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Bravenly Global 2024 Sales Reach $50 Million

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Bravenly Global announced that its 2024 sales reached $50 million, more than doubling its 2023 sales of $19 million. This milestone is part of a pattern of at least doubling its sales every year since Bravenly launched in 2020.

“From $1.5 million in 2021, to $50 million in 2024, our journey has been nothing short of extraordinary,” said Aspen Emry, Bravenly Global CEO and Founder. “With 80% customers, this growth reflects not only how much people love our crave-worthy products, but also the strength of our community and the passion of our incredible field leaders who are making a real difference in people’s lives!”

The company is now projecting $100 million in sales for 2025 and is preparing to scale even faster in the coming months.

The New LATAM Strategy

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Fuel success with this dominant demographic

By recent census numbers, the Latino population now encompasses 19 percent of the total US population and 26 percent of all children living in the US. By 2030, this number is expected to increase, representing one in five workers in the US. The Latin American (LATAM) market is a dynamic and growing category of consumers and entrepreneurs who are now one of the strongest growth drivers for companies both domestically and internationally. For direct selling leaders, understanding the wants and needs of this segment of earners and shoppers can translate to a significant chunk of market share and can provide insight into both the impact of the LATAM community’s buying behaviors and the cultural values that draw them to opportunities.

To respectfully engage with this demographic, it is essential to understand that each country and community has its own unique traditions and habits. There is no one-size-fits-all approach that would effectively reach this vast audience, and it’s important to remember that there are distinctions among the descriptors often used to describe this diverse group of cultures within and outside of the US. The word Hispanic describes Spanish speakers, including those living within the US and Spain, while Latinos is reserved for those living within Latin America, including Brazil, where Portuguese is the official national language.

“We call ourselves Latinos,” said Sol Flint, Nature’s Sunshine General Director of Latin America. “Colloquially speaking, we would not call ourselves ‘hispanos’ unless we were talking with an English speaker from the US, or if we were living in the US.”

It is critical to appreciate the individuality of each LATAM market, but there is also a connective tissue within these cultures, from food and dance to familial and religious values, that transcends countries and continents.

Tint Media/shutterstock.com

“Including Latinos living in their respective markets, there is no other community of this size in the world that possesses linguistic cohesion (Spanish and Portuguese) and cultural cohesion across borders,” Flint said. “The total population of Latin America and the Caribbean in 2024 was approximately 662 million people, accounting for about eight percent of the global population. Spanish is the second most spoken language globally, with over 559 million speakers in 2024, including native and non-native speakers. Portuguese ranks seventh, with approximately 221 million native speakers worldwide.”

This is key to remember. What was once considered a language “barrier” has now become the standard, as English is no longer the prevailing language.

“It’s important to understand that the majority of direct selling customers primarily speak Spanish or Portuguese in the Americas, rather than English,” said Stuart Johnson, Direct Selling News Founder and Chief Executive Officer. “And 20 percent of the US salesforce is Hispanic or Latino.”

4Life, who counts Puerto Rico, Dominican Republic, Mexico, Colombia and a number of other Central and South American countries as its key LATAM markets, sees its domestic engagement with the Latino population as one of its most important customer and distributor groups.

“Our Latin market in the United States is significant,” said Daniel Taylor, 4Life Vice President of Business Intelligence and Analytics. “Everything we do, we do with consideration of this segment.”

From Remittances to Independent Wealth

The pay gap between Latino workers living and working in the US versus those working and living in Mexico, for instance, is stark. On average, the manufacturing wage in the US is approximately $20 per hour. In the Northern Border Free Zone of Mexico, that pay drops to approximately $20 per day, and even further depending on region. For this reason, Latinos working in the US send a significant amount of money, called remittances, back to their family members each year.

In 2023, these remittances amounted to $155 billion sent to Latin America, up 9.5 percent from 2022. And in Mexico, remittances accounted for $63.3 billion (a 7.6 percent year-over-year increase), an amount that exceeded foreign direct investment and represented approximately 4.5 percent of the country’s Gross Domestic Product (GDP).

Amid this pattern, Flint believes there is a significant opportunity to empower the Latino workforce living in the US and its communities back home through business opportunities that exceed simply sending money.

“As Latinos, we have the power to drive long-term prosperity by sharing opportunities that go beyond financial aid,” Flint said. “The time is now to leverage our collective strength to create a true ‘Latinforce for good’ that is known for the prosperity we can bring through direct selling. We need to acknowledge that the tools that brought us here from our past will not take us to the future we want. We can take some of our strong core direct selling values of community, integrity, love and discipline, but the tools and the message to the younger generations must evolve.”

Tailoring Product, Price and Messaging

Company leaders finding success within the LATAM markets agree that each region has its own purchasing power and socioeconomic challenges to keep in consideration. This means wielding price sensitivity and recognizing differing values around frugality. Flint points out that Latino customers living in Latin America prioritize value and tangible benefits, while Latinos living within the US tend to be more willing to invest in premium products.

The messaging around these product offerings is equally important. Taylor emphasizes the importance of translation and interpretation, citing that 4Life is careful to remember that the way products and communications interact with sight, sound and taste can carry unique cultural characteristics depending on region.

OMNILIFE-SEYTÚ has taken care to address the distinctions between the highly segmented LATAM markets by designing content tailored for different age groups and geography. In particular, OMNILIFE-SEYTÚ’s Nfuerza platform, designed to foster a sense of belonging and community among younger generations, has played a key role for the company in supporting young Hispanic distributors living in the US.

LightField Studios/shutterstock.com

“In the US, we have achieved remarkable success, with sales growing by over six percent and recruitment increasing by 16 percent,” said Kenya Vergara, OMNILIFE-SEYTÚ Director of Global Marketing. “This growth reflects our tailored approach to addressing the diverse and evolving needs of Hispanic communities in the US, which are characterized by a rich blend of generational experiences and cultural influences.”

The US, Vergara says, demands generational and multicultural dynamics, while strategy within Latin America focuses more on community, family values and interpersonal relationships. Within each region are unique communities that require their own customized messaging. In Mexico, for instance, OMNILIFE-SEYTÚ communicates with an emphasis on family and community health, while in Brazil, the highlight is wellness and beauty.

Tailoring product, price, messaging and compliance for each individual market may sound tedious, but it is essential for creating cultural relevance and remaining in alignment with customer expectations. Language preferences, customs and local celebrations can impact the success or failure of product launches. When done well, brands communicate an authenticity that feels homegrown, rather than imported.

“We ensure our efforts resonate with the communities we serve, making our brand feel like an integrated part of their lives,” Vergara said. “Our business is supported 90 percent by LATAM. These countries are pivotal to our success.”

From the January/February 2025 issue of Direct Selling News magazine.

Gen Z Is Having a Midlife Crisis

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The proverbial midlife crisis is typically reserved for those nearing their fifties and sixties, but younger generations are now succumbing to the anxieties and pressures that come with midlife struggles. In a new study by Arta Finance, 38% of Gen Z and 36% of Millennials reported feeling that they are in crisis.

Today’s young adults are living in a radically different economic landscape than their parents and grandparents. The average cost of living has increased by 28.3% just in the past decade while wage inflation has remained stagnant, creating a domino effect of missed milestones. Early adulthood is typically a time for growing wealth and stability while accruing assets, an ideal that was statistically true for Baby Boomers, of which only 15% reported experiencing financial stress during early adulthood. But fewer Millennials are home owners, as compared to Baby Boomers during the same life stage, and the percentage of people aged 18-29 who have moved back in with their families is at an 80-year high.

This inflation-heavy market has created unmet expectations for younger generations who are seeing their dreams deferred. More than a quarter of both Gen Z (25%) and Millennials (27%) said their emotional and mental health had been impacted in a negative way as a result. Like the cliché convertible that was often tied to the midlife crises of Baby Boomers and Gen X, younger generations are turning to impulse buys fueled by social media trends to cope, when what experts say they need is financial planning, more income opportunities and long-term sustainability.

PM-International Donates €2,376,000 to World Vision

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PM-International donates €2,376,000 to World Vision to support children in need. This annual contribution helps fund vital aid programs and is part of the company’s strong commitment to social responsibility through its charitable foundation PM We Care. The latest annual donation total does not include additional direct donations and emergency aid that PM-International also provides.

For more than 20 years, PM-International has shared a strong partnership with World Vision, supporting long-term projects that create real, lasting change. The company is the largest corporate sponsor of World Vision Germany e.V. funding not just aid for individual children, but entire regional development projects. “For over 20 years, PM-International has been a strong partner, helping us create lasting change and provide children with long-term opportunities. United by our shared passion for improving lives, we combine our strengths and dedication to build a brighter future for those in need,” says Oliver Müller, Manager Events & Projects Philanthropy at World Vision Germany e.V.

PM-International’s charitable efforts are guided by a clear goal: to provide children not just with material support, but with long-term opportunities for a better future. From the very beginning, PM-International’s charitable projects have been in the hands of Charity Ambassador Vicki Sorg.  “It is part of our corporate philosophy to improve people’s quality of life. With every product purchased, our customers give “One Hour of Life” to the sponsored children. This means that a portion of the revenue from every FitLine product sold goes to the PM We Care foundation. Through our partnership with World Vision, we can implement our vision globally, as World Vision has the necessary networks and expertise in the affected regions.

Our collaboration creates synergies that allow us to deploy resources effectively and implement sustainable projects”, says Vicki Sorg. Currently, PM We Care is active in countries such as Peru, Zimbabwe, Tanzania, Bolivia, Cambodia, Bangladesh, and Nicaragua. By 2025, PM-International will extend its support to 600 more sponsored children in Vietnam, bringing the total to 6,600 sponsored children, along with their families and communities, worldwide. The company’s long-term goal is to sponsor 10,000 children, providing even more children around the world with a brighter future.

UW Named Top Energy Supplier in UK for Customer Service

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Utility Warehouse (UW) was named the number one energy supplier for customer service in the UK by Citizens Advice. This is a significant improvement over its 13th place ranking one year ago, and places UW ahead of the major energy providers British Gas, EDF, E.ON Next, Octopus, Ovo, and Scottish Power.

UW’s ranking was determined through comprehensive supplier and independent data to discern its ability to address concerns ranging from billing accuracy to customer complaints.

“Resolving customer queries swiftly and effectively is at the heart of what we do, and it’s rewarding to see our dedication making a tangible difference,” said Rob Harris, UW Chief Operating Officer. “While we’re pleased to lead these latest rankings, our journey doesn’t stop here. We remain laser-focused on delivering an even better experience for our customers and pushing the boundaries further to set new benchmarks for the entire industry.”

UW credits is ascension in ratings to its investment in cutting-edge tools, training and technology to deliver exceptional customer service. The company has also leveraged the digital capabilities of AI to support customer advisors and solve customer inquiries promptly, and its new WhatsApp channel has become its fastest-growing customer service platform since its integration less than a year ago.

Through the Lens

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Google’s updated AI-powered tool empowers online search.

GOOGLE LENS HAS INTRODUCED SEVERAL FEATURES that businesses can leverage to enhance marketing strategies, product research and customer engagement. According to Wired, Google Lens produces 20 billion visual searches a month. These AI-powered tools transform how consumers interact with products, bridging the gap between the physical and digital worlds. The “multimodal” approach means users can search with video, images and voice inputs.

Marketing and Product Discovery

With Google Lens, the ability to search with images and now videos is a game-changer for marketing. By allowing consumers to visually search for products using their cameras, companies can increase product visibility and engagement. A customer can scan an item in a store, online or at a product demo, and Lens will pull up details like price comparisons, reviews and related items. This streamlines the shopping experience and provides businesses with a direct route to consumers looking for similar products.

T. Schneider/shutterstock.com

Google Lens also enables enhanced visual advertising. Brands can integrate scannable marketing materials (posters, brochures) that link to online content, promotions or ecommerce sites. This opens the door to more interactive and engaging campaigns, making the user experience both seamless and fun.

Customer Engagement

The new video search capabilities let users interact with brands in real-time, whether by scanning products in videos or by engaging in live product demonstrations. For example, if a consumer is watching a makeup tutorial, they can use Lens to identify and buy the products featured in the video without having to leave the app. This level of interaction enhances the customer journey and keeps consumers engaged longer with branded content.

Additionally, businesses can use the new voice search feature alongside video to help users ask specific questions about products or services as they interact with visual content. This can be applied to virtual shopping assistants, interactive product displays or even customer service chatbots, increasing accessibility and engagement.

Product Research and Data Insights

Companies can use Google Lens for in-depth product research by gathering consumer behavior data. When customers scan products for information, businesses can collect insights on trending items, popular search queries or the geographical distribution of interest. For example, are customers looking for more affordable alternatives, better-reviewed products or related items?

Google Lens provides an easy way to track how well new products are performing in the market, allowing companies to adjust their strategies quickly based on customer reactions. This data can inform inventory management, marketing strategies and product development. 

From the December 2024 issue of Direct Selling News magazine.

USANA Kids Eat Celebrates 5th Anniversary

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USANA Kids Eat, USANA’s philanthropic arm, is celebrating its fifth anniversary by providing holiday food kits for children who rely on in-school meals to avoid hunger. USANA’s executive team, employees and family volunteered to pack 5,028 bags, the equivalent of 201,120 meals, and delivered them to 55 schools throughout Utah.

“A staggering one in six kids in Utah are at risk of going hungry,” said Michelle Benedict, USANA Foundation Director of Global Programs. “And from the start, USANA Kids Eat’s goal has been to address this problem. Year-round food packs help feed children during the school year, but something extra must be done to help families over the holiday break. We are extremely grateful to our local community volunteers and corporations, along with the USANA family, for stepping up to provide life-changing meals to families who so desperately need them.”

USANA has supported this mission since the USANA Foundation acquired the local charity KidsEat!Utah in 2019 and has since served 110 local schools, providing students with the equivalent of more than 2.4 million meals.

“Community is one of USANA’s core values, and the impact USANA Kids Eat has made on children and their families in our Utah community these past five years is almost immeasurable,” said Jim Brown, USANA President and CEO. “I’ve been lucky to pack and distribute food donation bags and have heard first-hand how important they are for the families who use them. I want to congratulate the whole USANA Kids Eat team for everything they’ve accomplished since 2019. The sky is truly the limit for the future.”

The Power of Payment Choice

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Transforming retail success through strategic payment optimization.

In today’s rapidly evolving retail landscape, the difference between good and exceptional business performance often lies in the details of payment strategy. A comprehensive new report from Worldpay reveals how retailers can unlock significant revenue growth and enhance customer loyalty through optimized payment solutions. Here are the key insights that every retail business leader needs to know.

Variety. Flexibility. Choice.

The research makes one thing crystal clear: payment flexibility is no longer optional. An overwhelming 94 percent of shoppers consider having multiple payment methods crucial to their shopping experience. More surprisingly, 57 percent of consumers report choosing retailers specifically based on their accepted payment methods. This represents a significant opportunity for businesses to attract new customers simply by expanding their payment options.

Digital wallets have emerged as a preferred payment method, with 68 percent of users citing convenience and 61 percent highlighting security as a primary reason for adoption. Meanwhile, Buy Now Pay Later (BNPL) continues its upward trajectory, with 66 percent of global respondents expressing openness to using it in the future.

This figure rises even higher in certain markets, reaching 92 percent in China and 83 percent in Brazil, indicating strong growth potential.

The Omnichannel Imperative

The report emphasizes that successful retailers must deliver seamless experiences across all channels. Consider these compelling statistics:

  • 76 percent of shoppers expect their transactions and personalized offers to be integrated across channels.
  • 85 percent want to accumulate and spend loyalty benefits across different shopping platforms.
  • 25 percent of shoppers indicate they would spend more if offered a great personalized experience.

This data underscores the critical importance of implementing a unified omnichannel strategy that connects online and offline experiences while maintaining consistent payment options across all touchpoints.

Optimizing Payment Performance

Payment optimization represents a significant opportunity for revenue growth. The report identifies five key areas for improvement.

  1. Leveraging sophisticated data and insights in decision-making models.
  2. Enabling local currency payments for international customers.
  3. Optimizing payment method mix based on market preferences
  4. Partnering with leading payment providers for better authorization rates.
  5. Implementing automatic card detail updates.

Notably, 73 percent of shoppers consider automatic updating of their card details important, highlighting how technical optimization directly impacts customer satisfaction.

Security and Fraud Prevention

As retail payment methods evolve, so do the associated risks. The report identifies four major types of retail fraud.

  1. First-party misuse/friendly fraud.
  2. Account takeover and phishing.
  3. Credit card fraud and card-testing.
  4. Loyalty fraud and discount abuse.

Successful retailers are implementing sophisticated AI and machine learning tools to combat these threats while maintaining high authorization rates and minimizing customer friction. The report reveals how leading retailers have achieved up to 99 percent approval rates while significantly reducing manual reviews and chargebacks.

The Critical Role of Returns and Refunds

Perhaps surprisingly, the report identifies refund processes as a crucial factor in customer loyalty. With 96 percent of shoppers rating easy refunds and returns as important, and 47 percent expecting refunds within 24 hours, efficient refund processing has become a competitive differentiator. Leading retailers are now implementing real-time payment platforms to process refunds in under 30 minutes, significantly improving customer satisfaction..

Innovation and Future Trends

The research reveals a strong consumer appetite for innovative shopping experiences.

  • 78 percent are open to using their own devices for scan-and-go payment.
  • 65 percent would consider using augmented reality for virtual try-on.
  • 55 percent express interest in live-stream shopping.
  • 53 percent are open to drone delivery.

Additionally, 85 percent of consumers expect brand ethics to influence their future shopping decisions, highlighting the growing importance of sustainability and corporate responsibility in retail strategy.

Cross-Border Commerce Opportunities

The report highlights significant opportunities in cross-border retail, with 94 percent of international shoppers expecting to pay in their local currency. However, success in this area requires addressing key consumer concerns.

  • 56 percent worry about long delivery times.
  • 52 percent are concerned about fraud risks.
  • 47 percent cite difficult returns processes as a barrier.

Retailers who effectively address these concerns while offering localized payment options stand to capture significant international market share.

Taking Action

For retail business leaders, the message is clear: payment strategy can no longer be an afterthought. It must be a central pillar of business strategy, driving customer satisfaction, loyalty and revenue growth. 

Learn more about payment optimization and explore case studies with practical, real-world examples by downloading the full Worldpay Retail Payments Performance Report.

MICHAEL MCCLELLAN serves as the Enterprise Direct Selling Strategic Sales Manager at Worldpay, drawing upon a wealth of experience exceeding 25 years in the realms of direct selling, payment solutions and international business development. His comprehensive background encompasses strategic growth initiatives, payment technologies and the global expansion of markets within the direct selling industry.

From the December 2024 issue of Direct Selling News magazine.

dōTERRA Partners with Save the Children

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dōTERRA announced a partnership with global humanitarian organization Save the Children. This new collaboration will provide thousands of wellness kits to underserved children and families throughout the US. Through this initiative, dōTERRA recently delivered 59,175 kits as part of relief efforts associated with the aftermath of Hurricane Helene.

“We are proud to stand with Save the Children in its effort of making the season a little brighter for so many in need,” said Misty Bond, dōTERRA Vice President of Corporate Relations & Philanthropy. “Providing relief kits to hundreds of families in eastern Tennessee continues the on-going efforts of doTERRA Healing Hands to aid those affected by Hurricanes Helene and Milton, as well as the tens of thousands of additional kits going to families in support of their well-being by the end of the year.”

dōTERRA will expand its philanthropic efforts by leveraging Save the Children’s reach, providing dōTERRA wellness kits to social service centers, border shelters, Head Start centers, schools, food banks and community pantries.

Gallup Poll Shows Americans Want Businesses to Stay Out of Politics

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Following a heated election, many of the loudest voices have pressured brands to make their stances about hot button issues clear. But the results of a new Gallup Poll reveal that majority of Americans don’t want to know the political preferences of the companies they interact with. Only 38% of US adults stated that they wanted businesses to take a stance on current events like climate change, mental health, DEI, immigration, gun reform and international conflicts. This percentage is on the decline from 2022, when the percentage of Americans who believed businesses should enter the political conversation sphere was almost half (48%).

Democrats were more likely than Republicans to want businesses to speak out on political topics, but more than 60% of both political parties reported that they would be less likely to buy from a brand that specifically endorsed a candidate from their opposing party. For independents, the aversion is even stronger, with participants saying they would be three times more likely to avoid products from companies that make political endorsements. In other words, when companies announce the politicians and policies they want to win, they are the ones who ultimately lose.

Where the Industry is Headed

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You’ll Find it at the intersection of direct selling & direct to consumer

To say this is a dynamic, exciting and pivotal time for direct selling is an understatement. The landscape has shifted more in the last three or four years than in the previous couple of decades. And it’s bringing us new challenges and new opportunities—how we evolve, adapt and react to those opportunities and challenges will determine our relevancy for years to come.

There are positive dynamics driving these changes. People are more open than ever to sharing products and services with friends, families and followers. Everyone is looking for additional sources of income, but they want to engage differently. Direct selling pioneered this entire business model but we’re no longer the only game in town. We’re not the only way for people to earn additional income and be rewarded for sharing.

So, let’s look at some important ways we can make sure that we stay relevant and viable in a complex, evolving competitive world.

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The Power of Flexibility

It’s time for us to be more responsive and open to the changes going on around us.

Years ago, we built carefully crafted brand worlds. The brand was the brand, and the field and individual markets shouldn’t change anything. It needed to look and sound exactly the way corporate intended. I know I was guilty of that early in my career.

Now distributors co-create the brands with us. What used to be fixed is now becoming really, really flexible. And we need to allow for the personalization and customization that makes our brands feel more authentic and relatable.

We also need to be more flexible about our stance on lifelong distributors. We still want distributors who will be with us (and only us) for the long haul, but that is not the reality in today’s world. Distributors may just be with us for a season and maybe even represent multiple brands during their tenure with us. We must get more comfortable with that.

The field of competition is changing rapidly. Social selling used to be considered direct selling’s superpower. But many direct-to-consumer (DTC) and consumer packaged goods (CPG) companies have adopted affiliate models and multi-tiered commission structures. There is a blurring and blending of the lines, driven by consumers who don’t think in terms of sales channels—they only care about convenience and availability.

Today’s consumers want to buy products when, where and how they want to. Our distributors are demanding (rightfully so) that we show up the same way. They want to be alongside other brands that aren’t even in the channel. They want us in the feed next to those other products to help build awareness and preference and help soften the beaches.

All this points to where I think the future lies, which is somewhere at the intersection of direct selling and direct to consumer. And by taking the best of both: the very personal, relational elements of direct selling and the behavioral and transactional aspects of direct to consumer, we can create something that will pioneer the next hundred years of direct selling.

The companies that do this are the ones that will win market share over the next decades.

Master the Marketing

So, with all the change we’re enduring, what does the marketing organization of today even look like? There’s a lot of different aspects to marketing. But ultimately, we can boil it down to three different areas.

The first is brand marketing. We still must have an effective brand strategy to make sure that we’ve carved out a unique spot in the marketplace. This encompasses your visuals and your voice and all the other things that distinguish your brand, your products and your opportunity.

The second is field marketing, which is absolutely foundational. We need to communicate with the field. We need to motivate them. We need to provide them with amazing tools, compelling offerings and promotions that activate them to bring in new customers and distributors.


BGStock72/shutterstock.com

Third, and somewhat overlooked, is performance marketing. First, let’s define what performance marketing is. Performance marketing, or pay-for-performance advertising, is where the purchaser pays only when there are measurable results. It seeks to drive a specific action, and advertisers only pay when that action—be it an acquisition or sale—is completed.

As direct sellers, we need to build out incredibly effective performance marketing teams. We need to not just have somebody that owns digital, but rather build a dedicated group solely focused on customer and distributor acquisition and conversion.

That’s the new muscle memory that we need to be developing in our organizations. And to date, we haven’t been very good at it. So, it’s time to get those internal stakeholders up to speed and bring in new talent and new understanding to help drive those behaviors.

With performance marketing, there’s two fuel sources: spend and content. DTC and CPG companies have large advertising budgets they can dedicate to building the awareness.

But for direct sellers, a lot of those dollars go to commissions and incentives. It doesn’t take a lot of spend to get started. And the goal is for it to be self-funding. Meet weekly with your performance marketing team and have them report back that for every dollar you gave them, you’re getting a return of $2, $3, $4 per ad spend.

It’s something you can literally watch on a weekly basis. And if the campaign’s not working, simply turn the faucet off. Develop new assets. Try new messaging. Initiate new calls to action. Then, when you’re ready, turn that faucet back on again.

A lot of risk goes away when you’re tracking it so closely. And luckily, we know day by day, moment by moment, how our performance marketing dollars are doing.

From a content perspective, make sure the focus is on the consumer, not the company. As direct sellers, we excel at talking about ourselves and our executive team, but that doesn’t matter to consumers. They want to know how we are solving their needs. So, focus content on how you are a solution for them.

Make it emotional, not transactional. No one wants to be sold to all the time. We want them to feel something—make them laugh; make them cry; educate; inform; shift their emotional state. Think of it as an emotional bank account so every time you educate or inspire, you’re making a deposit. So, when it’s time to do the hard sell, you’ve built that trust and you’re able to withdraw from that emotional bank.

Bite-Size Visuals

All content should tell stories, which is one of direct selling’s superpowers. One of the things we’ve been amazing at for 120 years is telling distributor and customer stories. There was an interesting Stanford Research Project that said stories are 22 times more likely to be remembered and to drive a sale than just facts.

We’re emotional creatures. Every purchase is an emotional decision that we then rationalize with facts. And all that great content needs to be video first—the days of the 14-minute video (which I know I’ve done many times in my career and used to be so proud of) are absolutely gone.

Six seconds, 15 seconds, 30 seconds, a minute. If we can’t tell a story about a product or our company in 30 seconds that drives someone to buy, we’re in serious trouble!

It’s fairly straightforward. Educate. Demonstrate. Entertain. Inspire. Shift their emotional state. Motivate them to action. All of this is really just shorthand for creating content that you yourself would want to interact with and see.

Recognizing Traffic Patterns

Algorithms are starting to favor paid content. They are changing every day. So, if you don’t have a paid content strategy, you must buy traffic. If you don’t have a paid strategy, you’re not going to get traffic to your website, and you’re not going to have an acquisition strategy.

I would argue that in direct selling, SEO is focused on defense, not offense. It’s more about reputation management than pulling in traffic. But I believe a lot of the dollars we spend on SEO and organic efforts would be better served on paid efforts.

One exception is influencers. Not macro influencers that do one post that has little impact. I’m talking about micro influencers, people with 10, 20, maybe 30,000 followers. My advice is to give them product. It shouldn’t cost you anything. Don’t pay for that post. Just give them free product to try and hopefully their followers are your demographic. Influencers help position your products and your brand.

The best converting ads right now are coming from user-generated content (UGC). So, if we’re talking about driving traffic—whether organic or paid—where does that traffic go? Where do you want it to go?

We must make sure we’re talking about the consumer and helping them move through that decision journey, whether it’s enrollment or buying product. Make sure your home page is optimized for conversion.

If you haven’t done that, then you should send traffic to a landing page that targets a very specific audience. Think of it like a mall. If you’re convincing someone to buy a product, you don’t just drive them to the mall and drop them off in the parking lot. You drive them to the mall; open the door; walk them to the store, put the product in their hand; and help them swipe their credit card.

That’s what landing pages and optimized home pages are there to do.

It’s our job to understand the behavior of our customers and distributors and prospective customers and distributors—and not just on our websites. We need to know where they came from and where they are going. We need to know what type of content they engage with and what products they’re looking at.

What content did they start for three seconds and then scroll away from? We can all have that information now. But if you don’t have a Google or Facebook pixel on your website, then you don’t really understand what’s going on with your customers and distributors.

And this informs our campaigns. We know how to nurture them and move them through the funnel.

Test. Learn. Scale.

The days of huge quarterly and annual campaigns where you launch them into the world and cross your fingers…those days are long gone. The new normal is daily micro campaigns. And when you have a new asset, give the algorithm about 5-7 days to see if it’s working or not. If it’s not performing, put those dollars behind ones that are.

We should always be looking to grow and deepen the relationship. When someone buys product, when someone visits the website, looks at a product, abandons a cart—they should get an email from you. This no-to-low-cost strategy is one of the best ways to increase lifetime value and drive revenue.

Bottom line? The future is direct, and the future is social.

Globally, social commerce is expected to grow three times as fast as traditional commerce to $1.2 trillion by 2025 and predicted to reach $3.8 trillion by 2030.

We must be there as well—building the brand, converting, connecting…and growing.

WAYNE MOOREHEAD has deep experience in marketing and brand strategy. Wayne’s rare blend of experience and success has shaped his philosophy on effective growth strategies, and he believes the future of the channel will blend the best of direct selling with the best of direct-to-consumer. He also hosts the DSN Direct Approach podcast.

From the December 2024 issue of Direct Selling News magazine.

USANA Malaysia Honored by Euromonitor

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USANA Malaysia was named the Top #1 Combination Dietary and Calcium Supplements Brand in Malaysia by Euromonitor International, a market analysis group. This is the sixth consecutive year that USANA Malaysia has received this honor in the combination dietary supplement category, and its first year to be recognized in the calcium supplements sector.

“Being recognized for our quality dietary supplements for six years in a row–and now our MagneCal D+ calcium supplement as well–is an incredible win for the market,” said Vivienne Lee, USANA Regional Vice President. “Quality is what makes USANA, USANA and these awards show the quality of our products and company.”