Usana Health Sciences – Multi-level Marketing Operating
Environment – 18 June 2021
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Specialist:
Title:
Moderator: Nyree Hinton (NH), Third Bridge Sector Analyst
Carmina Villamar (CV)
Former Senior Global Marketing Manager at Usana Health Sciences Inc
Agenda:
1. Usana Health Sciences (NYSE: USNA) – nutritional product portfolio overview
2. Cost optimisation and margin expansion through network marketing
3. China expansion and distribution challenges
4. MLM (multi-level marketing) labour retention risks
Contents
Q: What’s your overview of the nutritional personal care and skincare product segment? How has the
industry landscape changed for you?
Q: What is the MLM [multi-level marketing] strategy structure and when did this business model become
popular?
Q: How does the website fit in given that substantial sales volumes are via associates? Can a customer visit
Usana’s website and buy something directly or would they need a referral link? How does it work?
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Q: It’s vital that marketing preserves a company’s message and brand and communicates it to the consumer
however and as quickly as possible. How is that achieved when having to allocate it to the associates first? Is
Usana’s marketing strategy not dependent on the associates when it comes to marketing spend and
outreach? How does that work?
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Q: What is the dynamic between preferred customers and independent associates? Could you describe the
two and which segment is most important to Usana?
Q: What do you think are some drawbacks of the MLM structure in the nutritional product and skincare
category? Does anything in the distribution and sales strategy limit Usana from being more competitive?
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Q: Could you expand on what you said about private label? Usana isn’t in the private label business, but
that’s where more of the risk would come from when it comes to big retailers. If Usana wanted to get a
product into Target, would it be up to the independent associates to build those relationships and supply that
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product?
Q: How promotionally-driven is the nutritional products and personal care industry?
Q: What’s the importance of using a brand to maintain pricing power? Is the industry so competitive that
even the well-known players can only temporarily hold out before cutting prices?
Q: Who are the top players in some of Usana’s categories? Who are the segment leaders that Usana
eventually might want to emulate?
Q: What’s your take on innovation and new product lines? What next big thing in personal care might
consumers want? Usana’s personal care and skincare is a really small percentage of revenue whereas
nutritional and optimisers accounts for the majority. Why is the company not successful in other categories
and still consolidated to nutritionals? The nutritional revenue seems to be growing vs other categories
compared to 2020.
Q: Does Usana own the production facilities for nutritional or does it still outsource to local facilities which
can meet the specifications for nutritionals? Is cosmetics harder to find local production facilities?
Q: What’s your outlook for personal skincare through the next 6 months to 2 years? What’s the opportunity
for players who have the production capabilities and the talent to expand in this segment?
Q: How would assess the opportunity in the market overall, beyond Usana? What’s the opportunity in the
personal care industry across the products, the players and new entrants? Are the barriers to entry high?
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Q: Do you think Usana is adequately adapting to new consumer preferences, especially given the company’s
struggles within personal care? How agile is the company in its core business of nutritional or any other part
of the business – how quickly does it adapt to trends? Is Usana not as innovative as it could be?
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Q: Why do you think Usana is so successful in China and has grown so well?
Q: How easy is it for Usana to apply its MLM strategy to different cultures and countries when it comes to
having associates really push the products on consumers? The company seems to have seamlessly applied
the MLM model in China.
Q: Which other markets or areas might be good opportunities for Usana?
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Usana Health Sciences – Multi-level Marketing
Operating Environment
Transcription begins at 00:00:00 of the recorded material
NH: Welcome to Third Bridge Forum’s Interview entitled Usana Health Sciences – Multi-level Marketing
Operating Environment. I am Nyree Hinton and I will be facilitating today’s Interview with Miss Carmina
Villamar, former Senior Global Marketing Director at Usana Health Sciences.
Carmina, before we get started today’s Interview, please state I agree or I disagree to the following statement:
You understand the definition of material non-public information, and agree not to disclose any such
information or any other information which is confidential during this Interview.
CV: Yes, I agree.
NH: Could you give an overview of your background and the various roles you have held in the industry?
CV: My name is Carmina Villamar. I’ve been working in the cosmetic, nutrition and food industry for more
than 20 years now. My biggest experience was in a multi-level company called Avon, which I worked there for
more than 15 years, and from there, when I came to the United States, I was recruited to go and work for
Usana Health Sciences, due to my experience in the MLM [multi-level marketing] industry. Basically, that’s
why I started working for Usana. My expertise was more in the personal care cosmetics side, and they needed
somebody to help them develop and make these categories grow for their company.
[00:01:54]
Q: What’s your overview of the nutritional personal care and skincare product segment? How has the industry
landscape changed for you?
CV: Basically, it was something that started four years ago. Nutritional has been a category that has been
growing really fast, and this is because the consumer is more aware now of maintaining their health. There
was an opportunity, something that was seen, that at the end, when you’re fine and healthy inside, this will be
projected also on your outside. What this means is, personal care products should be boosted with more
vitamins, minerals and supplements, to really achieve this new term. There is a new term used in the industry
called beauty nutrition or nutritional cosmetics – some other places call it ingestible beauty. This is something
that is growing super-fast. In 2019, all the supplements, vitamins and minerals were a really leading category,
and it had a global revenue above USD 42.5bn, so it was a really big industry that was going into growth.
That’s why companies started working on using all these vitamins and minerals in their beauty products. Now
you can see the major gains in the industry are the products they have like probiotics, calcium, vitamin B,
vitamin C and vitamin D. I believe that this is something that is going to continue growing. These categories
have evolved over the years, and this term of maintaining your health inside and out is getting super-big
outside. We know through science that in order to have health in skin, hair and nails, there are areas that
require certain nutrients, and this is given by food, or even with products that have these types of ingredients
in them. That would be what I can say about my overview.
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[00:05:24]
Q: What is the MLM [multi-level marketing] strategy structure and when did this business model become
popular?
CV: The multi-level has been popular, it started more than 100 years ago and actually, the best one with this
was Avon. They started the multi-level and they started with fragrance. From there, a lot of new competitors
came to this new structure. I believe that it’s something that started getting really popular around the
seventies, that’s when it started having its boom, more than 100 companies came to this new model of MLM or
multi-level. Since then it’s been something that is still growing. It has changed, because they have to adapt also
to the new boom of technology and media, and the e-commerce. This multi-level started to have to adapt to
this new reality that was coming, because they needed to find out how they were going to incorporate this e-
commerce, when the multi-level companies were also really focused in representatives and associates, the ones
that go and basically sell door-to-door. They work in different strategies of how to combine both without
affecting the associates, because most of the MLM companies at the end, their growth basically comes from
these associates. Now, with all that happened with COVID, I believe that things are changing and everything
online is going to have a little boom too for these companies.
[00:08:08]
Q: How does Usana’s website fit into the business model given that substantial sales volumes are via
associates? Can a customer use the website to buy something directly or would they need a referral link? How
does it work?
CV: Actually, yes, what you say is true. Basically, the system directs you to the associate that is near you. The
sale is basically done through the associate. This is something that Usana is doing. They have a system where,
if a consumer wants to buy the product, they can, but they try to benefit whichever associate is near the
customer, in living point or address or location. At the end, one thing they help their associate in is different
from buying just online. The consumer could buy online also by themselves, but the way they incentivise the
field or the associate, is with more commission and levels that they can achieve. Now, Usana has a really big
investment in a lot of social media and different digital materials that they send to their associates so they can
use them for the presentation, and they can use also to send email marketing, to send blogs to the consumer,
and to be more in contact with the consumer through the media, but at the end, the sale is made from them.
NH: Usana tries to get closer to the consumer but ultimately tries to direct the final sale via an associate?
CV: Yes. For instance, they send them all the presentations that the associate has, or if there is going to be a
new promotion, all these materials are sent to them through emails and links, where the associate can go in
and grab those files and use them to present themselves. They are the face for Usana. This thing is growing a
lot. The associates have every single material data and new customer lists. All the information they need is in a
hub where they can go in and get everything. Usana communicates with them online all the time. They have
webinars that they can go into. They have everything they need online to also be closer to the consumer.
[00:12:14]
Q: It’s vital that marketing preserves a company’s message and brand and communicates it to the consumer
however and as quickly as possible. How is that achieved when having to allocate it to the associates first? Is
Usana’s marketing strategy not dependent on the associates when it comes to marketing spend and outreach?
How does that work?
CV: In this point, they are doing both. At the end, and I can say this because it’s not confidential, but I can say
that more than 70% of their sales come from their associates. There are two different teams in the company.
The marketing team and creative team, and also the social media team on Usana is really big. It’s super-
Private and confidential 4
intense and they work in both sites. There is always a strategy. There is this thing called a 360 plan, which
basically focuses on three different things or categories, the consumer, the field, and the media. When there is
going to be a promotion or a launch of a new product, they use this tool to make sure that everything that is
outside, and all the marketing that is going to be done, is aligned, in all these three categories, and that you’re
not forgetting about any of them. When they launch, or when they get the promotion out there, all these tools
are already aligned in a way, and monitored really closely by the marketing and sales team, to make sure that
it’s a success. I would say that Usana obviously would not forget or, let’s say, reduce their investment on their
associates. This is something that they’re not going to do, but they are increasing the investment for social
media and e-commerce.
[00:15:33]
Q: What is the dynamic between preferred customers and independent associates? Could you describe the two
and which segment is most important to Usana?
CV: Independent is if somebody works for the company that actually is going to deal their business. They’re
going to bring other people under them and they’re going to start selling the product, and obviously they get
commission, but they start getting also a certain percentage of the people’s that are below them, and below the
other people. That’s why it’s a multi-level. You get benefit from the people that are below you, and the people
of the people that are below you. Our preferred customers, the difference is somebody that wants to buy the
product but is not interested in the business, in making a business with the company, but is interested in
having the product like month-to-month, it works for them. They are subscriptions where basically you get a
special price, but month-to-month, you get your product delivered to your home. Usana uses these
questionnaires where they basically ask the customer, “What are your needs? What are your expectations
about your health, or your skin?” – or whatever. According to that, they give you their recommendation of
what would be the good product line for you, and then you basically subscribe and you will get this product
delivered to you every month because the box… basically, Usana preferences comes according with your needs.
I don’t know if you have seen it, but it comes with two packs. One is am and the other one is pm, and in each
pack you have all the supplements that you need for the am, to take in the morning, or to take in the night.
This is customised according to the consumer’s need. That would be the difference.
The preferred customer is somebody that doesn’t want to do business, you know, grow the company, and work
with a team and build a team. They just want to have their products every month, be given a special price, and
know about promotions when there is something for them. The independent consultant would be somebody
that is actually doing the business with the company, and is working as the sale head, and is building a team
below them to have basically their own little Usana company for Usana office.
[00:19:37]
Q: What do you think are some drawbacks of the MLM structure in the nutritional product and skincare
category? Does anything in the distribution and sales strategy limit Usana’s competitiveness?
CV: I think that being a private label has disadvantages as well as advantages. As you know, they are basically
a household company or brand, which is owned by a family, and the head of the company is a doctor. The
reason he formed this company is because when he was younger, his parents had a degenerate illness, so he
decided he wanted to help people to do something about their health before having a problem, to be proactive
about their health. I think this is a disadvantage for them because at the end, the larger companies like Nivea,
L’Oréal or other companies are growing because they’re seeing an opportunity in this new nutricosmetic
category. They have their resources – I would say all the resources and all the capacity to grow faster, and to
put out there whatever the consumer is going for in a faster time than maybe for Usana. Usana’s supply
change, more than 60% of the total sales for Usana come from nutritional. They have a really breakthrough
facility in Salt Lake City, but I think they’re still small. I know that there were plans of extending this facility so
they could grow and be more on time according to the trends and the needs of the consumer.
Private and confidential 5
[00:21:30]
Q: Could you expand on what you said about private label? Usana isn’t in the private label business, but that’s
where more of the risk would come from when it comes to big retailers. If Usana wanted to get a product into
Target, would it be up to the independent associates to build those relationships and supply that product?
CV: No, it would be Usana who had to do that, and have a totally different strategy to focus on retail. I already
worked also on the retail, and the retail management is super-different at the MLM. Working to try to put your
product in a place like Walmart, Target or even Costco. Costco is one of the largest retailers in terms of
revenue globally, your strategy has to be focused totally on basically, “What they need is what I’m going to give
you.” All the products that Costco has, the company or the brand has to work on the needs of Costco. A lot of
times it’s not a product that they have in their core line, it’s a product that is manufactured or developed just
for Costco or just for Walmart – the products are exclusive for them. In the chance of Usana, if they wanted to
compete in that area, it would not be with the independent consultant. It would have to be through Usana
corporate, that started to build this strategy of how to start having their product in these retailers.
[00:25:54]
Q: How promotionally-driven is the nutritional products and personal care industry?
CV: It is totally driven by promotion and pricing. B promotion, I don’t mean that the promotion is always
going to be focused on the final consumer. Most of the promotions are built for their associate or the
independent consultant. It’s not just promotions, it’s also built by incentive programmes that they have
specialised for them. Also, as a multi-level, there are levels, and obviously the independent consultant wants to
climb those levels, because if you grow, your commission is more. You get more commissions, you get better
incentives, and the resources that the company is going to invest in you are bigger. It’s something that Usana
works really hard to do, and yes, these products, or the MLM in general, I would say, not just Usana, lives by
promotion. You will always see a pack, a discount, a gift with purchase, a purchase with a purchase. You will
always have that, because it drives the business.
[00:27:55]
Q: What’s the importance of using a brand to maintain pricing power? Is the industry so competitive that even
the well-known players can only temporarily hold out before cutting prices?
CV: They know that they have to change. They know not everything can go through prices. Don’t get me
wrong, what I mean by discounts is, I don’t mean that they’re going to be discounting all the time. There are
ways of making promotions without really making a discount. You can have a full price and just incorporate a
gift with purchase, which is not going to (audio distorts 29.08-29.10). Basically it goes in the margin of, let’s
say, the total pack, and it doesn’t affect the margin of the company. The companies know, and Usana knows,
that they want to build a brand (inaudible 29.26). For that, they are making sure that they are always on top
on offering breakthrough technologies, new formats of products, and being on trend with what it is in the
market. They are working on that, making sure that the brand at the end is what stays, and it’s not just because
it’s a brand that is always giving you discounts, or it’s a cheap brand. I think there is a really fine line between
how to make a brand, with a promotion, still look like a high-end brand, and not just a brand that is always on
discount and therefore the products are not good. You work in two ways. You work with all the materials that
you have out there, all the communications, all your social media, talking about the technology, talking about
why these products are better than X or Y, or why this technology is different than whatever is out there. In the
other side, they’re also working with the promotions and things, so people can experiment with the product
and then basically marry with the brand.
Private and confidential 6
[00:31:21]
Q: Who are the top players in some of Usana’s categories? Who are the segment leaders that Usana eventually
might want to emulate?
CV: It depends on what lines. For this new concept of nutrition cosmetics or ingestible beauty, the biggest
players are in Germany, like (inaudible 31.56) and (inaudible 31.57), which is Nivea, Pfizer and (inaudible
32.02) growing a lot in the US. Asia is a really important market. A lot of the sales, or the participation on
sales, for Usana comes from Asia. Shiseido and (inaudible 32.24) are two companies that they look at a lot.
L’Oréal is also growing in this, and even bought companies now that are on the nutritional side, not too much
in the cosmetic, so they can compete in this new category. I would say those are the ones that I feel that are the
top players now, and that Usana is looking after to compete.
[00:33:03]
Q: What’s your take on innovation and new product lines? What next big thing in personal care might
consumers want? Usana’s personal care and skincare is a really small percentage of revenue whereas
nutritional and optimisers accounts for the majority. Why is the company not successful in other categories
and still consolidated to nutritionals? The nutritional revenue seems to be growing vs other categories
compared to 2020.
CV: In nutritionals, it’s obvious. With COVID, nutritionals is a category that has grown, I believe, for many
companies, for a lot of the companies, because now the consumer is more aware in their minds. Everybody
sees more the importance of taking care of themselves, and they do it through vitamins, through probiotics,
prebiotics and minerals or whatever. It’s something that is going to be growing more. Right now, the consumer
or the population is looking for ways of maintaining their body healthily, and this could be by exercising and
taking nutritionals, and being proactive on their health revisions. This company, they just entered the market,
and they’re called Forward. That is a company that basically scans you and checks your body, and can detect if
you already have some types of problems, and basically be proactive before you are too advanced on the
illness. You said something really important. Nutritionals, for them, basically as I told you, the focus of the
company since it was built was nutrition, because the owner is a doctor and he wanted products to enhance
the health of the people and help them before they could have any type of illness, and work in their cells. The
technology that they use in this is really breakthrough technology. It’s called InCelligence. What it does is,
InCelligence is renewing your cells so you can build more good cells, and they basically multiply them so you
can be healthier. When they launched their skincare line, they’ve been having problems with this line, and I
can talk about that because that’s the line that I was bringing onboard to help develop, and this was something
that was one of our weaknesses. Usana has, as I told you, a really good facility to produce all the nutritionals
in-house, in the US.
For skincare, they didn’t have the expertise in any of the levels, like talking about marketing, sales, or
engineering. Even their own production facility didn’t have the structure and the tools to build a skincare line
in-house, so what they did is they went to work with different, in their minds, they thought, “OK, where are the
best personal care facilities in the world to build cosmetics?” They started looking for these facilities and they
saw that Japan was one, they found a vendor there that could produce their skincare line. Having this skincare
line produced in Asia or Japan is obviously super-expensive, because of all the customs to bring those
products here, and the timeline for that is really big and really difficult. For all their supply chains to do that is
super-difficult. Even though they’re trying to develop more market share on the cosmetics side or the skincare
line, I believe it’s going to be a little difficult because the costs are too high, all their supply chains are too
difficult, the timelines, and everything right now is really difficult to really have a successful skincare line in
the US. For that, I think they will have to reduce the cost, and to do that they have to build in-house, or it could
be with an outside vendor, but in the US.
Private and confidential 7
[00:40:37]
Q: Does Usana own the production facilities for nutritional or does it still outsource local facilities which can
meet the specifications for nutritionals? Is it harder to find local production facilities for the cosmetics side?
CV: Exactly, this was something that I can talk about because I was there. We were struggling a lot with that.
The owner of the company, he wanted to build the product in Japan just because he thought Japan was a good
place to build cosmetics, which I agree with, but that would mean not having a competitive line here because
of the cost of goods. It was something that we were struggling with a lot – we were pushing back and forward
that we needed to bring this in-house, or at least with a third-party, but locally so we could bring the costs
down and we could be more competitive. Also, all the times of response would always be quicker and we’d
have them here so we could work together to build new innovation too. Also, it was super funny – the
company we were working with in Japan, the heads or nobody speaks English. We had one person that was in
the chemistry, and she was the one that was the contact with them. She talked to them. That barrier was also
difficult because it was super difficult that just one person could talk to them, so the communication barrier
wasn’t working either. So, it wasn’t just the cost, it was also the language and the needs, that they thought were
priority for them but not priority for us.
NH: It’s unique that Usana still decided to proceed with this strategy given the product difficulty. Why do you
think the company still decided to go towards Japan, given some of the unique issues with the language
barrier, supply chain cost and just the cost-benefit analysis? What you’re saying is it’s not really worth it. Why
don’t you think management have learnt that it’s not a good area (talking over each other 44.13)?
CV: It’s not their core business. As you said, skincare is really small compared to nutritional. Being in-house
or a private company, a family company, they want to focus on what is bringing them growth and revenue, and
they want to be doing that here, in the US, built in-house, where they have control. The other one, if it’s a line
that is not growing and they’re not gaining from it, they would have to be a bigger company or more
investments to bring the production in-house or locally. That would mean a huge investment that I believe the
company is not willing to do at this point, because the size of the category isn’t worth the investment.
[00:45:45]
Q: What’s your outlook for personal skincare through the next 6-24 months? What’s the opportunity for
players who have the production capabilities and the talent to expand in this segment?
CV: To really bring a successful personal care line, you need to invest a lot in human resources, production, a
big team of people that really scour outside and check what is the best option for Usana. At this point, I really
don’t think that’s what they’re going to do. They are working on the nutritional cosmetics, but having like a
collagen supplement, or something like biotin for your nails and hair, those types of things that at the end are
a supplement, they can totally be manufactured in-house. I don’t see, right now, at least not in the next year or
even two years, that something they’re going to really focus on is growing the skincare line. That’s not in their
mindset right now.
[00:47:52]
Q: How would assess the opportunity in the market overall, beyond Usana? What’s the opportunity in the
personal care industry across the products, the players and new entrants? Are the barriers to entry high?
CV: The barriers are high, totally high. This is something that is not going anywhere. This new trend of
ingestible beauty or nutricosmetics is going to continue growing, and this is just because you can even see it on
the internet. When you look at trends right now, the consumer is most focused on their health, on looking for
Private and confidential 8
products that are even plant-based or that are not just a lipstick, for instance. “I want a lipstick that also
protects my lips, that has SPF, or that helps me maintain the collagen on them.” As I told you, the mindset of
the consumer right now is on their health, and on healthy products. This is something that totally, the
companies have seen an opportunity, and as I told you, in 2019, these supplements were more than a USD
40bn-industry, and it’s growing. There is totally opportunity for a lot of companies to grow in this segment,
and it’s something that is going to stay and even get better.
[00:49:53]
Q: Do you think Usana is adequately adapting to new consumer preferences, especially given the company’s
struggles within personal care? How agile is the company in its core business of nutritional or any other part of
the business – how quickly does it adapt to trends? Is Usana not as innovative as it could be?
CV: I feel that it’s not as quick as other competitors and this is because it’s still a small company. Even though
it’s doing well and it’s growing, it’s still a small company compared to others. It’s not the Pfizers, it’s not the
L’Oréals, and it’s not the Niveas, which are huge companies with a really big revenue and investors’ help. This
is not the case for Usana, and Usana is a little slower on the innovation side. I think that what they are good on
is in working with their associates in promotions and in incentivising them, and giving them new key points to
talk about the products. Besides that, it does take them a little while to come up with innovation at the same
time as other companies come up with the breakthrough products.
[00:52:01]
Q: Why do you think Usana is so successful in China and has grown so well?
CV: China has a thing about when the product is from the US, it’s good. They have this thing in their mindset,
that if the product comes from the US it’s going to be a good product. Some of the products that they have
developed, or they have in their pipeline for the future, are focused on the Chinese market and on the Chinese
needs. This market, I think it’s really driven by US products. Even though they have a lot of competitors there,
a lot of local brands, they’re not trusted lines, because they know that they don’t invest in good quality
ingredients. They don’t have the same certifications as the US. Here, it’s really difficult to get FDA approval. It
takes a lot of time, a lot of research and a lot of going back and forward – proof and tests and time, which
doesn’t happen in China. In China, you can get anything in a day. You can say, “I want to just get out there a
lipstick,” and I can make it in my house and sell it in the market and it’s fine. Usana has worked a lot on
making sure that the product is focused on the Chinese needs, and also is working a lot with their associates
there in how to communicate to the consumer, how to sell the products, and even the promotions are really
focused on the consumer, I wouldn’t say needs, but the consumer’s likes. The types of consumer promotions
are according to what they like to see in a promotion, and also in the skincare lines, being a skincare line made
in Japan, it’s actually affordable for them.
[00:55:16]
Q: How easy is it for Usana to apply its MLM strategy to different cultures and countries when it comes to
having associates really push the products on consumers? The company seems to have seamlessly applied the
MLM model in China.
CV: You need to know there that actually MLM is really good because first of all, the population in China is
super-spread out and it’s super big. Another thing… they do have the retail side, but as I told you, sometimes
it’s not too trustful, I believe, according to things that they say. These are things that they told us when I was
working with them. The MLM works for them too because there is this need of people working as
independent, having their own thing going on instead of working in a company. They are more owners, or
Private and confidential 9
independent owners or entrepreneurs. They’re more focused on that side.
[00:57:29]
Q: Which other markets or areas might be good opportunities for Usana?
CV: Other places – I think Latin America would be really good. Before that, it came to my mind right now,
another thing that you’re to think about China is, they have a lot of limitations with the internet and all the e-
commerce. The Chinese consumer has a lot of limitations from that side, so that’s why also the MLM for them
works fine, because it’s not so easy for them to go to Amazon, for instance, and get something. It’s easier to do
it with my neighbour that sells this thing, or my other neighbour that has this type of other product. That was
the thought that I forgot about the Chinese. Talking about other markets, Latin America has the same thing.
Latin America is super-big in MLM. Talking about the other company that I worked for, an MLM, it
represented the Latin American market, even though Avon is basically all over the world, even Australia and
New Zealand, anywhere you think Avon it is there, almost 70% of the sales came from Latin America. This is
the same thing, because the culture in Latin America is more like, “Talk to my neighbour. Work with my
family.” It’s more that type of mentality and I feel that there is an opportunity that’s really big in Brazil – it
would be like the China but in Latin America. There are places where the retail is not developed. They don’t
have the infrastructure, there are places where they don’t even have a good highway to get into the town, so
they don’t have a big Walmart there, or a big whatever you want to call it, or pharmacies, so they are used to
buying products more with a representative or an associate from X company than going and buying it in the
store, because they actually don’t have any available. So I think there is an opportunity for them to grow in
Latin America.
[01:00:37]
NH: Thank you, Carmina. We’re just about out of time, so we’ll end the Interview there. Let me close by
saying, thank you for your input. There were tons of insights, and thank you, clients, for joining Third Bridge
Forum’s Interview today, if you would like to speak to Carmina in a private call or meeting, please let your
relationship manager know. This now concludes our meeting, goodbye.
CV: Bye.
Transcription ends at 01:00:53 of the recorded material
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