Building a thriving, cross-generational direct selling business requires companies to implement inclusive training, intuitive technology, and a collaborative culture that fosters internal trust. Success hinges on leveraging the combined wisdom and curiosity of different age groups through tailored learning methods and technology that enhances human connection.

The healthiest direct selling companies are built around customers, not recruiting theatrics. When real customer demand comes first, everything else gets easier… distributor confidence improves, retention stabilizes and growth becomes far more predictable. A strong customer base gives modern sellers proof the business actually works before they ever lean into team building.

John explains the rise of a new work landscape where independent workers use technology and flexible models to shape their own careers, with direct selling highlighted as a standout path for ownership and opportunity. It also outlines the book’s goal to inform, inspire, and activate readers through data, insights, and real stories from modern independent entrepreneurs.

In this three part series, Kate points out that direct selling thrives when companies intentionally blend the digital strengths of younger sellers with the relational depth of seasoned leaders, creating a cross-generational advantage that strengthens culture, trust and results.

Micro-influencers now drive the strongest trust and engagement in direct selling, outperforming traditional celebrity endorsements. Companies need scalable, tech-enabled systems that attract, empower, and reward large networks of relatable digital promoters who create authentic advocacy.

Older adults are becoming the fastest-growing segment of the U.S. workforce, creating a major opportunity for direct selling companies to engage talent that brings credibility, experience and strong relationship networks. By tailoring tools, training and culture to support this group, organizations can tap into a powerful, purpose-driven engine for future growth.

PayQuicker’s Crystal Holtzendorff revealed new data showing that today’s gig workers value flexibility, instant pay, and autonomy over big earnings, urging direct selling leaders to adapt compensation models, embrace AI thoughtfully, and design experiences that fit the modern micro-earner mindset.

The November 5 edition of theJuice featured the launch of John Fleming’s new book New Economy and a clear message for the channel: simplify the model, define the narrative, and design opportunities that match how people actually earn today. His talk pushed leaders to stop chasing quick fixes and instead build solutions grounded in clarity, relevance and real-life needs.

DSA CEO Dave Grimaldi urged direct selling leaders to modernize their message and advocacy—celebrating a rare legislative win, warning of politicized regulation, and emphasizing that the future of influence lies in authentic storytelling, not just policy.

Nathan Moore, Chairman of the Texas Direct Selling Coalition, urged industry leaders to strengthen local advocacy now (building relationships with lawmakers), promoting the channel’s positive impact and shaping policy before it shapes them.

Brett Duncan has some beef. He believes allowing distributors to also have customer accounts undermines promotions, skews data, complicates marketing and weakens company strategy—making it a practice the direct selling industry needs to end for good.

As e-commerce exploded, the direct selling industry panicked. Companies split in two directions: stick with traditional reps or go all-in online.

As if you had to choose. As if these were opposing forces. As if the internet somehow made human connection obsolete.

Incentives are evolving from simple rewards into strategic tools for growth—driven by inclusivity, technology, personalization, and human connection that engage more participants and strengthen culture across direct sales organizations.

As of now, there is no clear answer to whether the FTC Non-Compete Rule will ever become effective, or when. As of the date of this article, neither the Non-Compete Rule or Negative Option Rule are in effect or binding upon U.S. companies. So what happened?         

In today’s rapidly evolving tax environment, staying compliant is no longer just a box to check—it’s a critical strategic function. For direct selling companies operating across states or borders, the complexity of managing sales tax, digital product taxability, and global reporting requirements has increased dramatically.

theJuice is launching a newsletter. Our goal isn’t to add noise. It’s to curate the signal ... to point out great content wherever it lives and package it in a quick, scrollable format that respects your time and nourishes innovative thinking.

Too often, subscriptions are built around compensation mechanics rather than customer behavior. The result: rigid workflows that limit adoption. Volume may drive income, but it’s recurring volume that powers commissions, higher AOV and retention.

Companies that lack clear data visibility often find themselves flying blind. When you can’t quickly see your key sales numbers, you can’t make informed decisions. Across the industry, for example, around 22% of customers ….

After years of downplaying the business opportunity, many direct selling companies now face recruiting struggles—while those boldly embracing opportunity messaging continue to thrive.

A personal journey through 50 years of direct selling, Kate highlights timeless lessons in product innovation, relationship building, strategic planning, and how digital tools are reshaping—but not replacing—the heart of the business.