Finale to the Shaklee raves and rants. Part III. END. (Part II is here.)
Yes, perhaps Shaklee was a bit stodgy according to some, and in need of new blood at the top. But doing the big recruiter push a la Excel which had just choked on it, changed the focus of Shaklee’s management to growth for its own sake, i.e. to become #1, the biggest, baddest out there. But not through its founder’s dreams of long term customer programs, but through a fast and furious recruiting binge that some Shaklee recruiters are still trying to maintain through their recruiting websites. The products aren’t even mentioned on these sites. What’s offered is only the promise of becoming rich by watching what Mr. X does.
Fixating on the recruiter types as one’s growth engine has another unexpected side effect for the uninitiated: When recruiters defect, as they often do, like a group that left and raided BodyWise to go to Pharmanex a couple of years ago, they take other recruiters with them. The pack goes from deal to deal with the make-money-fast focus. It gives the newly invaded company some momentum, for sure, but it’s not sustainable, and soon, they can move on to the next company. Leaving the previous company with very short lived, and often, false, momentum. It’s not for nothing that the industry has a 95% drop out rate, led by the recruiter addicts.
However, in the problem lies the opportunity also: When have you ever heard of a large group of customers defecting en mass to go to another company?
Shaklee reps have stayed the course, through many administrations and many years, because they love the products. It seems to me that they’re taken for granted and perhaps it’s time to give them their due.
Why not launch, with as great an amount of fanfare as was given to the recruiting binge, a giant program for the great majority of women who want to be customer base builders?
How about some fast start bonus money for getting new customers?
How about customer retention bonuses?
How about equal stage time for both old time and new time customer queens and kings, with that given successful recruiters?
How about equal stage time and perks for representatives of the 85% part time people earning their mad money each month, who hold the fabric of Shaklee together?
I challenge Mr. B. to demonstrate his smarts, and his obvious caring, to champion customer base building programs and incentives for the large, great and patient Shaklee core – the part time women who love and buy the products and would, if given some incentives and recognition, change the world with them, the way Dr. Shaklee dreamed about.
So that’s my story. And I’m sticking to it.
P.S. My customer training programs always have Shaklee reps in them. Their happy stories of customer-getting success are all over my book, “If My Product’s So Great, How Come I Can’t Sell It?” and their audio stories of how they love learning to talk to customer prospects are all over my website. Some have been waiting for a little support for their quiet ambitions for years.
“I did $1,200 in business [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][customer orders] in one day. In my 31 years in
business I’ve never had a day like that, ever. The
reason I took the class is because I’ve been wanting to
call these people and didn’t know what to say. Now I
just call them” -Mary Anton, Shaklee