2017 Best Places to Work in Direct Selling

by Courtney Roush

4 Signs
4 Signs

Click here to order the April 2017 issue in which this article appeared or click here to download it to your mobile device.

“Most people think trust is earned. Here, trust is granted. We wouldn’t have hired you if we didn’t trust you.”

These very words are spoken by Xyngular CEO Russ Fletcher to new hires during the company’s new employee orientation sessions, presented by the four members of its executive team. At Xyngular, one of this year’s Best Places to Work in Direct Selling (see special award supplement included with issue), that statement sets the tone for what’s to come: a culture and a host of perks and benefits that convey an implicit message of trust, a key component of employee engagement. So what kind of impact does it have when an executive not only takes the time to personally welcome a new employee, but also makes a declaration of trust right out of the gate? For starters, a 97.7 percent employee retention rate.

Employee engagement: It’s both a simple concept and a complex dynamic. On the surface, employee engagement refers to satisfaction and happiness, but it is so much more than that. It’s a science that puts hard data around “soft” variables like emotional investment and intent to stay. Examine any high-growth company, and you can count on finding employees who believe their opinions are heard, who know specifically how their jobs contribute to the company’s objectives, who have access to professional development opportunities, and who feel valued by leadership. All too often, a company first learns of an employee’s disengagement with a resignation letter. Earlier intervention through better onboarding, mentoring, professional and personal development, recognition and occasional, but regular, touchpoints with senior leadership could have made a difference.

Engagement is a critical topic because, according to our third-party vendor and research partner Quantum Workplace, which conducted surveys and compiled findings for the 2017 Best Places to Work in Direct Selling contest, those perceptions are directly tied to a company’s bottom line.

For more than 10 years, Quantum Workplace has been conducting in-depth surveys with organizations throughout the world. Along the way, a consistent theme has emerged from their findings: Companies with higher employee engagement see better retention, better productivity, better profits. Based on that knowledge, Quantum, through its in-depth research, has revealed some of the primary drivers of engagement, along with factors that can diminish it.

When we speak of employee engagement within direct selling companies, the contributors and detractors really don’t differ from the business world at large. However, it’s important to note the effect of employee engagement on our ultimate customer: the independent salesforce members we serve. It stands to reason that happier employees mean a happier independent salesforce.

The continued growth of the direct selling channel has created an exciting climate in which talented candidates have …

Click here to read the rest of the article at Direct Selling News.




DSN Announces the 2017 Best Places to Work in Direct Selling

Building on the positive results from its inaugural year, Direct Selling News has partnered once again with the employee engagement experts at Quantum Workplace to identify the Best Places to Work in Direct Selling. The contest was open to all direct selling companies headquartered in North America and having at least 50 employees.

The 2017 honorees for the Best Places to Work in Direct Selling are listed below in alphabetical order. All of these companies are equal honorees and are recognized collectively as the Best Places to Work within the direct selling channel.

Click here to view the honorees.


Direct Selling News Announces the 2016 Best Places to Work in Direct Selling

For the first time ever, Direct Selling News has partnered with the employee engagement experts at Quantum Workplace to identify the Best Places to Work in Direct Selling. The contest was open to all direct selling companies headquartered in North America and having at least 50 employees.

The 2016 honorees for the Best Places to Work in Direct Selling are listed below in alphabetical order. All of these companies are equal honorees and are recognized collectively as the Best Places to Work within the direct selling channel.

Click here to see the list of honorees.

The Future of Direct Selling in the U.S.

by Andrea Tortora

Click here to order the October 2015 issue in which this article appeared or click here to download it to your mobile device.

Direct selling in the United States is undergoing a transformation fueled by innovative approaches rooted in classic business practices. The power generators leading the way for direct selling as a channel of distribution can be found in what Direct Selling News has identified as the upper middle market: those companies with annual sales roughly between $300 million and $1 billion.

Because most direct selling companies are privately held and many decline to disclose their financial results, it is difficult to create a definitive list. Our research honed in on a group of more than 30 U.S.-based companies, most of which are experiencing significant growth. Some of them are on the cusp of reaching $300 million, and some likely have recently passed the $1 billion mark. But together they are critical to direct selling’s competitiveness and future. They tend to be among the fastest growing when it comes to revenue, and they account for a large slice of the job creation pie.

An in-depth analysis of this group reveals a high level of consistency when it comes to executing on key common strengths. The ability of these companies to focus in on products, customers, serving their salesforce and creating a culture that reinforces a sense of family put them on track to shape the future of direct selling in the U.S.

Companies emphasize each area in different ways, but in general these leaders:

  • Harness data. The upper middle market knows how to mine the data it has to gain insights that lead to more and better sales. Executives train leaders and consultants to use data to open doors that might otherwise remain closed.
  • Stay true to classic business practices. Technology and social media do not replace person-to-person interactions, they complement them. Upper mid-market firms build relationships with customers that maintain the consultant-client affiliation but also allow the customer to have a connection with the company itself.
  • Use compensation plans that span all levels of engagement. To cultivate trust and long-term relationships, comp plans are created to appeal to new customers, product enthusiasts, fierce advocates and influencers—all the way up to the entrepreneur who is all in. Payments also follow a more modern schedule.
  • Foster an entrepreneurial spirit. Consultants are allowed and encouraged to go far with personal marketing (think YouTube videos) while maintaining brand identity. Companies deliver superior and frequent training and messaging to make this happen.
  • Maintain a laser-focus on selling. The sale of a product, a group experience or an opportunity all lead to more sales, which generate positive results.

No matter the specific approach, one thing all upper middle market companies excel at is …

Click here to read the full article at Direct Selling News.



2015 DSN North America 50 List

The DSN North America 50DSN Announces the 2015 North America 50!

This marks the sixth year for the Global 100 list of top direct selling companies in the world, and we would not be Direct Selling News if we did not continually strive to raise the bar.

That is why we are pleased to share with you a new component of the project this year: The North America 50. As a subset of the Global 100, this list draws attention to the most significant players in one of the world’s largest direct selling markets.

As DSN embarks on the annual research for the Global 100, we continue to refine the process as we identify the largest companies and acknowledge their achievements while bringing attention to the magnitude of the direct selling industry as a whole. Within that context, the impact that North American companies have on the global marketplace as well as on those that buy and sell through this channel cannot be overstated.

The following contains the North America 50 ranking for the 2015 DSN Global 100 (based on 2014 revenues). Both lists will be published in the June issue of Direct Selling News.

2015 Rank

Company Name

2014 Revenue

1 Amway $10.80B
2 Avon $8.9B
3 Herbalife $5.0B
4 Mary Kay $4.0B
5 Tupperware $2.60B
6 Nu Skin $2.57B
7 Ambit Energy $1.50B
8 Primerica $1.34B
9 Stream Energy $918M
10 Shaklee $844M

Click here to see the rest of the DSN North America 50 List.

90 Days of Direct Selling – Day 79


Team National Inc.

2013 Net Sales: $332 million

Country: USA

Team National provides membership savings on products and services in more than 20 industries, including factory direct pricing on home furnishings and more.


2012 Rank: 43
2012 Net Sales: $301 million
Sales Method: Person-to-person
Compensation Structure: Multi-level
Products: Clothing and accessories, cosmetics and personal care, food and beverage, home décor, kitchenware and appliances, services, wellness
Markets: 1
Salespeople: 390,000
Employees: 53
Headquarters: Davie, Florida
Executive: Angela Loehr Chrysler
Year Founded: 1997
Website: http://www.bign.com




Telecom Plus

2013 Net Sales: $1.10 billion

Country: United Kingdom

Operating primarily as the Utility Warehouse Discount Club, Telecom Plus provides landline phone, broadband, mobile phone, gas and electricity products and services to over 500,000 customers across the UK, as well as offering club members a range of opportunities to save money on other household expenses.


2012 Rank: 15
2012 Net Sales: $892 million
Sales Method: Person-to-person
Compensation Structure: Multi-level
Products: Landline phones, broadband, mobile phones, gas, electricity, cashback card
Markets: 1
Salespeople: 42,500
Employees: 730
Headquarters: London, England
Executive: Andrew Lindsay
Year Founded: 1996
Stock Symbol: TEP—LONDON
Website: www.utilitywarehouse.co.uk

Start Me Up: How Starter Kits Write the Recipe for Success

by Barbara Seale

Click here to order the April 2014 issue in which this article appeared or click here to download it to your mobile device.

Take a cup of confidence, a big scoop of knowledge and a healthy dash of enthusiasm. Mix them together with care. That’s all part of the recipe for creating a consultant who gets off to a strong start and then sticks around, building an ever-expanding business over many years.

Direct Selling NewsNo matter what type of company you run or product or service you offer, that’s what you want for your consultants. One of the first key ingredients that delivers knowledge, helps create confidence and stokes that enthusiasm is a great starter kit.

In addition to what’s included, a starter kit serves several basic functions: It reinforces the rookie’s decision; it provides basic information on products or services; and it spells out the specific steps the new recruit must take to begin to make sales and build a team.

While a few companies are testing an exclusively online kit, most put a physical kit in their new recruit’s hands and then supplement it with online elements. It reinforces the company’s brand, and it also does something else important. It helps that newbie convince her spouse and family that her decision was smart and legitimate.

One of the industry’s top starter-kit experts is Paul Adams, Senior Vice President of Strategic Marketing for SUCCESS Partners. Adams has analyzed hundreds of kits in order to help clients develop the right one for their needs, and he has developed strong, clear opinions about them.

“My philosophy on this is pretty simple,” he says. “First, the kit has to resell and validate the person’s decision to join the company. Second, it has to allow the person to make the spouse or significant other feel good about it. And third, it has to create action and belief.”

Adams emphasizes that starter kits should not provide intense training that the new person won’t need for months into the business. He says, “Start with Day One. Help the new person get some ‘check marks’ to show that he or she can do the business. Then create repeatable behaviors.” Adams advises that a starter kit should be just that—a start—taking the new person into their business about 30 days. Additional training material can be added after that.

“First, the kit has to resell and validate the person’s decision to join the company. Second, it has to allow the person to make the spouse or significant other feel good about it. And third, it has to create action and belief.”
—Paul Adams, Senior Vice President of Strategic Marketing, SUCCESS Partners

From ‘I Don’t Know’ to ‘I Got This’

“Univera grew double digits last year, and I attribute a lot of it to the starter kit.”  —Randy Bancino, President and CEO, Univera

“Univera grew double digits last year, and I attribute a lot of it to the starter kit.”
—Randy Bancino, President and CEO, Univera

A starter kit is really a lifeline for the new consultant. It provides a glimpse into the culture of the company and makes the new recruit feel included in it. It also transforms the momentum and interest that caused the newbie to join the company in the first place into action that launches a successful business.

New recruits are often excited, but also scared when they begin their businesses, simply because owning a very real business is both exciting and scary. A good starter kit can extend the excitement while also reducing the fear, supplying the new recruit with more room to succeed at the beginning basics. A starter kit is also a company’s initial opportunity to create and control the messaging and systems that are provided to the new consultant, outlining and modeling their best practices.

Many companies also use this opportunity to include personal development ideas and materials in the kit that can help with the mental and psychological challenges a new person faces when launching a new business. Belief in oneself and one’s ability to actually succeed has proven to be as critical a factor as knowing what to do.

Companies that emphasize personal development as a part of their overall consultant training program report that it leads to increased motivation, decreased attrition and often higher profitability.

Many direct selling companies follow those general guidelines, customizing their kits to fit their culture and their needs. Four of them shared their starter kit experiences and philosophies with Direct Selling News for this feature.

Expert Advice

There’s no substitute for experience, so when direct sellers want to upgrade their starter kit, they turn to the people who use it every day and know what works: consultants. At every company that spoke with Direct Selling News, initial development of new starter kits, plus any subsequent revisions, was done in collaboration with consultants.

Team National craftily used sales leader volunteers to help develop its new kit.

“If they volunteer, then they’re passionate about whatever committee we’re putting together,” explains Angela Loehr Chrysler, President and CEO of Team National. “We got a mix of leaders who were new to the highest level, but are still in the trenches and still helping their new team members when they get welcome kits. They are still hands-on. Then we also got a couple of seasoned leaders who wanted to be in on it. They answered the question, ‘What are the top five things I would want in a kit.’ ”

She added that the process wasn’t time-consuming. Five field leaders were involved, along with corporate staff. Most of the planning was accomplished in three conference calls.

While PartyLite has never completely overhauled its kit, it does update it twice a year when it introduces new products and catalogs. It routinely consults with a Field Advisory Team to make sure that the changes it makes to the kit over time are meeting their needs. PartyLite’s goal in the kit is to direct the new consultant toward the actions that will build a business—booking parties immediately, accumulating customers and growing a team.

“We are directing her to the fundamentals that are key, and if repeated, build a long-term sustainable business and income for the consultant,” says Karen Conkey, Vice President of Sales at PartyLite.

Univera also relied on its Field Advisory Board as it developed its highly successful new starter kit. Univera President and CEO Randy Bancino notes that because those board members work face to face with new recruits and customers daily, Univera relies on their feedback. It was key when the company revised its presentation brochure, for example.

“We made changes in the presentation brochure due to Associate feedback,” he says. “It’s one of the most effective tools they use as they introduce others to Univera.”

Univera’s Field Advisory Board reviews its starter kit quarterly, and the company typically changes it around once a year to keep the contents current and reflect new products. New incentives are often reflected in the kit, too.

USANA routinely talks with key leaders in each market to find out whether improvements need to be made in the kits and to determine what is working well to help new distributors get off to a positive start. Doug Braun, Chief Marketing Officer at USANA, says that the company empowers sponsors to work closely with their new recruits as they learn and to communicate any needs that aren’t being adequately met. Changes to the kit typically are introduced yearly at the international convention.

Fuel for Growth

At wellness company Univera, executives developed a new starter kit about two years ago as part of an overall rebranding effort. President and CEO Randy Bancino is proud of the kit and its effectiveness. He says he hears lots of wows about the result.

“It’s impressive, simple, elegant, and it does a nice job of reflecting our theme of vitality and energy,” he says. “Univera grew double digits last year, and I attribute a lot of it to the starter kit.”

Univera intentionally keeps the kit simple, carefully providing enough information and tools to equip new consultants, which the company calls associates, but not overwhelm them. He describes the approach as “the beginning of the conversation—not the whole thing.” It walks new associates through their first 30 days with Univera, providing specific action steps they need to take to get off to a strong, successful start.

The $40 kit contains a welcome letter from Bancino; a Power Up Your Life brochure, which summarizes the Univera story; a getting-started guide that describes specific actions the new recruit should take during the first 48 hours and then the first 30 days; a product catalog; and five opportunity DVDs and brochures the new associate can use to prospect. Also included are forms, such as the associate agreement, price list and customer order forms. Many components are also available online, such as the videos and forms, but Bancino emphasizes the value of having a hard copy to make that all-important first impression. The kit doesn’t contain product samples, but about 80 percent of new associates purchase a starter pack of mini-products and samples. The starter packs are available in several sizes with varying combinations of products and quantities.

While Univera typically ships the kit to the new recruit when they sign up, Bancino notes that experienced associates often keep kits with them to immediately place in the hands of a new recruit, helping them to get started on their new business right away.

Don’t Mess with Success

While Univera launched an entirely new kit in conjunction with a company rebranding effort, PartyLite has used its basic kit since the company was born in 1973. Don’t think that the kit’s longevity ages it, though. The company reviews and revises the kit every six months as it produces new product catalogs and spotlights new products.

PartyLite’s $99 kit prepares the new consultant for her first 90 days in business, focusing even more tightly on the first 30. Leaders sometimes keep kits on hand to give to new recruits. If not, the kit arrives in four or five days. It includes the key categories of the product line of candles and accessories, as well as items such as hurricanes, flameless ScentGlow® warmers, candles and products that are exclusive to PartyLite. Along with the assortment of products, new consultants also get support tools—a guide that introduces them to the product line, a booklet on the key aspects of the business, order forms, catalogs, reminder cards and other literature. Items in the kit are all intended to be used as business tools, rather than products to sell.

“The kit contains enough materials for more than their first party,” explains PartyLite Vice President of Sales Karen Conkey. “They may need more catalogs and candles during the first 90 days, but we have incentives that feed them tools and products. As they do business during that first 90 days, they can re-stock for low or even no cost.”

While the kit contains ample materials to take the new consultant through her first 30 days—what PartyLite calls the Brite Start Period—online training and clear communication equip her with knowledge that builds confidence. Profit from the consultant’s first party typically pays for her first party, and PartyLite’s online learning system helps that party be successful. Conkey says she is proud that the company clearly communicates the three exact, simple steps that are essential for success. And they work hard on the KISS imperative—Keep It Simple, Sweetie.

Online Reinforcement

“Consultants can connect to our online Learning Center easily to learn how to support those three steps,” Conkey says. “Simplicity isn’t an innovation, but when you force yourself to simplify the business, it’s easy for a consultant to understand. And the farther geographically a new consultant lives from their leader, the more important it is to be very simple. It’s an ongoing quest for our business—always simplifying things to make it easy to understand the business and earn income as early as possible.”

Consultants who need additional materials quickly will find them online, where they also can place orders and send email party invitations linked to their personal replicated website. Customers can also place orders through the consultant’s website.

At membership services company Team National, a new starter kit recently replaced one they had used for eight years. Team National had tweaked the welcome kit from time to time but had stuck with the basic kit. It was time for an overhaul.

“Our update recognized that people are looking for information differently today than they were when the kit was initially developed.” —Angela Loehr Chrysler, President and CEO, Team National

“The update recognized that people are looking for information differently today than they were when the kit was initially developed,” notes President and CEO Angela Loehr Chrysler. “And the new design on the outside of the box makes it look fresh, more contemporary.”

Team National doesn’t sell products. Instead, it sells memberships that let members save money on products and services from more than 20 industries. The key element of the kit, the Get Started flyer, spells out in four steps exactly what the new recruit must first do to save money. Then six additional bullets explain what they do to earn money. A 28-page Game Plan book provides more in-depth analysis for those who want more detail. The kit also includes audio training, recruiting CDs and DVDs to hand out or show, and a special insert on accessing and using Team National’s social media and apps. Chrysler points out that the special insert is a different size than other pieces so that it stands out and new recruits review it first, giving them quick access to online business tools.

Quick Welcome

“We have a target for our costs in terms of product, literature and tools, but we balance that with what the new consultant needs to do to earn income.”  —Karen Conkey, Vice President of Sales, PartyLite

“We have a target for our costs in terms of product, literature and tools, but we balance that with what the new consultant needs to do to earn income.”
—Karen Conkey, Vice President of Sales, PartyLite

Within 24 hours—often within an hour—of the time a new Independent Representative joins Team National, he or she receives an email welcome that includes an I.D. number that provides access to the content of some materials, such as the Get Started flyer. The email describes what will be in the physical welcome kit and how to get started even before it arrives, which is typically in three to 10 days, depending on where the consultant lives in the country.

Chrysler notes that the Get Started information had previously been only online. “The reality is, they wanted something in their hands, and we decided that the expense was worth it,” she concludes. “The irony of the new Get Started flyer that’s in there now is that our leaders suggested it four years ago, and we had never taken time to create it.”

Nutrition company USANA launched its current starter kit in August 2012 at its international convention. The kit was part of the company’s 20th anniversary corporate rebranding initiative. It was a giant leap, design-wise. The company transformed the kit from a plain, brown packing box to a highly designed, strongly branded box.

“We believe this change makes a strong impression with our new associates when they receive it,” explains USANA Chief Marketing Officer Doug Braun. “A goal of the starter kit was that it worked hard to connect the new associate with the brand.”

In addition to its five-step Getting Started checklist, product information, a welcome letter and several forms, USANA also includes personal development materials on audio and DVD, and a wealth of prospecting materials, including a sheet of business cards and a window decal that signal the new associate’s pride in being part of the company. While USANA’s kit details the important steps a newbie needs to take to get off to a successful start, the kit isn’t intended to be used during a specific timeframe. Instead, it provides the initial tools he or she will need, reinforces their decision, and sets the stage for retention.

“The starter kit is generally a company’s first physical contact with a new associate, so it was important to us that our starter kit was an accurate reflection of the brand the new associate just joined,” Braun notes. “From a content point of view, it was important that a new associate had tools and information to get started immediately. We wanted the kit to be welcoming and helpful and to provide guidance and tools to truly get their business started. By adding personal development pieces, we filled a gap from our previous kit. As we know, personal development is a key to understanding how to succeed in direct selling and to keep yourself, as a new distributor, motivated and focused on staying with it.”

The company doesn’t include any routine paperwork in the kit. Instead, it puts forms and easily printable materials at the Associate’s fingertips online.

Does it Work?

But no matter how beautifully a kit displays the brand and how many wows management hears about it, the key question is still this: How effective is the starter kit? How does a company know whether the kit is doing its job?

“The starter kit is generally a company’s first physical contact with a new associate, so it was important to us that our starter kit was an accurate reflection of the brand the new associate just joined.”
—Doug Braun, Chief Marketing Officer, USANA

Most companies informally ask field leaders to appraise their starter kit’s effectiveness. Univera and PartyLite do that, too, but they also have more formal assessments.

Univera annually surveys its field on a variety of topics, including the effectiveness of its starter kit, and they do a quarterly qualitative analysis. They also track the sales of starter packs of products, which are heavily used by new recruits.

PartyLite collects qualitative comments from its Field Advisory Team, and it tracks the results of new consultants, too. They keep an eye on the number of parties new consultants have held, as well as the average sales at those parties. Then they follow up with surveys and focus groups.

“By talking to new consultants through surveys we gain information and data points that point us in the right direction,” Conkey says. “Then we hold focus groups with new consultants when we’re in the field to get feedback and more qualitative information.”

PartyLite’s philosophy about the cost of a starter kit—as well as the training a new consultant needs to get started—were representative of each company that spoke with Direct Selling News, no matter the company’s product line. In every case, they strive to provide the tools the new recruit needs to get started, but the fee for the kit covers its cost.

Conkey explains: “We have a target for our costs in terms of product, literature and tools, but we balance that with what the new consultant needs to do to earn income. It’s about what the products should be for them in order to have good parties and to be able to book future parties. We go through a very detailed process to get to the kit every time we create a new one. In the business we’re in, the visual appeal of products is extremely important—how they look together, how they photograph together, how a consultant shows them in the best light.”

The cost of a starter kit covers a wide range—beginning as low as $10 and climbing to a few hundred—though most seem to come in around $99. Regardless, the kit is a living, breathing piece of the business, a starting point that should change and be refreshed based on the reaction in the field. The best kits provide clarity, build action and provide materials that support that action.

2014 DSN Global 100 List

DSN 100

Since 2004 Direct Selling News has been dedicated to telling stories focused on relating the opportunities direct sellers provide to millions of independent business owners around the globe. So it seemed only fitting for DSN to further recognize the industry by compiling a comprehensive list, starting in 2010, of the top direct selling companies in the world.

The DSN Global 100 list offers a unique perspective on the global impact of the industry on economic and social realms. It provides a range of mutual learning not only for industry members but also for researchers, investors and—most important—those seeking opportunities within the industry. In an effort to support transparency and verify authenticity, DSN implemented a new standard for the 2011 ranking, which we have continued each year since: the Revenue Certification Form (RCF). In addition to an updated profile, each company is asked to submit an RCF signed by the CEO and CFO or designated agent. Some privately-held companies choose not to participate in the Global 100 process, and therefore do not appear on this list. We encourage all companies to submit the required forms. We thank all the companies that willingly participated in our survey as well as our dedicated team of researchers who helped us present to you the remarkable achievements of direct sellers around the globe. The following contains the ranking for the 2014 DSN Global 100 (based on 2013 revenues), our annual list of the top revenue-generating direct selling companies in the world. The list is published in the June issue of Direct Selling News.

Click here to celebrate your company’s achievement with customized recognition prints.

2014 Rank

Company Name

2013 Revenue

1 Amway $11.80B
2 Avon $9.95B
3 Herbalife $4.80B
4 Vorwerk $3.70B
5 Mary Kay $3.60B
6 Natura $3.20B
7 Nu Skin $3.18B
8 Tupperware $2.67B
9 Belcorp $1.96B
10 Oriflame $1.95B
11 Primerica $1.27B
12 Ambit Energy $1.20B
13 Telecom Plus $1.10B
14 Stream Energy $867M
15 Yanbal $848M
16 Miki $783M
17 Thirty-One $763M
18 Blyth (PartyLite and ViSalus) $750M
19 USANA $718M
20 ACN $700M
21 New Era $678M
22 Market America $547M
23 Amore Pacific $520M
24 Forbes Lux $489M
25 Scentsy $485M
26 AdvoCare $460M
27 It Works! Global $456M
28 Noevir Holdings $455M
29 Isagenix $448M
30 COSWAY $440M
31 YoFoto $428M
32 Arbonne $413M
33 Better Way $407M
34 Nature’s Sunshine $378M
35 For Days $376M
36 Apollo $340M
37 Team National $332M
39 Team Beachbody $328M
40 LR Health & Beauty Systems $323M
41 4Life $300M
42 Longrich $292M
43 PM-International $284M
44 Neways $280M
45 Viridian Energy $267M
46 Jeunesse $257M
47 North American Power $256M
48 MENARD $255M
49 Southwestern Advantage $253M
50 Elken $233M
50 Origami Owl $233M
52 Take Shape For Life $229M
53 Vemma $221M
54 Nerium $219M
55 LG Household & Health Care $215M
55 Organo Gold $215M
57 Naris Cosmetics $214M
58 Charle $208M
58 LifeVantage $208M
60 Pro-Health $204M
61 CUTCO $200M
61 HEIM & HAUS $200M
63 Naturally Plus $199M
64 Rodan + Fields $196M
65 WorldVentures $195M
66 Family Heritage Life $192M
68 Huis Clos $184M
69 GNLD $178M
70 Mannatech $177M
71 Giffarine $176M
72 Enagic $170M
73 Diana $166M
73 BearCere’Ju $166M
75 Hy Cite $164M
76 Plexus $160M
77 Princess House $154M
78 Gano Excel $150M
79 Zija $144M
80 KOYO-SHA $141M
81 Zhulian Marketing $127M
82 Univera $118M
83 Nikken $115M
84 5LINX $112M
85 Vision International People Group $96M
85 Arsoa Honsha $96M
87 New Image $95M
88 Nefful $94M
89 Youngevity $86M
90 Akasuka $83M
91 Tastefully Simple $79M
92 Kleeneze $76M
94 Chandeal $72M
95 Momentis $71M
95 Seacret $71M
97 Ion Cosmetics $70M
98 Reliv $68M
99 CVSL $65M
100 Zurvita $63M

Click here to celebrate your company’s achievement with customized recognition prints.

The Most Influential Women in Direct Selling

by Beth Douglass Silcox

Order reprints of Angela Loehr Chrysler’s profile here.

Team National Products
Team National

Angela Loehr Chrysler
President and CEO, Team National

As a woman, Angela Loehr Chrysler trusts her heart and instincts and believes in herself. “Women often feel they can’t have a heart or emotions in business, and they try not to have these feelings,” she says.

“I think we as women need to embrace the gifts we are given just like we need to appreciate the gifts men are given.”

When a female follows in the footsteps of a male CEO, as Chrysler did upon the passing of her father—Team National Founder Dick Loehr—transition includes both personality and gender differences. “There are things that you do differently,” she says. “There’s a comfort level, and sometimes there are things you would say man-to-man that you wouldn’t say man-to-woman and vice versa.”

Men are usually the dominant leaders of Team National businesses. To successfully navigate relationships with the many men in her sales field and at the home office, Chrysler looked to an unlikely resource, a book called Love and Respect, intended for married couples. “There’s a similar dynamic. When you are married, you have to show respect to your husband. I applied this idea to my relationships at Team National. Once I focused on showing them respect and giving them respect that really helped my relationships with them and showed them how I felt,” she says.

Angela Loehr Chrysler, President and CEO, Team NationalIn so doing, Chrysler fostered an open communication style that allows both men and women an opportunity to offer their strengths to the company. Her servant leadership style has been important to the company’s team culture and overall growth.

“I want to be the one who is serving and trying to grow as a leader, trying to develop the people around me, trying to help them have opportunities for feeding their strengths,” she says.

Sometimes this means Chrysler must step back from responsibilities that no longer make sense for her role in the organization and use the opportunity to identify someone else’s strengths to bolster their skills and help them grow.

A person’s value to an organization, she says, depends upon how much he or she has to give, and personal development is much like money management. “You need to be able to manage $5 before you can manage $500. You might start out reading one personal development book a year, but you can increase that. As you do, you become more valuable, and you’re an asset to any organization.”

No matter the role within the company, she stresses, “Never underestimate the power of growing yourself. Too often people do underestimate the power of doing it today!”

Chrysler’s intuitive skill to zero in and find the path to make something happen is one of her greatest strengths, but those details she loves can bog her down when big thinking is in order. “I don’t necessarily need to be focused on the details every day anymore. It’s not necessarily what’s best for me to do. Allowing someone to take on those roles has really helped me to see other areas that I’m good at,” Chrysler says. It takes time and practice stepping back so others can step forward, and still once in a while she admits to her team, “I was building the clock. I wasn’t telling anybody what time it is.”

Ultimately though, it is this CEO’s job to tell the rest of the team “what time it is,” and for Team National, 2014 is a year focused on analytics. “Although we have done it in some areas effectively, we have not been consistent throughout every aspect of our business in every department,” Chrysler says. Data paired with sales field discussions will “help us learn more and be a better company. The best way that we can support people is if we continue to learn what it is they want.”

Angela Loehr Chrysler’s personal development secrets and advice…

The Maxwell Leadership Bible (by John Maxwell) helps me grow my faith, and in business I see things in a different light.”

“Monthly calls with top leaders, blogs and writing newsletters—all those aspects of communicating in your field—make you a better a leader. They make me do my personal growth, even when I get busy, because I know it’s part of what I need to be giving to my team.”

Team National

Team National provides membership savings for both businesses and families for a wide variety of products and services, including factory direct pricing for home furnishings and some 20 other industries. Dick Loehr started a benefits package company in 1997 and later merged it with a direct selling company to form National Companies, headquartered in Davie, Fla.

Minor changes in Team National promotions triggered quadruple results in 2013, which in turn caused double-digit growth in membership sales for the year. “We find when we focus more nationally—on the big picture, the whole company, the whole U.S.—we provide value in our membership sales, and that provides great growth, which benefits the whole sales field,” Chrysler says.

In 2012, Team National reached total product, service and membership sales of $301 million, and the company ranked 43rd on theDirect Selling News Global 100 in 2013. There are currently more than 390,000 Team National members.

Order reprints of Angela Loehr Chrysler’s profile here.

Direct Sellers Donate to TODAY Show Gift Drive

Click here to order the January 2014 issue in which this article appeared or click here to download it to your mobile device.

The Direct Selling Association (DSA) helped ring in the holiday season by presenting the direct selling industry’s collective donation to the TODAY Show Holiday Gift Drive on Nov. 25 at NBC Studios in Rockefeller Plaza in New York City.

Twenty-six direct selling companies donated a total of $14.9 million in products and cash to the Drive. Of the 26, seven were featured in their own spots on the TODAY show during the holiday season. In its 10 years of participation, DSA member companies have donated more than $110 million in products, services and cash to the Drive.

The TODAY Show Holiday Gift Drive is a project of the TODAY Show Charitable Foundation Inc., a 501(c)3 non-profit organization. Donations are matched with the needs of more than 200 organizations with which theTODAY Show Charitable Foundation works. As part of this year’s Drive, DSA member companies sent items to dozens of organizations in states from California to New York.

DSA is the national trade association of the leading firms that manufacture and distribute goods and services sold directly to consumers. Among its more than 240 active and pending members are companies selling both via a party-plan method and in the traditional person-to-person style. In 2012, U.S. direct sales were more than $31.6 billion with nearly 16 million direct sellers nationwide. The vast majority are independent business people—micro-entrepreneurs—whose purpose is to sell the product/service of the company they voluntarily choose to represent. Approximately 90 percent of direct sellers operate their business part-time.

The following direct selling companies donated products to this year’s Toy Drive: 4Life, All Dazzle, Amway, Arbonne, Avon, Bona Clara, Clever Container, CUTCO, DeTech, Initials Inc., Jewel Kade, Jusuru, lia sophia, Living Fresh Collection, Mary Kay, Nu Skin, PartyLite, Princess House, SeneGence, Shaklee, Southwestern Advantage, Stampin’ Up!, Team National, Thirty-One Gifts, Vantel and Yor Health.

For more information on direct selling, DSA and its Code of Ethics, visit DSA’s website, www.dsa.org.