fun, but, it’s super important.” – Stuart MacMillan, President, MONAT

New distributors need tools and techniques to get organized and score quick-start wins. Show them the straightest, fastest route to making a sale and compensate them quickly for sharing products and recruiting retail customers.

“People will do what they get paid to do,” MacMillan says. MONAT’s compensation plan pays new Market Partners $60 for every four preferred customers (VIPs) they enroll during their Smart Start period. They certainly can earn rewards for growing their teams and finding new Market Partners, but if all they ever want to do is sell to customers, they can make money doing just that, MacMillan says.

During the onboarding period, training should also help new distributors learn to use tools that allow them to easily share information and samples with customers as well as place orders quickly. Later sessions can focus on more complex topics, like strategies for handling a growing customer base.

It’s also critical from the beginning to train your teams on how to appropriately prospect and interact with customers. (See “Smart Customer Service” sidebar.) Well-served customers become the loyal customers that keep our retail focus strong.

Differentiating Lessons

Direct sales training has historically skewed heavily toward how to advance in the ranks, but this doesn’t reflect what we’ve learned about the motivations of the majority of our distributors. We need to accept that most people come to us looking to make an extra $500 a month, and that’s it. They aren’t in it for luxury homes and cars or even full-time salaries. “We can’t assume everyone’s going for double diamond platinum level,” Duncan says. “The safer assumption is that they’re not going for that.”

Only one-sixth of the people involved in our industry want to sell to begin with, and only about half of those are in it for the long-term income potential. Your training program has to reach distributors where they are—and most of them are and will continue to be content focusing just on product sales. Direct selling consultant Gordon Hester calls this layer of distributors “micro-entrepreneurs”—they recruit most of your customers and usually don’t aspire to become leaders in your organization.

Those who break away from that pack are self-identifying as distributors who want to build downlines and move up in the ranks. Training for that layer looks different than training for other layers.

At MONAT, elite-level Market Partners have access to mentoring from leadership consultant and author John Maxwell and can earn a MONAT Maxwell certificate at the end of a year-long series of webinars with him. High-level distributors at Amway have access to a series of modules called “Amway Overtime,” developed in partnership with the American Football Coaches Association. Big-name college football coaches share their approaches to developing better players on the field.

Your training doesn’t have to focus exclusively on business building. Many direct selling companies offer personal development opportunities that are relevant for distributors at any level. Nu Skin provides financial education and estate planning education for all of its employees. Team National offers regular sessions in which executives give tips on how to grow at work and in one’s personal life. Total Life Changes distributors can choose from a range of online classes on such topics as financial wellness, substance abuse prevention and stress management.

Using Technology Strategically

Savvy direct selling companies know how to use technology to deliver effective training while minimizing interruptions to a distributor’s selling activities. Like many direct selling companies do, MONAT equips its Market Partners with a mobile app that lets them easily send samples to prospective and current customers. MONAT distributors also participate in online training through Market Partner Academy, an online learning management system.

“We can’t assume everyone’s going for double diamond platinum level. The safer assumption is that they’re not going for that.”
– Brett Duncan, Co-Founder and Managing Principal, Strategic Choice Partners

LMSes are a great option for some companies, Duncan says, but you have to keep them stocked with relevant material. “Budget for the content upfront while you’re assessing the technology you want to buy,” he says. “I’ve seen a lot of good tools come and go not because the tool was bad but because the home office wasn’t able to keep up with it.”

The length of your training modules is just as critical as the platform that delivers them. You can’t afford to waste your distributors’ time, and they are the judge of how long is too long. “Our modules take six to 10 minutes,” MacMillan says. “And we keep them simple. If it’s too difficult, people will walk away from it.”

A good way to differentiate training is to use multiple delivery methods. MONAT distributors also participate in training sessions led by regional sales managers on Facebook groups, Zoom conference calls and webinars, and company events are packed with in-person training opportunities focused on products and personal development.

Freedom With Responsibility

Flexibility can exist within clear boundaries. As you review your training program and reflect on how to bring it in line with current industry priorities, don’t think that you have to stifle your distributors’ entrepreneurial spirits. They can bring their individuality to the table while still following a proven template that eliminates guesswork and keeps them and your company on the right track.

Smart Customer Service

At all levels, your distributors should receive regular reminders of the ethical standards they must follow in their business. The Direct Selling Association provides clear dos and don’ts for salespeople in all interactions with customers and prospects:

  • DO contact customers at a convenient time.
  • DO provide accurate information on products and services.
  • DO provide company and salesperson contact information.
  • DO protect customer privacy.
  • DO ensure product and earnings claims are clearly documented and defined, and substantiated by competent and reliable evidence.
  • Do NOT engage in unlawful or unethical recruiting practices.
  • Do NOT encourage fellow salespeople to purchase unreasonable amounts of inventory or sales aids.
  • Do NOT encourage the selling of products solely to qualify for downline commissions.

Mary Kay Joins SPICE to Help Shape Future of Sustainable Packaging

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Mary Kay Inc. announced it has joined the Sustainable Packaging Initiative for Cosmetics (SPICE).

Along with 17 current member organizations, including Hermes, Chanel, Coty and Estee Lauder, Mary Kay will help to guide sustainable packaging policies, drive packaging innovation and to meet consumer’s expectations on understanding the environmental performance of products.

“At Mary Kay, we feel that pink is the new green,” said Keith Learn, vice president of Procurement and Supplier Development at Mary Kay. “Together with SPICE and other industry leaders, Mary Kay is firmly committed to building a future that’s healthier, greener, and more sustainable for generations to come.”

Co-founded by L’Oréal and Quantis in 2018, SPICE will develop and publish business-oriented methodologies and data to support resilient decision making to improve the environmental performance of the entire packaging value chain. These developments will be the result of collective working sessions where members will share experience and knowledge for the benefit of the initiative and eventually to cosmetics packaging sustainability achievements on a grand scale.

Joining SPICE is just the latest in a series of steps Mary Kay has taken to continue its commitment to sustainability. In 2018, the company opened the Richard R. Rogers Manufacturing/R&D Center in Lewisville, Texas, which functions as a Zero Waste to Landfill facility and was awarded the coveted LEED Silver certification. LEED, or Leadership in Energy and Environmental Design, is the most widely used green building rating system in the world developed by the U.S. Green Building Council (USGBC). LEED certification is awarded to projects that are designed, constructed, maintained and operated using healthy, highly-efficient and sustainable practices. That marked the second Mary Kay location to receive LEED certification. In 2017, the Mary Kay China office in Shanghai received LEED Gold certification for its green building leadership and excellence in sustainability.

Mary Kay Joins SPICE to Help Shape Future of Sustainable Packaging

by Leave a Comment

Mary Kay Inc. announced it has joined the Sustainable Packaging Initiative for Cosmetics (SPICE).

Along with 17 current member organizations, including Hermes, Chanel, Coty and Estee Lauder, Mary Kay will help to guide sustainable packaging policies, drive packaging innovation and to meet consumer’s expectations on understanding the environmental performance of products.

“At Mary Kay, we feel that pink is the new green,” said Keith Learn, vice president of Procurement and Supplier Development at Mary Kay. “Together with SPICE and other industry leaders, Mary Kay is firmly committed to building a future that’s healthier, greener, and more sustainable for generations to come.”

Co-founded by L’Oréal and Quantis in 2018, SPICE will develop and publish business-oriented methodologies and data to support resilient decision making to improve the environmental performance of the entire packaging value chain. These developments will be the result of collective working sessions where members will share experience and knowledge for the benefit of the initiative and eventually to cosmetics packaging sustainability achievements on a grand scale.

Joining SPICE is just the latest in a series of steps Mary Kay has taken to continue its commitment to sustainability. In 2018, the company opened the Richard R. Rogers Manufacturing/R&D Center in Lewisville, Texas, which functions as a Zero Waste to Landfill facility and was awarded the coveted LEED Silver certification. LEED, or Leadership in Energy and Environmental Design, is the most widely used green building rating system in the world developed by the U.S. Green Building Council (USGBC). LEED certification is awarded to projects that are designed, constructed, maintained and operated using healthy, highly-efficient and sustainable practices. That marked the second Mary Kay location to receive LEED certification. In 2017, the Mary Kay China office in Shanghai received LEED Gold certification for its green building leadership and excellence in sustainability.

Herbalife’s Nutrition for Zero Hunger Initiative Adds New Global Partner

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Herbalife Nutrition, along with the Herbalife Nutrition Foundation (HNF), announced it has a new nonprofit partner, The Hunger Project, under its Nutrition for Zero Hunger (NFZH) initiative.

The Foundation has made an initial donation of $30,000 to fund the organization’s women-centered, community-led development and educational programs. Together they will invest in rural communities around the world affected by food insecurity and malnutrition.

“The Nutrition for Zero Hunger global initiative is our way to help eradicate hunger and give people the nutrition they need,” said Alan Hoffman, executive vice president, Global Corporate Affairs, Herbalife Nutrition. “We are proud to stand with The Hunger Project and support their global efforts.”

Through this partnership, under the Nutrition for Zero Hunger initiative, Herbalife Nutrition and HNF will support The Hunger Project in its work to address the issue of global hunger, food insecurity and malnutrition.

“It is deeply meaningful to work with partners who value addressing the root causes of hunger with sustainable, long-term solutions,” said Jenna Recuber, global vice president of The Hunger Project. “We are grateful that Herbalife Nutrition is investing in people to be the authors and leaders of their own development process, so that they themselves may transform critical issues in their communities.”

In addition to supporting strategic partnerships, Nutrition for Zero Hunger aligns with the United Nations’ Sustainable Development Goal #2, which calls for bold action to end hunger in all its forms by 2030, as well as solutions to achieve food security and improve nutrition worldwide.

 

Herbalife’s Nutrition for Zero Hunger Initiative Adds New Global Partner

by Leave a Comment

Herbalife Nutrition, along with the Herbalife Nutrition Foundation (HNF), announced it has a new nonprofit partner, The Hunger Project, under its Nutrition for Zero Hunger (NFZH) initiative.

The Foundation has made an initial donation of $30,000 to fund the organization’s women-centered, community-led development and educational programs. Together they will invest in rural communities around the world affected by food insecurity and malnutrition.

“The Nutrition for Zero Hunger global initiative is our way to help eradicate hunger and give people the nutrition they need,” said Alan Hoffman, executive vice president, Global Corporate Affairs, Herbalife Nutrition. “We are proud to stand with The Hunger Project and support their global efforts.”

Through this partnership, under the Nutrition for Zero Hunger initiative, Herbalife Nutrition and HNF will support The Hunger Project in its work to address the issue of global hunger, food insecurity and malnutrition.

“It is deeply meaningful to work with partners who value addressing the root causes of hunger with sustainable, long-term solutions,” said Jenna Recuber, global vice president of The Hunger Project. “We are grateful that Herbalife Nutrition is investing in people to be the authors and leaders of their own development process, so that they themselves may transform critical issues in their communities.”

In addition to supporting strategic partnerships, Nutrition for Zero Hunger aligns with the United Nations’ Sustainable Development Goal #2, which calls for bold action to end hunger in all its forms by 2030, as well as solutions to achieve food security and improve nutrition worldwide.

 

Medifast Revenue Up 17% in Q4 2019; Up 42% for Full Year

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Medifast (NYSE: MED) yesterday reported revenue increased 17 percent in the fourth quarter and 42.4 percent for the full year ended December 31, 2019.

Fourth quarter revenue increased to $170.6 million from revenue of $145.8 million for the fourth quarter of 2018. OPTAVIA-branded products represented 79 percent of consumable units sold for the fourth quarter compared to 72 percent for the same period a year ago. The total number of active earning OPTAVIA Coaches increased to 31,800, compared to 24,100 for the fourth quarter of 2018.

For the fiscal year ended December 31, 2019, revenue increased to $713.7 million compared to revenue of $501.0 million in 2018.

“We are pleased with our strong growth in revenue and active earning coaches during 2019 and are confident with our ability to drive continued gains in 2020 and beyond,” said Dan Chard, chief executive officer of Medifast. “2019 was a transformative year where we laid the foundations for global expansion, built the systems and infrastructure to support significant future growth and we believe further demonstrated that our growth model is sustainable long-term. Our commitment to lifelong transformation one healthy habit at a time is unwavering across our organization. We are confident in our ability to produce long-term growth for our Stockholders and remain committed to making ongoing improvements to the Coach and Client experience in 2020 and beyond.”

To read the complete Medifast financial report, click here.

Medifast Revenue Up 17% in Q4 2019; Up 42% for Full Year

by Leave a Comment

Medifast (NYSE: MED) yesterday reported revenue increased 17 percent in the fourth quarter and 42.4 percent for the full year ended December 31, 2019.

Fourth quarter revenue increased to $170.6 million from revenue of $145.8 million for the fourth quarter of 2018. OPTAVIA-branded products represented 79 percent of consumable units sold for the fourth quarter compared to 72 percent for the same period a year ago. The total number of active earning OPTAVIA Coaches increased to 31,800, compared to 24,100 for the fourth quarter of 2018.

For the fiscal year ended December 31, 2019, revenue increased to $713.7 million compared to revenue of $501.0 million in 2018.

“We are pleased with our strong growth in revenue and active earning coaches during 2019 and are confident with our ability to drive continued gains in 2020 and beyond,” said Dan Chard, chief executive officer of Medifast. “2019 was a transformative year where we laid the foundations for global expansion, built the systems and infrastructure to support significant future growth and we believe further demonstrated that our growth model is sustainable long-term. Our commitment to lifelong transformation one healthy habit at a time is unwavering across our organization. We are confident in our ability to produce long-term growth for our Stockholders and remain committed to making ongoing improvements to the Coach and Client experience in 2020 and beyond.”

To read the complete Medifast financial report, click here.