Dibblee’s breadth of experience spans over 15 years in the consumer product goods industry. His distinguished career features numerous roles of escalating responsibility, from district sales leader to executive vice president of global sales. Prior to joining Amare, Dibblee played a crucial role as a Vice President of Sales, steering $100+ million in North American sales.

“Our company is entering a new era, and Oliver is the perfect addition to our leadership team to help guide key strategic initiatives as we continue our momentum phase,” said Chief Executive Officer Jared Turner. “His ability to execute company strategy is unparalleled, and we are very fortunate to have him on board. I am confident that Oliver will significantly contribute to our success.”

In his position at Amare, Dibblee crafts the company-wide growth strategy, encompassing global programs, initiatives, incentives, sales tools, business intelligence, and analytics. He develops in-depth sales analyses and training materials and devises strategies that align with key departmental objectives.

“I am thrilled to join this dynamic team,” said Dibblee. “My ambition is to drive our strategic objectives forward, ensuring we remain at the forefront of our industry. I’m eager to contribute my insights and expertise to our long-term vision, and I’m confident we have the potential to achieve great things together.”

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The agreement between the companies includes that Zinzino takes over the rights to ACN’s European distributor database. ACN’s distributor database will be integrated with Zinzino’s existing platform. This strategic partnership for Europe is expected to create growth through the synergies that arise in the joint networks. In connection with the agreement, ACN has expressed a desire to invest USD 1m in Zinzino through its holding company Manna Holdings, LLC (“Manna”).

Zinzino said this is a strategic and important step in company’s growth plans. Since the acquisition of VMA Life 2020 and Enhanzz 2022, Zinzino has been looking for more powerful investments to maintain its sustainable, profitable growth, strengthen its distribution power, access new markets, and leverage the product portfolio in new consumer areas.

“Individual consultations and tailored solutions are the future, and not only in the health and wellness area”, said Dag Bergheim Pettersen, CEO at Zinzino. “We will do our utmost to give the network of partners from ACN a new home and we believe that this, together with 100 years of combined industry experience, will spearhead the modern, personalized shopping experience through direct selling.”

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Is it Worth It?

I recently spoke on a panel at a direct selling conference and was asked, “What is one thing that companies should consider about their compensation plans?” My answer was “Is it worth it?”

The question “Is it worth it?” can have tremendous value and impact in and out of business. Whether consciously or subconsciously, this simple question is a primary driver of human behavior.

Earnings-Per-Hour Proposition

The earnings-per-hour proposition, or in other words, how much money someone in your field makes for the time they spend on the business, has a significant impact on “Is it worth it?”. In fact, the earnings-per-hour is the biggest factor when it comes to retention of your field and is particularly critical to new representatives and to those with little or no downline sales teams.

Just earning minimum wage is not sufficient for your field. If you consider all that our sales force face, there are a lot of places they could go to earn minimum wage that would be far easier than what we are asking them to do. For most demographics, 2.5 – 3.5 times the average hourly minimum wage is a good target for new representatives to earn, as quickly as possible.

There are three main components that impact the earnings-per-hour proposition: The amount of money someone earns, the amount of time they spend, and their monetary investment in the business. It is important to evaluate each of those areas, not just one or two.

• Earnings – Ensure that you have strong rewards that can be earned at each stage of your field’s career path. The profit from customer sales can be one of the easiest ways for someone to achieve strong earnings-per-hour but is often one of the weakest aspects of a compensation plan.
• Time – Can you reduce the amount of time an individual spends on their business while netting the same results? This could include improved technology tools, skills training, marketing communication automation, and more.
• Investment – How much money does your field spend on a monthly basis for business materials, samples, website/back-office fee, hostess gifts, etc? In some cases, you may be able to improve their earnings-per-hour simply by reducing or removing unnecessary fees and providing opportunities for your field to purchase materials at a reduced cost or earn credits that can be applied towards those costs.

Manipulation

Is it worth it to your field to manipulate your comp plan by buying product to achieve a title requirement, enrolling a customer or bogus entity as a new representative to receive a bonus, or asking a downline to not qualify or worse, to quit, because it unintentionally ends up being beneficial to the upline? Is it worth it to use “join for a discount” as a primary driver for enrollment because your retail price is artificially high?

Ask yourself, “What would someone do to provide the highest reward for the least amount of work?” If the benefit outweighs the risk or effort, you will find representatives that will manipulate the plan which is costly both from a budgetary and legal standpoint. Often, a mixture of policies and comp plan rules can help minimize your exposure.

Enrollment Options

What value do you provide for individuals who want to use your products but don’t want to build a business? Is it worth it to them to be a customer or are your customer prices too high? Is there too much incentive for someone to be a representative, despite having no intention of engaging in representative behavior, that they choose that over being a customer?

Multiple enrollment options (i.e. Retail Customer, Preferred Customer, and Representative) are essential to many companies, particularly those in markets where bona fide customer sales from non-representatives are vital to the company’s legal viability. Evaluate your pricing strategy, the cost of entry for customers and representatives, and the ongoing business cost versus the benefits of each category. Put your consumer hat on and ask, “If all I wanted was to use the product, how would I feel about the different enrollment options?”

Providing multiple enrollment options is not only beneficial for legal reasons, it also has value in terms of communication strategy, training, and the time a representative spends on their business serving customers versus representatives.

By applying the measuring stick of “Is it worth it,” you will find that making effective decisions to positively impact your sales force is clearer and (hopefully) easier. In doing so, you and your field will find greater meaning and success in your business.

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ACN Korea, known as the sole provider of direct sales telecommunications and essential services in Korea, has been a Top 20 company in its sector. This acquisition brings together Neora’s innovative product range and ACN Korea’s unique market position, creating an unmatched platform for entrepreneurial growth in direct sales.

“Coming together, we are set to unleash an unparalleled synergy, combining our unique strengths to foster growth and opportunities, not only across Korea but throughout Asia,” said Robert Stevanovski, Chairman and Co-Founder of ACN.

Jeff Olson, Founder and CEO of Neora, commented, “I am thrilled to welcome ACN Korea into the Neora family. The ACN team has built an impressive legacy, and our shared commitment of ‘Making People Better’ aligns perfectly with our global mission.”

The integration process will see both companies coming together under the Neora brand. This transition underscores Neora’s dedication to fostering innovation, growth, and success in the Korean and broader Asia Pacific markets, the company said.

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In 2019, USANA opened a new foods facility next door to the company’s main office and manufacturing hub in Salt Lake City, Utah. This manufacturing plant handles USANA’s bar, gusset, single-serve, and powder blending production.

“Receiving our GFSI certification is a landmark moment for USANA and our manufacturing capabilities,” said Jim Brown, USANA president and CEO. “In the crowded health and wellness space it’s important to differentiate yourself. Receiving this certification is a great way for us to do just that. I’m extremely proud of our manufacturing and quality teams who have implemented the standards and practices necessary to pass this demanding audit.”

GFSI is a coalition formed in 2000 made up of retailers, scientists, and other members of the Consumer Goods Forum from 70 countries around the world. The goal of GFSI is to reduce recalls and provide safer, more reliable products to consumers by defining elite industry standards.

SQF is a food safety standard recognized by GFSI. It’s one of the benchmarks to meet their stringent requirements for food safety management systems. This recognition means companies implementing SQF can demonstrate compliance with GFSI’s global standards, enhancing their credibility and market access.

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The Herbalife Health and Happiness Report, based on a survey of 1,000 respondents each in Belgium, France, Germany, Italy, Poland, Romania, Spain, Turkey and the UK, looked at people’s diets, exercise habits, sleep patterns and perceived levels of happiness – with 89% of the UK considering themselves to be happy and healthy.

The survey was carried out by IPSOS and commissioned by wellness experts Herbalife.

The report revealed Brits are the happiest and healthiest in Europe. Additionally, seven in ten adults in the UK (71%) said they feel ‘happy’, ‘content’ or ‘enthusiastic’ about their wellbeing and reported exercising the most (45% state they exercise more than three times a week) – followed by Spain, while Poland and Germany ranked the lowest. The UK also claimed to have the best work/life balance at 51% – above the survey average of 46%. Interestingly, the two countries that ranked lowest in this category, France and Germany, already have ‘anti-burnout’ legislation in place. In Germany this includes capped working hours and strict rules about working on Sundays, while in France, the ‘right to disconnect’ laws have made it illegal to contact employees out of working hours.

Generational Differences

In the survey, younger people perceived themselves to be healthier which then decreased with older generations. In fact, 83% of the Gen Z demographic in the UK considered itself ‘somewhat’ or ‘very healthy’ while only 60% of Baby Boomers believed the same. Interestingly, exercise habits changed with age with gym memberships declining significantly with older age, according to the findings.

Looking at what makes us happy, there were slight differences between each generation. At 39%, Gen Z said that ‘better health’ was a key driver to their happiness, falling slightly to 34% with Baby Boomers which was 10% below the European average for this demographic. ‘A change to my physical appearance’ (i.e. losing weight) was more important for younger people, suggesting that Gen Z might also look at wellbeing aesthetically and less holistically.

Redefining Supplements

The use of nutritional supplements suggested a change in how we’re approaching wellness. A significant 74% of respondents in the UK said they used supplements for general health with 44% of the 25 to 34 age group emphasising their importance for mind and mood – a possible indication that we now see supplements as no longer solely the domain of fitness fanatics. Meanwhile, the findings also highlighted a possible lack of awareness in younger people to ‘prevent and protect’ at all stages of life.

Changing Eating Habits

Traditional eating patterns are changing. Only 33% of those polled thought that eating the traditional three meals a day was key to a healthy, balanced diet. This suggested a shift towards eating more frequently throughout the day but in smaller quantities, including ample fruit and vegetable intake, hydration and the right balance of protein, carbohydrates and fat. The data also revealed a knowledge gap about plant-based food with only 18% thinking that it could contribute to a healthy diet.

The Snacking Dilemma

The findings also highlighted the need for healthier snack options. Just 16% of UK respondents said that they stick to a healthy, balanced diet while 6% said that they rarely or never do this. In fact, one in two people polled in the UK (50%) reported they don’t eat enough fruit and vegetables, significantly more than the European average (40%).

Community is Important

Almost half (45%) of those from the UK exercised regularly (more than three times a week) which was the highest rate compared to the other countries surveyed. However, how we’re exercising appears to be changing; while the pandemic saw many of us exercising alone, post-COVID there’s been a resurgence of ‘togetherness’ with ‘connection’ and ‘community’ cited as integral to wellness. The data reinforced this, with 41% saying that they have a gym membership because they like being in a group setting and the motivation that having others around them brings, while 46% like the community aspect.

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According to Forbes magazine, Amway is among the Top 100 privately held companies in the United States. Amway ranked  #70 and was the only privately held direct selling company on the list.

Forbes began tracking private companies in 1985. There are 258 companies on this year’s private companies list, up from 246 last year. Inclusion on the list is based on having $2 billion or more in revenue from the most recent fiscal year. For 85% of list members, that means revenues for calendar 2022. Others have fiscal years that ended as recently as October 2023.

Full list of  Forbes 2023 America’s Largest Private Companies.

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The truth obviously lies somewhere, but where exactly? To shed light on this whole issue and help educate the beginners, I think we should just take a look at the real picture. Below are some facts from ten major direct selling companies’ income disclosures for 2022:

AMWAY

A typical Amway IBO’s (Independent Business Owner) average earnings in the U.S. was $850 in 2022.

32% of U.S. Registered IBOs had no reported sales, did not sponsor another IBO and did not earn any compensation.

Of those who received a payment from Amway, the top 1% earned $87,400, the top 10% earned $14,600 and the top 50% earned $3,500 on the average.

Amway IBOs at the “Founder Platinum” level made $43,500 those at the “Platinum” level $18,600 in 2022.

Click for Amway’s compensation report.

ARBONNE

An Arbonne “Independent Consultant” in the United States averaged $223 in 2022 in commissions and overrides. This group was 63% of Arbonne’s total sales force.

Arbonne District Managers’ annual average was $1,800, Area Managers’ $9,200, Regional Vice Presidents’ $34,300, and finally, National Vice Presidents earned $151,000 in 2022. National Vice Presidents made up 1% of the field force.

Click for Arbonne’s compensation report.

HERBALIFE

In 2022, about 142,000 of Herbalife’s U.S. Distributors earned money from their sales and the sales of those they sponsored. In a typical month, about 67,500 distributors earned money.

50% of first year Distributors earned more than $210 in a month. Top 10% in this group earned more than $1,800 and top 1% earned more than $7,900 in a month.

50% of all other Distributors earned more than $247/month. Top 10% earned more than $4,400 and top 1% earned more than $18,600 in a month. In 2022, the tenure of this top 1% typically ranged from 5 to 12 years.

Click for Herbalife’s compensation report.

ITWORKS!

In 2022, the average monthly income for all ItWorks! Distributors was $304. That year, 95.5% of all Distributors received income from ItWorks!.

85% of ItWorks! sales force members were at the Distributor level, averaging $87/month in 2022. Those at the Ruby level were 6% and made $660/month on the average.

Presidential Diamonds (0.3% of all) made $13,500/month and Ambassador Diamonds (0.1% of all) made $23,200/month in 2022.

Click for ItWorks!’ compensation report.

MANNATECH

93% of Mannatech’s field force in the U.S. averaged $3/month in 2022. Those at the Gold Associate level were 2% and made $44, 0.6% were at the Silver Executive Director level and earned $1,205.

Silver Presidential Directors made $14,500. 2-Star Platinum Presidential Director was the highest level of achievement, and these made $67,000 / month in 2022.

Click for Mannatech’s compensation report.

NU SKIN

In 2022, Nu Skin paid approximately $209 million in sales compensation to Brand Affiliates residing in the United States.

On a monthly basis, an average of 24% of U.S. Active Brand Affiliates earned a sales compensation payment and the average monthly sales compensation paid was $985.

“Brand Affiliates” who made up 15% of Active Brand Affiliates earned $36/month on the average. Brand Representatives (4%) made $675 and Diamond Directors (0.15%) $11,200.

Blue Diamond Directors were at the highest level (0.26%) who averaged $39,600 in 2022 in the United States.

Click for Nu Skin’s compensation report.

OPTAVIA

22% of Optavia’s Independent Coaches in the U.S. had no earnings in 2021 and 8% made between $0.1-100 annually.

Yearly average incomes of approximately 13% of coaches were between $1,000-2,500 whereas about 2% of the field force made $7,500-10,000.

Those who earned more than $200,000 made up 0.23% of Optavia’s coaches. They were in the business for 89 months on the average.

Click for Optavia’s compensation report.

RODAN + FIELDS

A typical R+F’s paid Consultant earned $366 annually in 2022.

88% of those who ordered R + F products in that year in the U.S. were strictly customers.

9% were “Product Ambassadors” and were paid between $20 and $24,550 annually. “Business Builders” constituted the remaining group of 3%. Among this group, “Developing Business Consultants” made between $20-61,900, “Evolving Leaders” $1,930-866,100 and “Advance Leaders” $207,500- 1,880,000.

Click for Rodan + Fields’s compensation report.

SCENTSY

Scentsy divides its Consultants into two groups in its earnings disclosure: Group 1 consists of Consultants who were with the company for all 12 months of 2022 and Group 2 with less than 12 months.

There were 48,300 consultants in Group 1 whose yearly average earning was $2,776 (minimum $128, maximum $1,180,000). Group 2 composed of 142,100 consultants. They were paid between $0 and $22,300 (average $228).

Click for Scenty’s compensation report.

USANA

In 2021, there were a total of 23,000 active USANA Associates in the United States. Actives are those who made at least one purchase in 2022.

USANA reports its Associates’ earnings in “net profits”. It defines net profits as “the sum of (i) all commissions, bonuses, and other compensation paid by USANA to an Associate, minus (ii) non-commissionable purchases (e.g. sales aids, welcome kits, event registrations) made by an Associate and shipping and taxes paid by Associates.

31% of USANA Associates in the U.S. did not make any net profits in 2022. 38% made between $0 and $250. 5% made between $1,000-2,000 and 0.1% above $200,000.

Click for USANA’s compensation report.

There are several significant takeaways from these figures. To me, these statistics once again show three important things:

1) It is actually possible to achieve really high income through direct selling.
2) Not everybody reaches those high levels.
3) In fact, “1” and “2” above are public information that everyone has access to.

…..

Hakki Ozmorali is the Founder of WDS Consultancy, a management consulting and online publishing firm in Canada, specialized in providing services to direct selling firms. WDS Consultancy is the publisher of The World of Direct Selling, global industry’s leading weekly online publication since 2010. Hakki Ozmorali is an experienced professional with a strong background in direct sales. His work experiences in direct selling include Country and Regional Manager roles at various multinationals. You can contact Hakki here.

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The conference was streamed live, attracting significant online engagement, garnering 848,000 viewers. The event showcased a blend of enthusiastic musical performances and captivating on-stage presentations, offering an engaging audiovisual experience.

In his keynote speech, Sammy Lee, the fourth-generation Executive Chairman of the Lee Kum Kee Group, said, “Let us become the ambassadors of trust, the KOS for customers, and advocators for the preservation of Chinese health regimen. Through every word we say and every action we take, let us build trust with our customers. I believe that as long as we are united in thoughts and actions, we will achieve our grand corporate vision and become the most trusted company for centuries to come.”

One of the highlights at the conference was the unveiling of Infinitus’ Empowerment Plan for 2024. The plan provided business partners with a clear understanding of the strategic direction and future development objectives, aligning with the company’s mission in healthcare innovation and partnership cultivation.

The conference concluded with dynamic music filling the air as attendees joined hands with the management team in a rendition of ‘Infinite Dreams’, reflecting both the successful conclusion of the event and the continuing journey of the company.

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Forbes has been monitoring America’s largest private companies since 1985. The list for 2023, comprising 258 entrants, is the largest since 2008, when the qualifying sales cutoff was $1 billion. Forbes raised the threshold to $2 billion in revenues in 2009, and it has remained unchanged since then.

In addition to being listed among the Largest Private Companies in the United States, Mary Kay has also achieved recognition on Forbes’ coveted employer list. In recent years, Forbes has  honored Mary Kay as a Best Mid-Size Employer, Best Employer for Diversity, and Best Employer for Women.

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David Chung is the founder and CEO of iLABS US and iLABS South Korea, state-of-the-art beauty innovation centers that offer R&D, turnkey product development, and exceptional finished goods to independent and leading beauty brands, and Morae Packaging, which offers quality glass, plastic, and sustainable packaging solutions for skincare, cosmetics, and fragrance. Chung is also the founder and CEO of The Beauty Bank which incubates new-to-market skincare and wellness brands.

“I am proud to join the talented executive leadership team, accomplished Brand Partners, and collective vision of Amare Global as we continue to lead the mental wellness category. With the growing demand for mental wellness solutions, Amare leads with innovative and efficacious products that support the gut-brain axis (GBX) and a healthy microbiome to support mental wellness and a balanced lifestyle,” said David Chung.

Chief Executive Officer Jared Turner added, “David joins Amare as a respected expert in his field and is well known for creating reputable companies in end-to-end research and development and innovating business operations. We are confident his expertise accelerates our strategic plan to continue to build a strong infrastructure, prioritize social selling, and drive significant growth as we build this brand, and we believe this will deliver value for our Brand Partners, customers, and incredible employees.”

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New Numbers for a New Year

It’s 2024! In an age of unprecedented access to data and AI, it’s very easy to get lost in all the data we have access to. I’m intrigued and amazed by it all, but I’m also a rather simple man. I tend to find ways to simplify and synthesize things so I can actually do something with it, while also not getting too caught up in finding 10 different ways to essentially show me the same thing.

So what numbers are you focused on in 2024?

My partner and co-founder of Strategic Choice Partners, Alan Luce, used to coach clients that, if you could only track one number to determine the health of your direct selling business, track the ups and downs of your paid-as leaders. In other words, it’s one thing to track the number of Consultants who have achieved a certain rank in your company at some point, but what really matters are the number of Consultants who actually produce at those levels each month. Typically, if the number of Consultants achieving at each level rank increases for a month, some good things happened. If not, it was probably a weaker month.

Alan was right (he typically was). There can be exception to the rule, but tracking this one number not only typically captures the trends in revenue and recruiting for the month, but also the “pulse of the field.” Nothing causes more excitement than promotions and rank achievements. And, it has an interesting ability to track not only lagging indicators, but also predictive indicators in your business.

So, let’s start with saying this: If tracking paid-as leaders each pay period is not a part of your core KPI review each month, it needs to be.

As I’ve worked with clients the last few years, I’ve also noticed my fondness for tracking some often overlooked metrics that I feel have way more impact than most that we share. I even wrote about it here a while back.  Sure, we still need to track revenue, recruiting, new customer acquisition, order counts, order averages and more. But so often some of those data points can only capture a piece of the real puzzle. When you start asking questions like “why is recruiting important?”, or “why do new customers matter?”, you can find some deeper meaning in what I think are better numbers.

So, here are three numbers I think every direct selling company should start tracking diligently in 2024 and beyond:

Consultants Who Sold to a Customer

Enrolling new Consultants into your business is always important, and always will be. But why is it so important? Where the company may run campaigns for customer acquisition, it’s just acquisition by addition. The very nature of a “Consultant” should be that they are joining as a Consultant to sell to Customers (and maybe more). So they represent customer acquisition by multiplication.

But, of course, we know not every Consultant sells to a Customer every month. Or every quarter. Or sometimes even every year. We love ‘em all, but what we really need are Consultants who sell to a Customer.

So, start tracking how many Consultants sold to at least one customer in a month. Doesn’t have to be a new customer; just any customer. Some companies call these “Active” Consultants. Regardless of what you call them, set your baseline as to how many Consultants typically act like Consultants in a month, and then put together programs and campaigns to increase that number.

Focusing on multiplication efforts over addition efforts makes sense every single time.

Here’s a twist on these numbers to consider, too:

• What percent of total “Active” Consultants on your roster actually sold this month? So, if you have 50,000 Consultants on the books, and 20,000 of them sold to a Customer this month, that’s 40%.
• How many sold to 2 Customers? 3 Customers? 5+?
• How many new Consultants sold to a New Customer? (However you want to define “New”).

Consultants Who Sponsored Another Consultant

Much like tracking how many Consultants sold to a Customer, we also need to track how many Consultants sponsored another Consultant, for all the same reasons. This number will be much lower than the selling Consultants number (and it should be). But again, you want to really track your producers, not just people who sign up with good intentions.

Here are some twists you can put on this data as well:

• Track it quarterly as well as monthly; for most Consultants, sponsoring once a quarter is still very reasonable and denotes a high level of involvement.
• What % of your total Consultant roster sponsored this month?
• How many new Consultants sponsored a New Consultant?

# of Customers Who Placed Their Second Order

Customer Acquisition gets so much attention. But what does one order get us, really?!? What we really need to do is turn that acquisition into repetition. So much goes into getting new customers, and we so often completely drop the ball when it comes to retention. Start tracking how many Customers place their second order.

In the work I’ve done with clients, just getting more second orders from a new Customer can lead to thousands, even millions in new revenue.

Once you start tracking this metric, you’ll be shocked just how much it will shape your sales and marketing efforts moving forward. And the cost for the second order it normally way less than the first, in terms of total effort and investment.

We all love third, fifth, tenth orders, but none of that happens until you get the second. Focus way more on getting the second order from your new customers and watch what happens.

Where Do I Start?

Ready to get going? Here’s a simple place to start:

• Figure out how (and who) will track these new metrics.
• Backdate these new metrics for each month in 2023 to serve as your baseline.
• Set aside 30 mins each month to review your numbers, comparing them to last year, and make decisions on how you can improve them in 2024.

I’d love to hear about your results. Just think of what 2024 could like if more Consultants sold and sponsored, and more Customers came back and ordered more.

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