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Marjorie Fine | Modeling. Mentorship. Motivation.

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Listen to this story starting at 17:50 on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

The Bravo Excellence Award is reserved for executives with a long history of leadership and integrity. This year the award was presented to Marjorie Fine.

Back in 1989 Marjorie sat down with Shaklee Corporation. Three days later, she had an offer she couldn’t refuse. Her career trajectory was forever changed to center on direct selling—something completely new to her—a unique world where she could simultaneously be an attorney and make connections to people in ways that impacted her, the lives of others, Shaklee and the industry as a whole.

Early on, Marjorie witnessed Shaklee’s earning opportunity changing lives, particularly those of women, of which 90 percent of their field was comprised. Most were homemakers with no practical business skills. Standing up in front of a room to lead a meeting was daunting, but with some training these women could motivate thousands. Marjorie came to see direct selling as a vehicle to personal development and creating community, both of which shaped her actions as a leader and mentor.

“I tried to be a model to those who worked with me. I tried to motivate them and to help their careers advance. When I helped others succeed, I found that I succeeded as well,” she remembered.

Years later, young children and travel requirements impacted her decision to turn down the position of Shaklee’s Vice President of Sales. In retrospect, Marjorie believes she made a mistake because sales is the heart of direct selling.

Once that became clear, she partnered with the sales team, became a regular speaker in the field and loved going to their meetings and watching them conduct their businesses at home. “I found that with anything I was responsible for, the more time I gave it and the more involved I became, the more I learned from it and the more I grew.”

Generational Leadership

In the mid 1990s, Majorie campaigned to institute the ability for field leaders to sell their businesses and to leave their businesses to members of their families or downline leaders. “It was something few if any other companies had, but I think it really helped us distinguish a direct selling career from a job. It also was a real incentive for our leaders to involve their children and grandchildren in their businesses; teach it to them; and help us develop the next generation of leaders.”

As a result, some Shaklee businesses have fifth generation leadership today. “It was really a positive move. I still receive calls from our field leaders to talk about how they go about planning for the future of their businesses when they are no longer a part of it. It’s wonderful to have those discussions and work with them on it,” Marjorie explained.

Impacting the Industry

Marjorie’s talents weren’t only applied at Shaklee. She reached outside corporate to become a representative and past president of the California Employment Law Council and a representative and Chairman of the Board to the Council for Responsible Nutrition.

But it was in her work with the Direct Selling Association where Marjorie hit her stride. Mentored by Neil Offen and Joe Mariano—whom she credits with teaching her the industry—Marjorie became the first chair of the DSA Ethics and Self-Regulation Committee at a time when the industry’s reputation was less than stellar. “It was important to raise the bar and teach people how to do the business ethically. We completely rewrote the Code of Ethics.”

She was elected Chairman of the Board for DSA, where increasing the participation of women was a top priority. So, Marjorie invited female executives from all member companies and launched DSA’s annual Women’s Retreat. “We had great attendance. We held work sessions during the day and socialized with a cocktail reception and dinner in the evenings. I viewed the retreat as a success because many of the women volunteered to join DSA committees and submitted their names as possible board members.”

Marjorie also coalesced direct selling executives around public policy issues affecting the industry, creating Direct Selling Day on Capitol Hill and urging participation in meetings with Senate and House offices.

“Most of the people we met with were not familiar with our industry or our companies. The meetings were really a very good way to introduce ourselves. Most of the participants were women who told their stories about what direct selling meant in their lives, which increased the impact tremendously.”

According to Marjorie, proactive interactions like these are equally vital today. “The policy meetings on Capitol Hill help. The meetings with leaders in the regulatory agencies help. It’s a never-ending challenge. The term multilevel marketing has a pejorative connotation. We must find a way to talk about the industry that helps us get over that hump.”

From the May/June 2025 issue of Direct Selling News magazine.

Shaklee Acquires Rights to Modere Products

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Shaklee announced it has acquired “substantially all” of Modere’s business. This acquisition includes Modere’s rights to all trademarks, patents and formulas for all Modere products and the exclusive license to sell Liquid BioCell Collagen.

Shaklee has also acquired all manufacturing and testing equipment in Modere’s North American manufacturing facilities and all related inventory.

“We are thrilled to be able to make available the Liquid BioCell Collagen and Trim products along with the other great Modere and Shaklee products to the hundreds of thousands of customers who have come to love these products,” said Roger Barnett, Shaklee CEO and Chairman. “We are also excited to provide a home for the former Modere Social Marketers and become a place where they can share their passion for helping others live a healthier life for many decades to come.”

Thermomix Opens Experience Center at Dallas Headquarters

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Germany-based Thermomix announced the opening of a new Experience Center at its US headquarters in Dallas, Texas. The 5,216-square-foot facility will celebrate the company’s European roots as well as its new Texas location and will include a retail showroom with a fully functional media kitchen that content creators and influencers can use to demonstrate Thermomix appliances.

The company said it will host a series of public events at the new center, including cooking and food education classes, in its customizable classroom space.

“The Thermomix Experience Center is designed to help people experience the future of home cooking,” said Paul Verkerk, Thermomix USA CFO. “Through hands-on demos, cooking classes, and events, we’re excited to show how Thermomix, paired with Cookidoo, makes it easy for anyone to cook well and eat well at home”.

The Experience Center will launch with a grand opening on June 7 featuring free family-friendly activities, cooking demonstrations, sampling from celebrity chefs, cookie decorating and prizes.

OMNILIFE | People Taking Care of People

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Listen to this story starting at 23:38 on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

If we’re lucky, we’ve been given the gift of someone else’s hard-earned wisdom, learning lessons and values from a parent’s or mentor’s experience and willingness to share it. But what we do with that wisdom is up to us—will we take those lessons and values to heart and apply them to our lives or allow those gifts to collect dust?

Amaury Vergara Zatarain, OMNILIFE Chief Executive Officer, was gifted a lifetime of powerful life lessons as he watched his parents, Jorge Vergara and Maricruz Zatarain, build a network marketing company that would change all their lives.

“For me, OMNILIFE is more than just the family company,” he shared. “It’s my life. It’s where I grew up, where I learned about success, where I learned about what it is to be a hardworking person, what it is to achieve your dreams, what it is to be healthy and share that with other people. For us, ‘people taking care of people,’ is more than just a motto. It is how we feel when we think about everything that we do inside the company and outside the company.”

OMNILIFE’s focus on the growth of its distributors and leaders captures the spirit of our Bravo Impact Award, which honors the achievements of companies that take a holistic, measured and incremental approach to growth, innovation and operational integrity and excellence.

Transformational Leadership

Amaury leads OMNILIFE alongside his sisters, Kenya Vergara Zatarain and Yelena Povaguina, where they’re guiding the company into a new chapter but leaning on the values and transformational leadership style that their parents poured into them.

OMNILIFE was founded as a health and wellness company and continues to develop multivitamin and nutrition products, as well as beauty and personal care items. But the company’s most meaningful yet intangible product is its multi-development approach—a system that empowers OMNILIFE distributors to change their lives through personal growth to achieve success in health, professional and economic spheres. According to OMNILIFE, more than seven million people have been impacted by this multi-development business model, with 80 percent of those being women.

OMNILIFE established the CreSiendo Academy, a platform that supports personal and business growth through programs led by specialists in human development and leadership tailored for the company. OMNILIFE distributors have free, 24/7 access to these resources designed to strengthen their skills in direct sales, personal finance and leadership. To date, more than 115,000 people have participated in in-person or hybrid sessions.

“Our model is becoming stronger every year,” Amaury shared. “It’s not only evolving, but it’s also very necessary because people need skills, like knowing how to work as a team, knowing how to better manage finances, knowing how to invest. We’re a company that promotes transformational leadership. To help other people transform their lives or accomplish their dreams or fulfill their objectives, our leaders must become that before they try to help others to do so.”

Strength through Challenges

As a second generation leader of a legacy company, Amaury was tasked with both shepherding OMNILIFE into a new era and protecting the values at the company’s foundation. This evolution required investment and innovation that Amaury, Kenya and Yelena brought to the table. This second generation of leaders ushered in exciting changes for the company, including improved nutritional data across the product portfolio and the development of a plant in Allen, Texas which will become OMNILIFE’s third manufacturing facility and is designed to serve the growing US market. The company’s main manufacturing facility is located in Guadalajara, Mexico, while the second is in Colombia.

The investment in the Allen plant is a huge initiative for the company, which has already been a powerful statement to US distributors. This American presence has allowed OMNILIFE to create a sense of belonging for US distributors, creating a “home” for them in their home country—just as OMNILIFE has done throughout Latin America.

The challenge of meeting people where they are and creating a sense of belonging is just one of many Amaury and his team are facing in this next generation of OMNILIFE. But the challenges that come from realizing OMNILIFE’s vision of “people taking care of people” are more than problems to solve—they’re opportunities to rise to the values that continue to guide Amaury and his team.

“The way that we were taught as a family is that when things get complicated, that’s when people need OMNILIFE the most,” he shared. “That’s when we can do something very powerful to help people. That’s when I think, as a responsible company, we have more jobs to do. It’s very powerful to have something as simple and as human as people taking care of people because it connects us.”

This commitment permeates every aspect of OMNILIFE’s business. “We are actively involved in all direct selling associations and adhere to the ethical codes of conduct in every market we operate in,” Amaury shared. “We remain true to our values, always committed to maintaining our integrity and providing the best possible support to our business partners.”

From the May/June 2025 issue of Direct Selling News magazine.

IYOVIA Suspending Operations

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IYOVIA, a direct selling travel company, announced they would be officially suspending operations. Beginning 11:59 EST Friday, May 23, 2025 they are going to disable all the functionality across websites, apps, and subdomains will be redirected to a landing page with information and a link to email for questions or concerns. 

The company stated, “As part of our commitment to an orderly and transparent wind-down process, we are ensuring that all relevant matters are addressed responsibly.”

Direct Selling’s Hidden Power Tool

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Why you should consider building an M&A function in your business.

Listen to this story on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

As recent events on the global trade front have reinforced for all of us, 2025 is moving fast and bringing high levels of change and uncertainty. To adapt, companies need all the tools at their disposal—especially power tools like mergers and acquisitions. This is particularly true for companies in the global and volatile direct selling industry. But like any power tool, merger and acquisition (M&A) strategies need to be wielded carefully.

Isn’t M&A Inherently Risky?

For years, I’ve heard people throw out the old refrain that most M&As fail. That view has its roots in a study from 2004 that posited that many deals did not create meaningful shareholder value. (That same report nonetheless conceded that M&A was a necessity for most companies’ long-term growth). However, a more recent Harvard Business Review article put those old views to bed, showing that close to 70 percent of recent mergers succeeded.

Dragana Gordic/shutterstock.com

What changed to turn the risk around? For one, companies have simply gotten better at it with more sophisticated processes and more experienced dealmakers available. Another factor is that the dealmaking environment has improved, with the evolution of transaction structures, tax planning, executive compensation instruments and the relatively free flow of capital.

There is no reason why these positive trends shouldn’t also apply to the direct selling industry—and they clearly do. Take for example bolt-on transactions. These are popular in the direct selling industry where many companies seek a continual pipeline of new products to refresh and motivate their fields. Acquiring new brands and product lines through M&A is a tested solution for this need. But to build a pipeline of potential opportunities and evaluate them regularly requires good processes.

Creating an M&A Function

To be clear, building a function doesn’t mean adding a new department or even hiring new people. It does involve being intentional about assigning specific responsibilities within the management team and setting up accountability for those responsibilities. This involves at least a few key roles.

First is the corporate development role. This is the management team member who is the nexus, the conductor, the first point of analysis and the project manager for all things M&A. They need to always know what the CEO and the Board of Directors are looking for. They also need to know what the other members of the management team are seeing in the field that could affect the company’s strategy. They are the point of intake for opportunities and conduct basic analysis to confirm a potential transaction is in scope before allocating more resources. When a transaction kicks off, they provide the process leadership to closing.

Second is the legal role. Before a company lands on a deal, it is going to review many (perhaps dozens) of opportunities. Each of these exploratory starts will involve simple but important contractual and regulatory compliance steps, such as reviews of confidentiality agreements; drafting of offer letters; analyzing regulatory barriers; negotiating term sheets and exclusivity agreements, etc. These preliminary steps are not challenging, but they require someone with a trained eye and available bandwidth because simple mistakes early on can lead to wasted effort and deal friction later in the process.

Third is the diligence team. This team is activated when a decision is made to negotiate and close a particular transaction. They are the representatives from tax, accounting, benefits, product development and other departments who will bring their knowledge and expertise to the due diligence effort required in vetting a serious opportunity.

fizkes/shutterstock.com

Of course, these individuals have full-time jobs in their departments, but for this purpose, they need to be in a position to pivot and devote significant time to a transaction when that day comes. They may not get the sleep they are used to for a few weeks! They should also receive training regarding what is expected of them, and there will be some growing pains as they gain experience analyzing opportunities and identifying relevant issues.

Fourth are the external advisors: consultants, law firms and accounting firms. You typically don’t need to pull these in until you are confident you’ll be moving ahead. But when you get to that point, the private equity model of engaging advisors to turn over every leaf is just smart business. Dealmaking at this stage can be costly, but trying to do a deal on the cheap means turning a blind eye to potential risks, and in M&A many of these risks are material in a way that could contaminate the rest of your enterprise if not identified and quarantined.

Don’t Forget the Board

Another best practice for M&A strategy is to not get ahead of your governing body, whether that is a Board of Directors, Board of Managers or Founders. The worst thing is to have spent time and resources on a transaction only to later find that the Board’s support isn’t there—or is there but for a different set of terms. Get your Board involved early and provide regular updates.

Good Hunting

If you implement and follow these basic processes, you will see more opportunities and be well positioned to execute on them. We’ve seen companies build significant value through M&A, sometimes all in one transaction like a timely exit or blockbuster merger, but more often through careful and well thought out bite-sized acquisitions.

There is a lot of upside to be captured here, and even if your organization rarely pulls the trigger on a deal, companies that are regularly engaged in evaluating and looking at opportunities tend to learn valuable perspectives about the broader industry and best practices to apply to their own organization. As a result, creating an M&A function and being an active participant in the market brings value in multiple ways.

Troy Keller is a partner at the national law firm, Dorsey & Whitney. Over the years, Troy and his firm have represented some of the direct selling industry’s largest companies in their most important transactions. Troy personally represents the Utah Direct Selling Coalition, an association of Utah’s leading companies in the industry. Before Dorsey, Troy was Vice President of Corporate Law and Global Government Relations at Huntsman Corporation.

From the May/June 2025 issue of Direct Selling News magazine.

Neora’s Sales Show Double-Digit Increases Every Month in 2025

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Neora has averaged double-digit sales increases month-over-month in 2025. In April at Neora’s annual Get Real event, the company unveiled several initiatives to further support this continued momentum and growth including the Future Leader Bonus Plan and the 2025 Destination Success Trip in Cabo San Lucas.

At the event, Neora also launched Neo-FILLER Lift + Fill Corrective Elixir, an alternative to injectables that is designed to lift, fill, and plump the skin. To date, Neora has sold what was projected as five months of inventory in its first 5 days of sales. The company also unveiled a streamlined and simplified sales system to support new Brand Partner growth.

“We’re thrilled with our 2025 results,” said Jeff Olson, Neora CEO. “Our focus has been on simplification for new and existing Brand Partners and excitement surrounding the launch of our new product Neo-FILLER. Our culture and the incredible reception we’re seeing at local and national events makes us confident that we’ll be able to continue this path of growth well into the future.”

Saladmaster President Inducted into DSA UK Hall of Fame

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Ayo Olasiende, Saladmaster President, has been inducted into the Direct Selling Association (DSA) UK Hall of Fame. The DSA UK Hall of Fame specifically honors individuals who make significant contributions to the growth and integrity of the direct selling sector. Olasiende was honored for his “dedication to empowering entrepreneurs” and his “transformative impact on the direct selling industry.”

“Ayo has dedicated decades to shaping, defending, and uplifting the world of direct selling,” said Susannah Schofield, Director General of the Direct Selling Association. “Through tireless advocacy, unwavering integrity, and a belief in people over profit, he’s left an indelible mark on our industry.”

At Saladmaster, Olasiende has championed a mission of inspiring healthy lifestyles and creating “meaningful opportunities for individuals” in more than 60 countries. Olasiende also cast strategic vision for Saladmaster’s expanded global footprint as a division of Regal Ware, which included the opening of the Tokyo Kitchen Studio in Japan.

“Ayo Olasiende embodies the heart of what makes direct selling so powerful: purpose-driven leadership, unwavering belief in people, and a relentless commitment to helping others achieve their fullest potential,” said Ryan Reigle, Chairman and CEO, Regal Ware, Inc. “His induction into the DSA UK Hall of Fame is not only a testament to his individual legacy, but a proud moment for all of us at Regal Ware and Saladmaster. We are honored to have Ayo on our team and are inspired every day by the impact he makes across our global community.”

Nowsite Launches Free All-in-One App for Direct Sellers and Network Marketers

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Game-changing platform delivers AI onboarding, mobile content sharing, training tools, and CRM – all free for direct sellers and companies alike

Nowsite, a global leader in AI-driven marketing and sales automation, has announced the launch of a revolutionary free app designed specifically for direct selling companies and network marketers. With over 150,000 users in 130 countries and growing fast, Nowsite is setting a new standard in digital enablement with this powerful suite of tools – now available at no cost to distributors or corporate head offices.

Built to empower both individual distributors and corporate partners, Nowsite’s free platform makes it easy for new sellers to get started, get trained, and grow their business – faster than ever.

Key Features of the Free App

This all-in-one system is completely free for both distributors and corporate head offices. There are no setup fees, no licensing, and no hidden costs – just a full-featured, ready-to-launch platform built for direct selling.

  • AI-Powered Distributor Onboarding – Guides new distributors through product education, first business-building actions, and daily routines tailored to the company’s training and priorities – not just how to use Nowsite.
  • Video Course Hosting & Training Management – Easily host, manage, and deliver company training content, accessible anytime on desktop and mobile.
  • Content Hosting & Sharing Tools – Enable distributors to instantly share marketing content across platforms, with mobile keyboard integration for seamless access in SMS, WhatsApp, Telegram, Facebook, and more.
  • AI-Powered Avatar – Trained on your company’s products, policies, and training materials to support distributors with 24/7 guidance.
  • Push Notifications & Announcements – Keep your field informed with updates auto-translated into each user’s preferred language.
  • Unlimited CRM – Organize unlimited contacts and customer information in a streamlined, distributor-friendly interface.
  • Back Office Integration (optional) – Connect sales and commission systems with custom alerts for new orders, upcoming reorders, rank advancements, and more.
  • Analytics Dashboard for Head Office – Track distributor activity, sales trends, content usage, and campaign performance to make real-time strategic decisions.

Designed for Simplicity, Powered by AI

“With this free app, we’re removing the friction from starting and growing a direct selling business,” said Justin Belobaba, Founder & CEO of Nowsite. “From onboarding to sales enablement, we’ve brought everything together into one beautiful, AI-powered platform that works for new and experienced distributors alike. And we’ve done it without creating any cost or complexity for corporate teams.”

This free offering makes it easy for companies to roll out a scalable digital solution for their field – with zero IT lift, zero licensing fees, and zero cost to head office or distributors. The entire system is managed by Nowsite, with full customization available and seamless integration into existing back office systems.

Premium Upgrades for $9/Month

In addition to the free version, distributors can unlock a suite of premium AI tools for just $9/month – including:

  • Unlimited AI-powered social media tools
  • AI-powered sales automation and follow-up
  • Compliance monitoring and customization
  • Personalized marketing support and automation

These tools have been shown to produce exceptional results, including:

  • 132% increase in social media engagement (likes, comments, posts) in 30 days
  • 80% more leads generated in the first 30 days
  • 40% increase in new customer sales within 60 days

A New Era for Digital Direct Selling

Nowsite’s free app signals a major shift in how network marketers build their businesses online. For the first time, direct sellers can launch, grow, and scale using enterprise-level tools – without the traditional barriers of cost, complexity, or technical knowledge.

With support for over 50 languages, seamless mobile integration, and rapid onboarding, Nowsite is now the digital foundation for direct sales growth worldwide. The platform is already trusted by a growing list of corporate partners, including Herbalife, The ROOT Brands, Bydzyne, and MWR Life.

To learn more go to now.site and to request a demo for your company, contact justin@now.site.

Natura &Co Reports Q1 2025 Financial Results

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Natura &Co announced its financial results for the first quarter of 2025. The company achieved consolidated net revenue of $1.1 billion, a 45.8% year-over-year increase when considering Brazilian Reais. In LATAM constant currency, that net revenue boost was 12.2%, which the company attributes to strong performance in Hispanic markets. Consolidated recurring EBITDA was $139.7 million, down 140 basis points year-over-year as a result of dilution by Avon International’s reconsolidation. Natura &Co’s recurring EBITDA margin was up 15%, an improvement from 9.6% sequentially. The company saw a net loss of $26 million.

“Following a challenging Q4-24, Natura &Co LATAM continues to advance on the Wave 2 profitability improvement path and started the year with a sound recurring EBITDA margin of 15.0% (13.9% adjusted to nonoperational impacts), as Mexico and Argentina continued their rollout throughout the quarter,” the company wrote in a statement. “On the operational front, Natura brand maintained solid performance, though slightly softer amid Brazil’s volatile macro scenario, partially offset by a still challenging environment for the Avon brand.”

Natura Brazil saw an 8.2% year-over-year improvement in revenue during the quarter, while Natura Hispanic LATAM saw a 38.4% year-over-year revenue increase.

The company stated that it was continuing to “evaluate strategic opportunities for Avon International, including a potential divestment.”  

“We are confident that we started the year with a strong note in LATAM and the current course of action will lead more benefits in the P&L and cash conversion,” the company wrote in a statement. “We also believe that our strategic investments will support growth in the future, yielding benefits in a stronger and more diversified channel and bigger and bolder innovations.”

eXp Realty Launches in Ecuador

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eXp Realty announced the official launch of operations within Ecuador. Klever Guanoluisa Torres, who previously led RE/MAX’s top-performing team within the country, will now lead the market’s operations.

Torres brings more than three decades of experience in real estate, coaching and business development and has previously trained more than 2,000 agents across Latin America.

“Klever’s reputation speaks for itself,” said Felix Bravo, Managing Director, International, at eXp Realty. “He’s a proven leader and a trusted name in the Ecuadorian real estate community. His decision to join eXp reflects the growing shift among industry leaders who are looking for a model that empowers agents through ownership, innovation and borderless opportunity.”

Torres described eXp Realty as not only the next chapter in his career, but “for the next generation of real estate professionals in Ecuador” as well.

Keeping Up with Fast-Evolving Technology

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Discover the game-changing trends modernizing direct selling shopping platforms.

Listen to this story starting at 29:04 on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

The direct selling industry has come a long way from person-to-person selling and home parties, to a focus on compensation, recruiting and early adoption of web in the mid ’90s. It has always adapted and evolved.

But when it comes to technology and ecommerce, the direct selling industry has lagged. Many companies are stuck with outdated online experiences. To thrive in direct selling today, companies need modern shopping solutions that compete with online commerce brand experiences—solutions that address the specific needs of authentic person-to-person relationships.

The Evolution of Direct Selling

The direct selling channel’s journey from personal selling to purpose-built ecommerce platforms has been challenging. This has shined a spotlight on the need to adapt to changing consumer behavior and technology.

Initially, success was based on individual interactions and in-home demos. The multi-level marketing (MLM) model further shaped the industry. The internet arrived and another evolution was needed. Early big players pioneered online engagement but struggled to find ways to keep pace with technology. Today, modern, efficient and scalable shopping experiences are critical. Unfortunately, solutions that work for a typical online brand don’t necessarily work for direct selling or the MLM channel.

Another challenge faced by direct sales is that, while technological innovation is crucial to scale and remain competitive, it can’t come at the cost of diluting focus from the most crucial elements of the business model: delivering great experiences and great products to people. Companies need to strategically integrate modern commerce and other technologies to enhance, rather than distract from, their people and products.

Unique Needs, Complex Solutions

For online commerce, the direct selling industry has unique needs that generic ecommerce platforms can’t meet. These needs can be categorized into four key areas.

1 / Global
Many direct selling companies operate in multiple markets and require solutions that can handle multimarket operations, localized payments that increase conversion rates and cross-border logistics, compliance, payments and taxes.

2 / Field
Companies must balance the complex nuances of enrollment processes with elegant sharing/commerce; manage millions of sellers; and ensure proper attribution and genealogy. These require robust and specialized systems.

3 / Connected
Seamless integration with other systems like logistics, ERP, CRM and back-office operations are key.

4 / Control
Companies need to maintain global brand integrity and create a cohesive customer experience while meeting each market’s local governance requirements.

Key Trends and Solutions

To solve for these complexities, several key trends are shaping the development of direct selling shopping platforms.

1 / Global Flexibility and Localization
Companies need solutions that offer global flexibility with market specific personalization including localized language, content, pricing, currencies and promotions. Solutions should support multi-market operations without increasing operational complexity and cost.

2 / Open API Connectivity
Breaking out of the “walled garden” is essential. Open APIs enable seamless integration with other systems, scalability and flexibility. This avoids platform lock-in where data gets trapped and reduces reliance on costly third-party plug-ins that increase operational complexity and risk.

3 / Templated Modifiable Solutions
Solutions with pre-built templates optimized for usability and conversion are a big win. These templates should be web- and mobile-friendly and help companies get to market faster, save costs and be easier to maintain. Low- or no-code solutions allow non-technical staff to manage and update the platform, making it even more efficient.

4 / Real-time Insights with Attribution and AI
Unified systems can use AI to transform direct selling. These systems can track and account for distributor activity in real-time, analyze patterns across genealogy, ranks, payouts and sales data and forecast future behavior. AI-driven insights and personalized prompts empower distributors and move from reactive to proactive, building their business without unnecessary complexity.

A Solution to Challenges

Direct selling businesses face many challenges: managing multi-market operations, localizing content, integrating systems and improving field performance.

A perfect direct selling ecommerce solution should address these challenges by:

  • Running multi-market operations that scale.
  • Simplifying control over market-by-market content.
  • Using a fully integrated and connected ecosystem via open APIs.
  • Having fast, easy-to-support replicable sites through templated control.
  • Giving exact field credit and payouts.
  • Driving AI insights and coaching to drive growth.

To truly compete in today’s world, a connected, efficient ecosystem is essential—not just for corporate success but to empower distributors with an effortless, authentic experience.

Looking Ahead

The future of direct selling shopping platforms is about providing complete integrated solutions that empower companies and their distributors. It’s more important than ever in today’s fast paced, information overloaded world to make it easy for distributors to connect with customers and teams in the spare moments they have. By focusing on efficiency, knowledge and growth these platforms are building the next generation of direct selling. 

RODGER SMITH is Head of Business Development at Exigo. Since 2002, he has brought his entrepreneurial mindset and no-nonsense, sincere leadership style to the direct and social selling industry. Rodger has built large direct selling teams himself as an independent distributor. At Exigo he continues to work on his ultimate goal: to disrupt and heal the industry from historically bad software experiences by providing best-of-breed, intuitive solutions. Rodger has advised both corporate executive and top distributors at many of the channel’s top companies.

From the May/June 2025 issue of Direct Selling News magazine.