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Nature’s Sunshine Product’s CEO Greg Probert to Retire

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Nature’s Sunshine Products, a natural health and wellness company engaged in the manufacture and direct selling of nutritional and personal care products, has announced that Chairman and CEO Gregory L. Probert will retire as CEO after transitioning his responsibilities to a successor to be identified by the Board of Directors.

Gregory L. Probert

Gregory L. Probert

Probert will continue in his roles as CEO and chairman of the board, and as chairman will be deeply involved in the selection and on-boarding of his successor. The board of directors has engaged a leading national executive search firm to identify Probert’s successor as CEO. Upon transitioning his responsibilities to his successor, Probert will continue to serve as chairman of the company’s board.

“Greg has been an invaluable part of Nature’s Sunshine during his tenure,” said Mary Beth Springer, board member and lead independent director. “He initially joined the company as vice chairman of the board and later stepped into the CEO role. He has enhanced the organization at every level, adding key leadership talent, investing in infrastructure and navigating new growth opportunities. On behalf of the Board of Directors, we want to thank him for his unwavering commitment to this company and look forward to continuing to work with him on the board to drive value for our shareholders.”

“We are fortunate to have had Greg lead our incredible company over the last five years,” said Kristine Hughes, founder and member of the Board of Directors. “From day one, he has not only embraced Nature’s Sunshine’s purpose of life transformation and commitment to unmatched product quality, but he has enhanced our efforts, our products, our science and our quality leadership. The strength of our business, evident in our 46-year history, is the great distributors and associates across our global organization who strive to fulfill our mission and purpose. Greg’s contributions have added to a foundation with a long history and we are confident that we will continue to build upon our legacy of nutrition leadership.”

Probert was appointed CEO in October 2013. He has served as executive chairman since January 2013. Prior to this, he served as executive vice chairman since June 2011, and served as an independent consultant to the company from October 2010 to June 2011.

“It has been a privilege serving Nature’s Sunshine over the last seven years, both on the board and as CEO,” said Probert. “We have considerable opportunity in front of us, and I will remain committed to supporting our executive and governance teams to ensure we are well positioned to capitalize on all our opportunities. I look forward to continuing to serve this great company as we continue to drive value into the future.”

Nature’s Sunshine also announced it expects net sales for the first quarter of 2018 to range between $86.5 million and $87.5 million, representing 4.1 percent to 5.3 percent growth compared to net sales of $83.1 million in the first quarter of 2017. The year-over-year growth was primarily the result of growth in the company’s Synergy business unit, growth in NSP Russia, Central and Eastern Europe and a moderated rate of growth in NSP China, partially offset by a decline in NSP Americas.

Avon Reports “Unsatisfactory” Q1 2018 Results

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Avon Products, Inc., a London, U.K.-based global leader in the beauty sector, has announced its results for the quarter ended March 31, 2018. Revenue rose 5 percent to $1.4 billion; however, net loss was $21 million and the number of Avon’s active representatives fell 4 percent, the steepest decline in three years.

“Avon’s first-quarter results were unsatisfactory and do not represent the underlying potential of the business,” said Avon CEO Jan Zijderveld. “During my first 90 days, I have been deeply engaged in a comprehensive review of the company’s operations, including on-the-ground visits to many of our top markets where I have met with many of our direct selling Representatives. While we are focused on the formulation of Avon’s longer-term plans, we are already implementing near-term fixes that support the success and satisfaction of our Representatives—starting with actions to improve service delivery. Our long-term mission is clear, to return Avon to a competitive market position, and we are moving with deliberate urgency to design our turnaround plan.”

For the Europe, Middle East and Africa segment, revenue was up 12 percent, or 2 percent in constant dollars, both including a benefit of approximately 5 percent due to the impact of adopting the new revenue recognition standard. Revenue and constant-dollar revenue were negatively impacted by a decrease in Active Representatives and lower average order.

In South America, revenue was relatively unchanged, or up 4 percent in constant dollars, both including a benefit of approximately 9 percent due to the impact of adopting the new revenue recognition standard. Revenue and constant-dollar revenue were negatively impacted by a decrease in Active Representatives. Revenue and constant-dollar revenue were primarily impacted by a decline in Brazil, partially offset by growth in Argentina, driven by inflationary pricing.

In North Latin America, revenue was up 1 percent, or down 3 percent in constant dollars, both including a benefit of approximately 5 percent due to the impact of adopting the new revenue recognition standard. Revenue and constant-dollar revenue were negatively impacted by a decrease in Active Representatives and, to a lesser extent, by lower average order.

In Asia Pacific, revenue was down 2 percent, or 3 percent in constant dollars, both including a decline of 1 percent due to the impact of adopting the new revenue recognition standard. Revenue and constant-dollar revenue were negatively impacted by a decrease in Active Representatives, most significantly in Malaysia, as well as lower average order.

You can read the full Avon Q1 2018 report, here.

Isagenix Hits $6 Billion in Cumulative Global Sales

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Isagenix International, a Gilbert, Arizona-based global health and wellness company providing nutrition and lifestyle solutions, is celebrating a significant milestone: $6 billion in cumulative global sales. The milestone was reached in mid-April.

“I’m thrilled to see Isagenix pass another milestone that is representative of the positive impact we are having on so many lives around the world,” said Isagenix CEO Travis Ogden. “This growth increases our ability to connect customers in multiple countries with our exceptional solutions so they can live their best lives, which is incredibly gratifying for our company.”

Isagenix employees at the world headquarters in Gilbert and in the company’s international offices celebrated the $6 billion mark with a special Share the Shot® moment featuring the company’s e+™ energy shot and other Isagenix products. Executive leadership team members distributed the energy shots at the Gilbert headquarters, and Erik Coover, Isagenix senior vice president of global field development and culture, led employees in the celebration.

Additional Isagenix milestones include two honors from Direct Selling News magazine. The publication recently named Isagenix one of its 2018 Best Places to Work in Direct Selling and ranked it No. 27 on the 2018 DSN Global 100.

Best Places to Work in Direct Selling highlights companies that are setting the bar for establishing and nurturing work experiences and environments that bring out the best in people.

The DSN Global 100 is a list of the top direct selling companies in the world based on the previous year’s revenue.

Tenacity and Tech: Kyäni’s 20/20 Vision

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For Kyäni founders Kirk Hansen, Jim Hansen and Carl Taylor, the direct selling channel was new territory, much like the vast, untouched landscape that produces the wild Alaskan blueberry, an essential ingredient to Kyäni’s Triangle of Health flagship products.

Kirk Hansen

Kirk Hansen

KYÄNI
Founded: 2007
Headquarters: Idaho Falls, Idaho
Top Executive: Founders Kirk Hansen, Jim Hansen and Carl Taylor; CEO Michael Breshears
Products: Wellness

Now, more than a decade after Kyäni’s founding in 2007, the small, deeply pigmented Alaskan wild blueberry is a metaphor for the wellness company itself. Evolved to protect itself from Alaska’s brutal climate and five times the antioxidant potency of its common cousins, the berry and the company are tenacious in spirit and action.

While partnering was familiar to the Hansen and Taylor families—previously they succeeded together in real estate and other business ventures—they had rooted themselves in family businesses long before creating Kyäni. The Hansens operate a large rail-to-truck fuel and petroleum enterprise and the Taylor family’s 30,000+ cultivated acres comprise one of the largest potato agri-businesses in the U.S.

Kyani Founders Group

Left to right: Jim and LeAnn Hansen, Kirk and Rebecca Hansen, Carl and Linda Taylor

“True business principles that are most successful really apply in all aspects of our lives: being kind, being honest, having integrity, treating others the way you want to be treated.”
—Kirk Hansen, Chairman and Founder, Kyäni

But they were ready for a new adventure, one that would begin in Alaska. Impressed and intrigued with the wellness potential of wild-sourced superfoods, Kyäni’s founders set about making the nutritional benefits of wild Alaskan blueberries and wild Alaskan sockeye salmon available to a broader audience.

They developed wellness products focused on the antioxidant power of wild blueberries as well as omega-3s in wild salmon and eventually marketing the Triangle of Health—Kyäni Sunrise, Kyäni Sunset, Kyäni Nitro.

Over time, each product has been reformulated to expand its impact. Sunrise has become a well-rounded, full-spectrum, nutritional product including more than 22 superfoods representing nearly every hue of the color wheel. Sunset evolved from primarily an omega-3 supplement to include other lipid soluble nutrients, specifically tocotrienols, a component of vitamin E. Kyäni Nitro represents the future and power of nitro nutrition. Both the FX and Xtreme versions of Nitro help increase nitric oxide production within the body, which in turn increases the assimilation and absorption of other nutrients.

The new Fleuresse skincare line was created on a foundation of key natural ingredients in Kyäni’s nutritional line. Nitrates, for example, are used to help open pores and increase absorption, and tocotrienols, blueberries and Swiss apple promote stem cell rejuvenation.

Long-term Partners

The Alaskan blueberry and sockeye salmon provided a solid base, so too did the long established business philosophy of the founders’ family businesses. “My parents trained us early,” Kyäni Chairman Kirk Hansen says. “True business principles that are most successful really apply in all aspects of our lives: being kind, being honest, having integrity, treating others the way you want to be treated.”

None of it came by accident. Kyäni took a long-term approach from the outset: Make the investment. Build the foundation.

“These are characteristics engrained in Kyäni because that is the way the owners do business,” CEO Michael Breshears says.

There’s fluidity here, a give-and-take between the field and corporate. “I’ve always referred to our leaders as my Partners because they are out doing a portion of the business that we don’t do; and we, at corporate, do very well, what the field doesn’t do. It’s a classic definition of partnership,” Hansen says.

He adds that the partnership moves forward like any successful marriage, family or corporate business, by fostering long-term, win/win relationships. It resides within and learns from a corporate culture driven by personal integrity and tenacious problem-solving.

Kyani

Kyäni illustrates this partnership by consistently meeting and exceeding expectations in ingredient procurement, wild sourcing globally from North America, South America, Nepal and Asia. “When you source from the wild, it’s the best of all worlds in the sense that it’s non-GMO, as well as organic. It’s grown in virgin soil, so it’s not over-harvested,” says Chief Marketing Officer Andrew Mangeris.

The company manufactures in GMP certified facilities, ensuring products are consistently manufactured and controlled to quality standards within and outside the U.S.

“Whether it’s at procuring ingredients, through the manufacturing process or in controlled temperature shipping, everything we do has to be to the highest of standards, not only for our own requirements, but also because our product is being tested very thoroughly in every market,” Hansen says.

Today, Kyäni has a large, global footprint spanning sales, manufacturing and procurement. The company does business in 63 countries, which comprise 92 percent of world gross domestic product, he says.

Harnessing TenacityKyani

The company’s tenacious spirit sometimes scrambles behind the scenes, but it also rises to the forefront when it needs to. In 2010, Kyäni took a deep look at its compensation plan and determined it didn’t provide a sustainable future. So they changed it.

Even so, making changes to a comp plan can cause concern for everyone involved. Kyäni knew that. “This was a major issue for us to make that decision,” Breshears says. “We decided to do what was necessary and right for the future and not avoid the hard decisions.”

So the company modeled, tested, analyzed and eventually developed a unique, volume-based calculation compensation system called Paygate. In the end, the changes were well received by Business Partners, the company’s distributors, because of interaction between corporate leaders and others in the organization.

“They understood what was going on and why we were making the changes. They understood the impact those changes were going to have and what it was going to do for the field and the future,” Breshears says.

Kyäni’s challenges tied to compensation and creating a seamless, global plan have resulted in more flexibility in the business opportunity for Business Partners in every country, not just financially or economically strong  markets.

It’s a challenge Kyäni embraced readily and applied creativity and ingenuity in resolving. “We have built a unique compensation plan that allows complete flexibility to our Business Partners, so they can thrive in every aspect of the business, whether it is retail, network marketing, party plan or online marketing,” Hansen says.

“We decided to do what was necessary and right for the future and not avoid the hard decisions.”
—Michael Breshears, CEO, Kyäni

“It’s absolutely the creative entrepreneurs’ sandbox. They can come to Kyäni and find their strengths to go into the market, and we can help them be successful,” he says. “That is what I believe makes us so incredibly successful in such diverse markets throughout Europe, Latin America, Asia and North America.”

Corporate drives international markets from a key element perspective, but local market management makes it work. Going after and retaining international assets with high expertise levels puts Kyäni in front of cultural or economic compensation plan issues, as well as day-to-day business operations.

Helping Business Partners Succeed

Setting up Business Partners for success is a goal all direct selling companies strive for. There’s much excitement from the field as well when they earn success, rank up and become team leaders. But Hansen says quick success has a downside. Many distributors may not have the experience or insights they need to train their teams. Shoring up this vulnerability and eliminating the floundering feeling of those new leaders is essential to their future success, says Chief Creative Officer Chad Thomas. “People new to the business, especially someone who has never been in the industry before, too many are asking, ‘What do I do now?’ ” he says.

Kyäni rouses the crowd at a recent event.

Kyäni rouses the crowd at a recent event.

Kyäni set out to prevent that all too often asked question with technology. Executives defined what their Business Partners needed and debated functionality; corporate and global team leaders agreed a custom developed mobile and web-based app, named Kyäni Pro, was the answer.

 

Kyäni Pro launched in grand style in April with the Billion and Beyond Broadcast live to Business Partners gathered in hotels and homes in more than 100 cities from Honolulu to Chicago and Calgary to Tahiti. Tens of thousands dialed in simultaneously, some at less than convenient hours of the day.

Far more than streaming video, it was a secure, password protected, worldwide event accessible only in Kyäni designated venues with adequate bandwidth and seating. The technology required was incredibly complex, seamlessly meshing English presenters and presentation graphics with multiple language audio and video presentation translations.

“The presenter was most likely presenting in English with an English presentation behind them. But as they clicked through their slides, each of these 100-plus cities saw slides in their native languages with simultaneous translation,” Mangeris says.

The technological feat is in keeping with the flexibility and personalization of Kyäni Pro’s training and onboarding. “One of the most powerful aspects is that local leaders can be inserted throughout this training process and really customize it for that particular person, where they live, what team they are on. Business Partners can see the face of one of their team leaders and start to feel like they are a part of that team,” Thomas says.

Kyani Executive team

Executive team

Kyäni Pro utilizes a micro learning, training and onboarding approach. Bite-sized, 3-4 minute videos train on a few simple principles, followed by a short accountability quiz and an immediate action, like building a contact list or reaching out to a prospect. Learners earn badges and certifications as rewards.

“When you join Kyäni, you become my Business Partner. When you do that, success is our goal and failure is not an option. Now with Kyäni Pro, we are giving them the tools they need and the feeling that they have one of the founders, a team leader or executive taking them by the hand and walking them down one clear path, providing one clear message,” Hansen says.

Expectations are high for Kyäni Pro as a builder of corporate and team culture, as a recruiting tool for both new customers and Business Partners, and as an impetus for Kyäni’s 20/20 Vision.

Introduced at Kyäni’s Leadership Summit in January, 20/20 Vision encapsulates the company’s two-year growth plan. It sets forth a goal to reach 4,000 Business Partners ranked Diamond or above by 2020. Diamond requires 100,000 points in volume.

The 20/20 Vision total is the sum of regional goals (1,000 for each: North America, South America, Europe and Asia) determined by a group of Business Partner leaders, sales executives and general managers from around the world.

This spring, Kyäni embarked on a road tour of North American cities for Vision meetings detailing the growth initiative and how they expect to get there. First stops were Miami, Florida, and Bakersfield, California, with training by vice presidents Jodi Soper and Gina Stevenson, as well as local leaders. More cities will follow.

Future Forward

Kyäni does not share financial or sales specifics, nor does it offer Business Partner totals. But Hansen reports record pace growth before Kyäni Pro launched. “We expect Kyäni Pro to be a catalyst that throws us into warp speed toward our goal of 4,000 Diamonds,” he says.

When that happens, Hansen likens Kyäni to a lower-seeded team in the NCAA Men’s Basketball Tournament. “We are going to be there in the championship. We are going to be a major player because of our financial backing. We have the team assembled. We have the culture. We have the mission. We are a powerful company with a powerful group of executives ready to take us to the very top of the industry.” And of course, the tenacity to get there.

Caring Hands

Kyäni Caring Hands Foundation improves children’s access to nutrition, sanitation and education at home and abroad. Since 2011, executives, employees, Kyäni Business Partners and customers have rendered vital disaster aid, coordinated services within local communities and journeyed on annual mission trips around the globe.

Kyäni Potato Pak, a life-sustaining nutrition pack, is sold by Kyäni and donated through Caring Hands to 27 countries in need, feeding almost 2 million over the past two years. The company’s goal for the next 12 months is 2 million more.

Caring Hands volunteer projects are diverse and plentiful. Global Kyäni leaders ventured to Tanzania and Mexico in 2018 to build schools and sanitation systems and promote physical and academic success through nutrition; 100 volunteers gathered to give at Kyäni’s Asia Convention in the Philippines; and thousands give back locally on Caring Hands Day (June 16, 2018).

“When you have your own Business Partners and leaders go out and participate in hands-on projects, it helps change them as well as the people they are benefiting,” Chief Marketing Officer Andrew Mangeris says.

With great success comes responsibility to give back. It’s something that rings true for Kyäni.
“There are many of our leaders and customers who participate in Kyäni because of this humanitarian effort. It’s a huge part of our culture,” Founder and Chairman Kirk Hansen says.

Click here to purchase the print issue in which this article appeared.

Click here to purchase the print issue in which this article appeared.

Legacy on the Horizon: Plexus Celebrates 10 years in Business

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Ten candles on a cake marks much more than the passing of time. Those 10 candles represent 10 years of firsts, lessons learned, growing pains, and, perhaps most importantly, an eagerness for what’s next. Whether we’re talking about 10 years of life or 10 years in business, a decade is definitely something to celebrate.

 
 Tarl Robinson  Alec Clark
Plexus Worldwide
Founded: 2008
Headquarters: Scottsdale, Arizona
Top Executive: CEO, Tarl Robinson; President, Alec Clark
2017 Revenue: $561 Million
Products: Health and Wellness

Plexus founders Tarl Robinson and Alec Clark realize that few companies survive to see this milestone. “When your business is starting out, you just don’t know whether 10 years is on your horizon,” shares Robinson, Plexus’ CEO. Clark, Plexus’ president, echoes that statement: “Sitting in our first convention in 2011, in a room with just 248 Ambassadors, I remember looking at Tarl, saying, ‘I hope we get a lot bigger.’ ”

Plexus

These days, Plexus doesn’t just hope for another 10 years. Robinson, Clark and their leadership team have experienced tremendous growth, international expansion and an explosion of Ambassadors, what Plexus calls its distributors, by taking calculated steps to establish who they are in the channel. And they show no signs of slowing down.

A Second Chance Startup

Alec Clark and Tarl Robinson

Alec Clark and Tarl Robinson

Plexus was originally founded in 2006 as a company focused on breast health and early cancer detection, offering only one product—the Breast Chek Kit, a self-examination kit for women. The company was “reborn” in 2008, when the owner sold the company to CEO Tarl Robinson and team. Alec Clark joined the company shortly thereafter, and the new Plexus was underway. The team decided to chart a new course, away from breast health into consumable health and wellness, with the introduction of Plexus Slim, a weight management product. From there, Plexus began slowly adding additional wellness products to the line—today, the complete product lineup is less than 20 individual products.

These products fall into three categories:

  • Weight Loss – Plexus Slim, known to many as “The Pink Drink,” anchors Plexus’ collection of weight-loss products. Slim features a premium microbiome activating formula that contains ingredients intended to improve gut health and promote weight loss.” Slim is joined by products designed to block sugar and carbohydrates, increase metabolism, suppress hunger and fuel energy.
  • Nutrition – The Plexus line of nutrition products includes multivitamins, probiotics, and support for both the digestive and nervous systems.
  • Personal Care – Plexus’ original product, the Breast Chek Kit, is still available and is now joined by two body creams.

Plexus has plans to expand its product offerings, but has thus far taken a minimalist approach to its product line. “Our strategy has always been to go a little slower to grow bigger,” explains Robinson. “We feel like ‘a less is more’ attitude will really drive better results, more focus and higher potential for the company.”

“If we’re not ready to support the hopes and dreams of those Ambassadors in the country we’re wanting to launch in, then we’re probably not ready to go.”
—Tarl Robinson, CEO, Plexus Worldwide

Intentional Growth, Fast-Paced Results

While the team’s intentional growth strategy is slow in mindset, the company’s financials tell a much speedier story.

In 2015, the company reported $385 million in revenue and a roster of 326,000 Ambassadors in the field. At the close of 2017, Plexus’ annual revenue topped $561 million with 732,000 Ambassadors. Things have changed a great deal from that first convention in 2011 with 248 attendees. Plexus’ most recent annual convention saw a record 11,500 Ambassadors in attendance and sold out in 40 days.

The current corporate headquarters in Scottsdale, Arizona’s Pima Center opened in 2016—a $11.5 million, 100,000-square-foot facility that houses nearly 400 corporate team members and hosts Ambassadors and visitors daily. When the building initially opened its doors, the facility included 9,000 square feet of unused space that could be configured for future needs. Today, Clark reports that Plexus is “maxing out every corner of this building,” so growing pains are happening even sooner than expected.

In the face of tremendous growth, Plexus has remained debt free and committed to reinvesting 40 percent of the company’s pre-tax revenue. “We’re believers in being self-reliant,” Clark continues. “We believe it allows you to make the best decisions possible. That’s true for both our company and our Ambassadors—it gives you the ability to do it your way.”

Plexus Ambassadors are recognized for their achievements during the company’s 2017 convention with special guest David Copperfield.

One Plexus

Robinson, Clark and the rest of the team see Plexus as an opportunity to change the network marking channel. “Our philosophy has always been to do network marketing how it could and should be done,” Clark shares. This idea, to transform the channel, is also evident in the company’s internal transformation several years ago from a “health and wealth” company to a “health and happiness” company.

Robinson explains, “[Our original mission] was very product-based and we felt that our company was becoming more and more consumer value-based.” Today, the Plexus mission is “to enhance the health and happiness of those who support, promote and use our Plexus products.”

Plexus
“We’re very transparent with our field, we’re very transparent with our employees, sometimes too transparent, but we believe the front door approach is the best way to approach things.”
—Alec Clark, President, Plexus Worldwide

This missional shift certainly resonated with both existing Ambassadors as well as newcomers to the Plexus team. In the past two years, the number of Ambassadors in the field has nearly doubled. Robinson and Clark attribute that growth to both the more relevant mission and the culture within the company. “We’re very transparent with our field, we’re very transparent with our employees, sometimes too transparent, but we believe the front door approach is the best way to approach things,” says Clark. “We truly are ‘One Plexus.’ To us, that means that every decision we make has to be a win/win for our Ambassadors and for the company.”

Robinson and his team believe that Plexus’ “people-first” culture focused on health and happiness attracts committed, tenacious Ambassadors who stay the course. And happy Ambassadors drive results, he says.

The corporate team supports and partners with the Ambassadors in the field in tangible ways, such as a focus group that meets weekly and an advisory board that consults on key decisions. Ambassadors at every level are also given the opportunity to participate in a profit-sharing program, a unique benefit in the channel. They are supported on the technology front as well, as Plexus recently launched a new IT infrastructure that can grow with the company in terms of social media integration, product checkout and a host of back office services.

“[The company] is not trying to grow too fast. It’s basing its decisions on data and on intelligence, but it’s doing it with humanity.”
—Janice Jackson, President of Sales and Marketing, Plexus Worldwide

Robinson cites The Blue Zones of Happiness by Dan Buettner as one of his team’s favorite leadership books, so much so that they’re employing some of the strategies in the book throughout the company. “We feel like happiness is a key factor in what we want to do as a company,” Robinson shares. “We feel like people don’t put enough emphasis on what they’re doing to make themselves, their families, their communities happier.”

Attracting Top Talent

Rapid growth, solid products and a winning corporate culture have taken Plexus’ reputation from the biggest direct sales company you’ve never heard of to one of the top performers in the channel. And it’s attracting direct selling leaders, just in time, according to Clark. “We knew we needed to bring in top-level talent to grow, leaders with experience in billion-dollar-plus companies,” he says.

Plexus

Plexus executives have a panel discussion at convention.

In March, Plexus announced the addition of two new division presidents to the leadership team: Christopher Pair Garza as president of operations and international and Janice Jackson as president of sales and marketing. According to Jackson, it was the standout corporate culture, quality of leadership and consistent growth that drew her to the company. “I’ve been in the direct selling industry for the best part of 30 years and Plexus, growing at the rate it has, came onto my radar a few years ago,” she shares. “As it grew, it became known as a company with great products, a company that has a great culture, and a company that does direct selling the right way.”

In her new role, Jackson will oversee the marketing and sales functions, product development and customer service. A broad range of responsibilities, but this veteran of the channel says she is eager to use her experience to help propel Plexus forward. “I think the company is growing with an approach that, to me, speaks to sanity and humanity,” she explains. “It’s not trying to grow too fast. It’s basing its decisions on data and on intelligence, but it’s doing it with humanity. It’s got a set of values that it actually espouses. In other words, they walk the talk.”

International Expansion

Expanding into new markets is a goal for most network marketing companies and Plexus is no exception. Though its approach may be more cautious than others. “Our philosophy regarding international markets is this: If we’re not ready to support the hopes and dreams of those Ambassadors in the country we’re wanting to launch in, then we’re probably not ready to go,” says Robinson. Clark agrees. “For the past eight years, almost from the beginning, we have been operating in the United States exclusively. On March 21, we launched Canada officially, our first country outside of the United States.”

Participants in the American Cancer Society’s Making Strides Against Breast Cancer.

Participants in the American Cancer Society’s Making Strides Against Breast Cancer.

Plexus is now fully operational in Canada, with Canadian Ambassadors launching their own businesses. The official launch was broadcast via a live feed with over 20,000 Ambassadors tuning in and another 300 celebrating onsite at the headquarters. As Plexus evaluates new countries as possible markets to enter, the strategy will be the same. The company intends on being ready to support those Ambassadors before entering those markets. “We’re working at that level in Canada now and will be following the same plan in every new country moving forward.”

Celebration Today, Legacy Tomorrow

Plexus’ 10th year in business is meaningful for Robinson, Clark and the rest of the Plexus team. “We’re very proud and humbled to have gotten this far in business,” says Robinson. “As much as this 10-year mark means, the process of growing from a small business to an emerging business means just as much—and not specifically from a size standpoint. This is the opportunity to look out over the next 10 years and realize our goal of becoming a legacy company.”

The idea of legacy is top of mind for the entire company and reflects the defined sense of self Plexus has created within the organization over the past decade. “This is the year of legacy, so our convention is going to be built on that,” says Jackson. “What we mean by legacy isn’t simply a company that will be here for the long-term, but a company that leads the way in serving entrepreneurs and their families for generations.”

Robinson and the team plan to approach the next 10 years with the same intentionality marked by their first 10. Steady growth, thoughtful expansion and a continued investment in both people and products. That includes building out its mission of health and happiness, but particularly a focus on the happiness factor with specific programs and products to contribute to this in measurable ways.

“Our benchmark is another 10 years and well over a billion dollars in annual sales. That’s a mark that shows real longevity,” says Robinson. “We want to create a company that our Ambassadors can look back on 10, 15, 20 years from now and feel proud of who we are and who we continue to build ourselves to be.”

Click here to purchase the print issue in which this article appeared.

5 Key Strategies to Improve Your Company’s Online Reputation

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When customers perform a search for your company, what do they see in the first page of the Google results? Chances are a search might include websites with negative content about your company. Negative websites can hurt your brand and decrease your company’s revenue.

You can either let your reputation and sales suffer, or you can manage your online reputation just as you manage everything else in your company—by taking steps to get the results you want and keep your company on track for success.

The most effective online reputation management strategy is to get positive websites about your company to rank high, which pushes other negative websites down in the rankings. Easier said than done, of course. But this strategy has three distinct advantages:

  1. You don’t have to confront the owners of the negative sites, who may or may not be cooperative in removing the comments, reviews or forum posts.
  2. You are in control of your efforts to rank the positive sites, and are no longer at the whims of complainers, critics, disgruntled employees or disapproving reviewers who post their opinions online.
  3. It’s completely fair. You’re not forcing anyone to change their content, whether through begging, arm-twisting or legal threats. You’re simply helping those who search about your company to see the good side of your company.

Imagine the effect on your online reputation when an online search produces a page full of websites containing only positive reviews, complimentary articles and glowing testimonials. You’ll project a much better image to everyone who finds you through Google.

How do you improve your company’s online reputation? Here are five key strategies to improve and protect your online reputation.

1. Develop a Plan

First and foremost, take charge of your online reputation. If you wait until there are multiple negative websites showing in the Google results, a lot of damage has already happened. It can take months or even years to repair a bad reputation, so it’s best to never get to that point in the first place. Your goal is to dominate the first two pages of Google search results with results that present a positive and accurate image of your company.

If you control the top 20 spots in Google it’s very difficult for a negative page to suddenly appear and rank in the top five, where it can have a significant impact on your reputation. So the first thing to do is to develop a proactive strategy and build a defensive position that will help you maintain an accurate online reputation from the start.

2. Be Very Active on Social Media

One of the best ways to protect your online reputation is the proper development and constant updating of social media profiles. Your company should be active on Facebook, Twitter, Instagram, LinkedIn and YouTube. Link all of your social media profiles together. For example, your YouTube “About” page should link back to all of your social media sites and to your main website. Be sure to flesh out your social media profiles and pages with complete descriptions about what your company does, and with relevant keywords to help the search engines find you. The more information you put on social media, the better chance you have of getting them to rank high in the Google results.

Ideas to improve social media frequency, include posting:

  • A link to a subpage from your corporate website each week
  • Pictures of team members in corporate offices
  • Pictures of company representatives at meetings and events
  • Company representative testimonials
  • Executive videos
  • Short videos from recent events
  • Short testimonial videos from events (very important)
  • Interviews about business success
  • Useful content from Direct Selling News
  • The latest news about your company
  • Statistics about your company (growth, expansion, etc.)
  • Corrected misconceptions about the direct selling channel
  • Company milestones
  • Answers to commonly asked questions about the business
  • Answers about the product lines
  • Introductions of the executive team
  • Introductions of the marketing teams
  • Facebook Live events
  • Polls for your followers

3. Create a Reviews Section on Your Website

Many companies live and die by online reviews, so don’t leave this to chance. Reviews will have a great deal of influence on prospective company representatives. There is always high search traffic on phrases that include the term “reviews,” and people are frequently making buying decisions based on what they read in those postings. First, be sure to have a distinct section on your website called “Reviews.” In this section include both text and video reviews. Don’t be shy about quantity. A great way to get lots of reviews is to have an area at your next conference where someone can simply record people individually talking about their success with your company. These videos don’t need to be long, or even professional (actually a little less professional makes them more believable). These testimonial videos should be short, under 60 seconds long. You should be able to generate 25-50 great reviews at your next company event.
You’ll also want to create sections on your social media accounts for reviews. You can set up a Reviews tab on Facebook and a Reviews playlist on YouTube. If you do business in other countries make sure to divide the reviews into geographic areas. Reviews on your YouTube channel can then be shared on Twitter, Facebook, Instagram, and LinkedIn and embedded in the “Reviews” section of your website.

4. Search Engine Optimization

Basic search engine optimization is critical for your corporate website. While Google’s algorithms are always improving, there are a number of things you can do to help Google “see” your site.

  • Use your company name as the meta title and description tag
  • Use various header tags
  • Internally link to other pages on your website within the content
  • Provide links to social media profiles
  • Do frequent content updates
  • Be sure your site works on mobile devices

Google doesn’t like stagnant websites, because they tend to be less relevant to users than sites that are kept up to date with the latest information and news. Key pages on your website should be updated at least on a monthly basis. Content updates can include videos, blog posts, press releases, company news, or channel-related events. In fact, you should have a plan to constantly create content so you have something to post on a regular basis.

5. Stay Active with Public Relations

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Click here to purchase the print issue in which this article appeared.

Good public relations are critical to a positive online reputation. Sometimes companies feel that because of the internet they don’t need to be as active developing their brand in traditional media spaces. Nothing could be further from the truth. The reality is that the best traditional media (newspapers, magazines) all have great websites. When your company is featured in an article there’s a good chance that article will show up high in the Google results. I have a recent client that secured great articles in Forbes, Entrepreneur and HuffPost. Now each one of those articles sits high in the Google results.

Press releases can often rank high in Google for your company name, so it’s worthwhile to report on anything newsworthy from your company. Include information about your company in the press release, mentioning your company and brand names while also linking to your social media sites. You can then publish the release through websites like BusinessWire or PR Newswire. Your releases should contain legitimate news and paint a progressive story of your company’s ongoing success. These releases will comprise much of the “digital footprints” your prospective customers will see over time. Aim for a release every month or two, but only do so if the release contains legitimate news that will continue to be meaningful for the long term, as the Google results will remain for many seasons to come.

All of this may sound like a fair amount of work, but the process is straightforward. In the digital age, managing your online reputation is just as important as keeping your books in order or delivering excellent support. It’s something you need to set aside time for, and assign a team to handle. By following these guidelines, you’ll be well on your way toward developing a positive online reputation that will improve your company’s bottom line.

Don Sorensen is President of Big Blue Robot, a firm specializing in corporate online reputation management. For more information, visit www.bigbluerobot.com.

Find Your Joy

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One of the aspects we cherish most about the direct selling community is its joining together under a common goal. No matter what, everyone pulls together in support of this growing family.

This particular time of year is all about celebration and this spirit of comradery, as we prepare for our annual Global 100 awards and dinner. Reflecting on the season, our May cover story focuses on positive psychology, or happiness science. A term penned by Dr. Martin Seligman, director of the Positive Psychology Center at the University of Pennsylvania, it is defined as the “scientific study of the strengths that enable individuals and communities to thrive.” Often, the perspective is that if a person achieves certain accomplishment, such as earning a raise or promotion, starting a family, or taking that skydiving lesson, this will bring happiness.

But as writer Courtney Roush discovered through her interviews, when someone depends on an outside source to seek fulfillment, it won’t be a sustainable way to find happiness. Positive psychology asserts that personal thoughts, including hope, optimism, forgiveness and compassion, help improve your outlook no matter what circumstances you encounter. This could result in personal success as well as provide a positive example for others.

The executives in this month’s two company profiles, Plexus Worldwide and Kyäni, follow this positive outlook and create an environment and culture in their companies to encourage it as well. Celebrating its 10th anniversary in 2018, Plexus considers itself on a mission to promote health and happiness. “We feel like happiness is a key factor in what we want to do as a company,” says Tarl Robinson, CEO of Plexus. “We feel like people don’t put enough emphasis on what they’re doing to make themselves, their families, their communities happier.”

Kyäni mutually believes in taking care of the person not just the employee or salesperson. The executive team feels they are in partnership with each individual. As a family business, the founders have felt their business principles are actually characteristics that apply to all aspects of life: integrity, honesty and kindness, which were engrained in them early in life.

On May 2, we are excited to see many of you at our Global 100 Celebration event, where we will recognize and honor the top 100 revenue-generating companies in the world, as well this year’s Bravo Award winners. We are pleased to welcome an outstanding keynote speaker to this year’s event—SeneGence Founder and CEO Joni Rogers-Kante. Please join us at Renaissance Dallas at Plano Legacy West Hotel as we celebrate our channel and the many reasons to be excited about what the future holds.

All our best,
The DSN Staff

Click here to purchase the print issue in which this article appeared.

Click here to purchase the print issue in which this article appeared.

The Power Of Positive Psychology

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“I’ll be happy when I…” You’ve probably had this thought; most of us have. Common conditions for happiness include everything from earning that promotion, getting a raise, or changing jobs to meeting one’s future spouse, having a family, buying that car you’ve wanted, or moving into a bigger house or to a new city.

Many of those conditions are related to acquisitions—to symbols of achievement. A funny thing happens, though, when you just happen to achieve that condition. You buy that new car, it’s great for about a week, and then you ask the inevitable question: “What’s next?”

You may have read the news earlier this year about a class at Yale University, “Psychology and the Good Life,” in which almost one-quarter of Yale’s 1,200 undergraduates enrolled within three days after registration opened. Taught by Professor Laurie Santos, the course challenges students’ preconceived notions about what brings happiness. Spoiler alert: It’s not the perfect grade point average or the prestigious job after graduation, but rather things like genuine connection with others, reflection and gratitude. (The course is now available free on Coursera.)

The reality is that the “I’ll be happy when” approach doesn’t really work, because there’s always someone with a bigger house, a better title, more money, the seemingly perfect life. Where are we going wrong?

PERMA
Positive Emotions / Engagement / Relationships / Meaning / Accomplishment

Jeff Olson, founder and CEO of Nerium International, a skincare and wellness brand, has dedicated much of his time to answering that very question. Olson—like many direct selling executives—has spent countless hours researching how to help field members achieve their maximum potential. Personal development is the vehicle by which direct selling has traditionally helped new business owners cultivate leadership skills. One of the biggest selling points of a business in this channel is the opportunity to strengthen emotional intelligence, resilience, negotiation, overcoming rejection and other traits that contribute to longevity and success. Personal development offerings are often structured in a format resembling academics: readings, courses and curricula, videos and the like, and field members review the material on a schedule of their own choosing.

The reality is that the “I’ll be happy when” approach doesn’t really work, because there’s always someone with a bigger house, a better title, more money, the seemingly perfect life.

There’s no denying the value of personal development. Many have witnessed the kind of incredible transformation that a direct selling business paired with a commitment to personal development can bring; ask any leader onstage, and she’ll be glad to tell you about how her direct selling journey has changed her. According to Olson and many other leaders in the channel, though, if direct selling executives truly want to help as many representatives as possible reach their goals and create successful businesses, not just based on financial rewards but personal ones as well, they need to examine the role of happiness in the equation.

Before he discovered the happiness factor in success, Olson says, personal development seemed to increase engagement for some representatives, after which point progress seemed to stall. “It was very frustrating,” he recalls. But he had a theory for why people were hitting this roadblock. “Personal development, from my perspective, was hard. It felt like going back to school.”

Positive Psychology

Then Olson met Dr. Martin Seligman, director of the Positive Psychology Center at the University of Pennsylvania. Known as the founder of positive psychology, Seligman defines the term as the “scientific study of the strengths that enable individuals and communities to thrive.” It’s a perspective that moves from the inside out, rather than the outside in. In other words, when you assume that a better job title will bring you happiness, you’re expecting an external source to provide personal fulfillment. Positive psychology takes the opposite view, asserting that your personal thoughts will have a direct impact on external results. This field of study examines how people frame their past, present and future prospects. Well-being, satisfaction, hope, optimism, altruism, forgiveness, tolerance and perseverance are all qualities or conditions associated with a positive outlook. Seligman’s evidence-based approach for the active ingredients of well-being is known by the acronym PERMA: Positive emotions, Engagement, Relationships, Meaning and Accomplishment. The principles of positive psychology can be applied at work by adopting a grateful mindset (reflecting on what you have), forging meaningful connections with others (finding friends among colleagues), contributing individual strengths and capitalizing on the strengths of team members, finding meaning and purpose in work, setting goals on a regular basis, giving oneself a pat on the back for a job well done, and recognizing others for their efforts.

Olson started reading the research by Seligman and others in the academic world, where the discipline of positive psychology was almost exclusively limited. What he learned, he says, completely changed his viewpoint on how to help independent representatives be more successful. “Clinical data was proving the power of happiness,” Olson says. “They were finding that happiness was a precursor to success. It’s easy to do. It’s not a quantum leap. Most people think, ‘If my direct selling business is successful, I’ll be happy,’ but it’s the other way around.”

Appreciation, Optimism, Hope

Personal development and positive psychology have a lot in common. Skills associated with personal development, like resilience, confidence, gratitude, compassion and other traits associated with emotional intelligence, can ultimately increase one’s sense of well-being and happiness. For companies who are examining ways to better engage their field members, however, approaching the conversation from another angle may be worthwhile. Positive psychology—adopting an appreciation for the past, optimism for the present and hope for the future—could offer another viable route to success.

“The same people who are drawn to personal development are very easily drawn to happiness,” Olson says. “For a leader who’s already going down the path to personal development with reading, listening, going to seminars, we’re just giving them another tool. We’re all aware that the more personally developed people are, the more successful they are. But happiness is an untapped segment, and a big group of people will be attracted to it.”

Happiness Is a Competitive Advantage

So is positive psychology really that simple? Do we just need to help field members learn to be happier? And how do we do that? Happiness isn’t a switch you turn on for immediate gratification; it’s a long-term commitment, a shift in thinking that we have the power to create through a series of incremental changes. The subsequent benefits can be profound; a leader’s mindset rubs off on her team and even on her customers. In a channel that’s all about personal connections and exceptional service, happiness is a relevant and timely area of focus.

“As a direct seller, the key to developing and maintaining a positive mindset and lasting customer relationships is to understand where and how to best invest your energy,” says Jim Ayres, managing director of Amway North America. “People tend to dedicate time, money, talent and other resources to areas that are most important to them. If you are passionate about what you are doing, who you are serving and identify the necessary steps to bring it to life, you can unlock the power of positivity to fuel the success of your business.”

“It’s easy to do. It’s not a quantum leap. Most people think, ‘If my direct selling business is successful, I’ll be happy,’ but it’s the other way around.”
—Jeff Olson, Founder and CEO, Nerium International

 

An entrepreneur’s success can depend almost entirely on her mindset. And today, more people are directly responsible for their own income and financial success, both inside and outside the direct selling channel. The more accountable you are for your income, the more important happiness is, according to Deborah Heisz, president of Nerium International and CEO of Live Happy, LLC. In contrast to a corporate job, where you’re paid whether your mood is good or bad, “if you’re not happy, you’re not going to make that sales call or have the confidence to get in front of that room and speak,” says Heisz, who also is the co-founder and editorial director of Live Happy, a positive lifestyle magazine. Happiness, she adds, is a competitive advantage, especially as the direct sales channel competes with other opportunities in the gig or freelance economy.

A significant contributor to happiness is the recognition and appreciation of one’s own strengths. “Everyone has natural strengths that focus individualized thoughts, behavior, and feelings,” says Missy Larsen, senior director of government relations and corporate partnerships at dōTERRA, an essential oils company. “As we focus on these strengths through positivity, we recognize our natural abilities and unlock our incredible potential. When we choose to focus on our unique strengths, we are more productive, more engaged in our work, and three times more likely to report having an excellent quality of life than individuals who do not.”

Combating Negative, Fearful Genetic Wiring

It’s not always easy to remain optimistic in Western society. People are bombarded with information, much of it negative. “We still have the genetic wiring to look for the negative and be fearful,” Heisz says. “If you start looking for the good, you’ll find it.” If people are not reading the news, they’re on social media, which is dominated by a culture of comparison. “This obsession with what I don’t have that Western culture has created through social media and advertising is the wrong thing to focus on. There is no ‘enough.’ ”

Learning to be selective about the information you absorb can be a challenge even for the most seasoned direct selling executive. “How many negative things can we face, even as a CEO?” asks Dr. Traci Lynn Burton, CEO of Traci Lynn Jewelry. “There are some things I don’t do first thing in the morning, like email or Facebook. You’ve got to command the morning to get your attitude right. When I come into work, I’m already on a high—a 10—and I work from there. Joy comes from knowing who you are and what you need. Comparison can be very dangerous. That’s why you’ve got to limit this stuff. My mind is an asset, and I’ve got to protect it.”

“We still have the genetic wiring to look for the negative and be fearful. If you start looking for the good, you’ll find it.”
—Deborah Heisz, President of Nerium International, CEO of Live Happy

The most common enemies of a positive mindset include internal and external factors like fear, hopelessness, low self-esteem, and your associations. Lynn encourages her field members to consider “who’s really close to you. Who are you allowing into your life? Who’s in your space? Who are you listening to? All of this you can filter once you’re really clear on who you are and what you can bring to the table. And you attract what you put out.”

A positive outlook is associated with more than just the attainment of one’s goals. It’s also linked to a host of health benefits, including increased lifespan, lower rates of depression, lower levels of distress, better resistance to the common cold, better physical well-being and better coping skills during times of stress, according to the Mayo Clinic.

It’s Not About the Dollars and Cents

The direct selling channel is focused on the business of serving others through quality products and personalized service. In most cases, high-performing independent representatives have invested the time and care to build and nurture not only their teams, but also their customer base. The financial rewards are a natural result. This approach may not be fast, but it leads to greater stability in the long term. From time to time, though, some individuals may try to motivate others with earnings claims and trappings of financial success. New business owners who have the “I’ll be happy when” syndrome might be swayed by such false assurances. However, money really doesn’t bring happiness—and there’s solid science to prove it.

“Joy comes from knowing who you are and what you need.”
—Dr. Traci Lynn Burton, CEO, Traci Lynn Jewelry

Studies have shown that happy people make 30 percent more at the same job. However, research conducted by Seligman, Ed Diener of the University of Illinois, and the Gallup Organization finds that contrary to what many people believe, money isn’t a lasting contributor to happiness or well-being. “The intuition that one will be happier with more rather than less income might be correct, but this effect occurs only at the individual level and is negated to the extent that everyone’s incomes and desires increase.” Further, Seligman and Diener found that the desire for material goods keeps pace with rising income, therefore negating the benefits of a pay raise, for example. In other words, the goalpost keeps moving.

Changes to Make Now

If happiness is up to the individual, then one can start making some little changes that, over time, can add up to big transformations. Write down three things you’re grateful for each day. Take an inventory of the information you’re taking in each day, and strive for balance by including more positive books in your reading list. Aim for eight hours of sleep each night. Pay someone a compliment. Exercise daily. Spend time outside. Find your favorite positive affirmations, and repeat them often. Focus on remaining in the present. Invest time in your family, your hobbies, and in serving your community. For the long term, focus on financial security versus material acquisition. And, if you’ve been dreaming of moving to a place where you enjoy a higher quality of life, make a plan, and get to work.

Heisz also recommends these four keys to resilience:

  • List your wins. What have you already accomplished in life?
  • Choose your thoughts. Don’t dwell on the worst-case scenario. Focus on what you can control in the moment.
  • Give yourself some grace. You’re going to make mistakes. Allow yourself to fail in order to succeed.
  • Don’t go it alone. Build resilience by finding someone to talk to, someone who lifts you up. In this business, it’s often your upline or your sideline. Find that person by becoming that person for someone else.

Direct selling leaders are in a powerful position to give people tools they need to find meaning and purpose in their own lives while they enhance the lives of others. That, in turn, can grow exponentially, making the world a happier place and creating a lasting impact.

Click here to purchase the print issue in which this article appeared.

Click here to purchase the print issue in which this article appeared.

What’s in a Name?

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…That which we call a rose; By any other name would smell as sweet…
—William Shakespeare, Romeo and Juliet

Names are essential: They carry meaning derived from the legacy of past actions and an ability to reliably deliver. While names conjure an image that may be easily recognizable, looks alone can deceive. Even Shakespeare notes that the importance of remembering the rose’s smell is what will determine if it is indeed a rose. After all, it is the sweetness of fragrance together with the name that reveals the object to be what it claims to be.

In our world of direct selling, it is the Direct Selling Association (DSA) Code of Ethics that helps ensure that those who call themselves “direct sellers” are worthy of the title and that they genuinely “pass the sniff test” laid out by our industry. As any member of the DSA knows, embedded within the moniker is a commitment to the most ethically rigorous business practices and vigilance for protecting the consumers who participate in the opportunities we create, as well as those consumers who buy our products.

The DSA Code of Ethics is the industry’s way to set bad actors apart from the visionaries whose ideas have empowered millions to start their own direct selling businesses and build better lives for themselves and their families. The Code allows the name “direct seller” to carry the same credibility as other entrepreneurial opportunities. It is what assures our nation’s budding entrepreneurs that direct selling is the flexible, profitable and modern opportunity they seek.

There is so much in the name “direct selling.” Some of the brightest brands in our industry are envisioning new ways of describing themselves and what they do.

Direct selling’s micro-entrepreneurial opportunities, combined with its high-touch, relationship-driven model, is what enables direct selling to compete in a marketplace where impersonal e-commerce, on-demand delivery and the gig economy predominate. We are up to the challenge.

During this moment of change, together with our shared commitment to doing the right thing for our customers and salespeople, we can work together to propel direct selling to new heights and prominence in the market. It is this opportunity that brings all direct sellers together through DSA.

Today the Association is actively working at the state and national levels to:

  • Ensure the independent contractor status of direct sellers;
  • Improve the reputation and understanding of the direct selling model among policymakers and other critical audiences;
  • Reduce unnecessary regulatory scrutiny and bureaucratic requirements that might be imposed on direct selling;
  • Provide the highest level of confidence to individual consumers and salespeople of direct selling companies;
  • Ensure that the tax treatment of direct sellers and companies is fair and equitable;
  • Protect the opportunity for individuals to start their own direct selling enterprises;
  • Enact a stronger and credible self-regulatory program to cure perceived and real problems in the marketplace; and,
  • Guide new proposals regarding the gig economy, job sharing and similar models to guarantee that direct selling is not inhibited, but encouraged.

All social sellers, network marketing distributors, party plan consultants, door-to-door, person-to-person and big-ticket companies who share our commitment to the highest ethical practices within our great business model are welcome to join us in this vital cause.

Joseph N. Mariano is President of the U.S. Direct Selling Association and the Direct Selling Education Foundation.

Forbes Names Scentsy One of Nation’s Best Employers

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Meridian, Idaho-based international fragrance and home décor company Scentsy has been named one of the top businesses in the country for employee satisfaction, debuting at No. 35 on Forbes’ America’s Best Midsize Employers list.

Each year, Forbes partners with research firm Statista to determine the top 500 midsize employers representing 25 different industries. The list is compiled based on an independent survey of 30,000 employees in the United States who work for companies with between 1,000 and 5,000 workers.  Survey questions focus on respondents’ willingness to recommend their current employer to family and friends, job satisfaction, opportunities for growth, and working conditions.

“We love that our employees love working for Scentsy,” said Kevin Kirkpatrick, Scentsy’s chief strategy officer. “We have a fantastic benefits package. We have all kinds of perks. But what really makes this place special is the culture that permeates these walls. We treat each other like family; we work hard and pull together with a very strong purpose in mind—to bring value to the world, and to make a difference for Scentsy Consultants and their families, our customers and our communities.”

Scentsy was built on three core values: Simplicity, Authenticity and Generosity. These values steer the company to this day and guide the actions of every Scentsy employee.

During Scentsy’s 14 years in business, it has grown tremendously from its humble beginnings in a 40-foot shipping container on an Idaho sheep farm. Its current home, Scentsy Commons, is a 73-acre campus where 1,056 employees work to support approximately 120,000 Independent Scentsy Consultants in 11 countries.

Scentsy is often referred to as the “Google of Idaho” because of its many perks, including generous health and retirement benefits, flexible work schedules, pro bono legal and IT services, a 17,000-foot fitness center and:

  • Weekly, optional family take home dinners to give families a night off from cooking.
  • School lunch-making bar on weekday afternoons to help working parents put together healthy school lunches.
  • Family Easter egg hunts, family Halloween event, Bring Your Kids to Work Day, Chinese New Year, Health Fair.
  • $10 payouts for every employee to go “Pay it Forward” in the community.
  • Scholarships for children of employees and Consultants.

“Being named as one of the best places to work is a tribute to the many men and women working behind the scenes to create an inspiring environment and welcoming culture,” said Richard Steel, Scentsy’s chief human resources officer. “While we are grateful for the recognition, we know we have many opportunities to improve. We look at this as a beginning—a part of our story that will only get more exciting and interesting.”

Last month, Scentsy was recognized by Direct Selling News as one of the Best Places to Work in Direct Selling.

LR Launches Its First Health Product for Quick Energy Boost

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Ahlen, Germany-based LR Health & Beauty is further expanding its competencies in the health sector by launching its first product in the energy category: LR LIFETAKT Mind Master Extreme is a quick energy boost for mental and physical performance in to-go format.

LR has more than 20 years of experience in the development and production of health products. This segment is one of the main growth drivers of the company. Up to now, the focus has been on dietary supplements that are consumed over the long term. Now the product portfolio is being expanded.

“Life is becoming more and more fast-paced and the challenges of everyday life are increasing,” said Dr. Thomas Stoffmehl, CEO of LR Health & Beauty. “We now offer a solution that helps consumers to quickly cope with stressful situations. In addition, LR LIFETAKT Mind Master Extreme provides our sales partners with an innovative product that supports them in expanding their business.”

The LR LIFETAKT Mind Master Extreme sticks are in to-go format, which fits in pockets and are ready to hand. The concentrated powder, which is meant to provide relief during stress peaks and counteract fatigue, is consumed without water. Ingredients include caffeine from guarana that is intended to increase performance and concentration; B vitamins to reduce fatigue and improve cognitive functions; aloe vera powder and essential amino acids to support metabolism and ensure a general sense of well-being; and antioxidants such as vitamin E and C to protect the cells and reduce oxidative stress.

LR LIFETAKT Mind Master Extreme is part of the LR LIFETAKT product line, which was launched in early January 2018 and bundles high-quality dietary supplements and meal replacement products. These products were put together by experts to form six overall solutions to meet current demands on the healthcare market, including “enhanced performance.”

Designer Alexandra Mayr Gracik Named CEO of Sabika Jewelry

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Photo: Alexandra Mayr Gracik succeeds Karin Mayr, her mother, as Sabika president and CEO.

Sabika, a family-owned luxury jewelry company based in Pittsburgh, Pennsylvania, has announced a family leadership succession that has been planned for several years. Alexandra Mayr Gracik was named president and CEO.

She succeeds her mother, Karin Mayr, who has held the position since the company’s founding 17 years ago. Mayr will continue her role as chairwoman of the board and special advisor to Sabika’s Consultants across the United States.

“I am so proud to know that my daughter Alexandra is now leading a company built by our family,” said Mayr. “Her work continues to promote our mission of bringing beauty, joy and opportunity to women of all ages and diverse backgrounds through a new generation of Sabika Parties that bring women together in a variety places. I’m planning to spend most of my time in the field helping to inspire and coach our Consultants across the United States.”

Sabika offers a luxury jewelry product designed in and for the United States lifestyle and produced in Europe by artisans. Gracik joined the company in 2005 and has most recently served as vice president of Design and Product Development, working in collaboration with Mayr. Formally trained at the Fashion Institute of Vienna, Gracik will remain the head designer for the firm’s heirloom collections.

Sabika started from the family’s kitchen table in Pittsburgh at a time of financial need for this immigrant family who came to the U.S. in 1985. Prior to founding the company, Mayr was a trend forecaster and marketing consultant and collaborator between European fabric mills and top U.S. designers. She was determined to build a company that connects women in every community.

“It is an honor to succeed my Mom in leading a company with a focus on connecting and empowering women across the United States,” said Gracik. “My goal is to expand Sabika’s reach to an even wider audience and, with our newest Basics by Sabika™ Collection, to help women of all ages to become successful entrepreneurs while expressing their own style. We are dedicated to helping women succeed in business and in life through our jewelry designs that are created by women for women of all age groups and walks of life.”