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Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 4 focuses on ethics and compliance of direct selling. Product claims and earnings claims are two of the most prominent issues facing direct selling companies; both of these types of claims are described. The direct selling industry has very strong regulatory systems compared to direct-to-consumer marketplaces. The integrity of direct selling channels is maintained by the ethics and compliance programs' regulatory practices. The importance of having ethics and compliance officers, trainings, and ways to monitor and reinforce compliance is discussed. Several organizations promote self-regulatory, ethical practices through consumer, government, and academic relationships and monitor direct selling firms. With these organizations, direct selling companies can focus on offering high-quality products to consumers and business opportunities to aspiring entrepreneurs.

Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 5 explores the global reach of direct selling. Entering new geographic markets offers faster revenue growth for direct selling companies as new people experience the products or services. International expansion comes with various benefits, such as competitive advantage and foreign investment opportunities for the company as well as business opportunities for individuals. But it also comes with its challenges: understanding the customer journey, recruiting and training distributors, and maintaining effective and efficient supply chains are more complex when doing business in multiple countries rather than one. Local regulatory restrictions and political unease can also be obstacles. The process of deciding where and how to expand is outlined, including working with cultural differences and the geographic distance. Demography and technology are two trends that have an impact on business transactions within an emerging economy.

Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 6 explores the financial and nonfinancial benefits of direct selling. Three female direct sellers share their stories regarding their experience. Two empirical surveys-their design and results-are discussed at length. The first survey looks at why people start working in the gig economy and emphasizes the expected and actual financial rewards of gig workers who are direct sellers. The second survey explores why people become direct sellers specifically and the nonfinancial benefits they gain from their direct selling experience. Typical reasons respondents gave for becoming direct sellers included earning extra money, improving personal lifestyles, and being able to purchase products or services from the company at a discount. Direct sellers' expectations regarding how much money they would make were mostly realistic; the majority of respondents also believed their self-efficacy was improved through their direct selling experience.

Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 7 discusses opportunities and challenges in the direct selling marketplace. The direct selling channel has considerable flexibility to sustain income for entrepreneurs. To look at maintaining this flexibility, the PESTEL analysis of macroenvironmental influences and a stakeholder impact analysis are utilized. The PESTEL analysis explores six external forces-political, economic, social, technological, ecological, and legal-that create opportunities and challenges for a direct selling organization. A stakeholder impact analysis identifies stakeholders, the opportunities and threats they represent, the responsibilities the company has to them, and how the company should address their concerns. A discussion among four executives in the direct selling marketplace on issues they view as opportunities and challenges is also provided; they focus on social, technological, and legal issues.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 1 introduces the concept of profit-with-purpose in promoting shared value creation for all stakeholders. Business sustainability is becoming more and more important to investors and regulators worldwide, and public companies are typically expected to disclose nonfinancial aspects of their sustainability performance in EESG areas. This chapter offers an overview of best practices of sustainability in moving toward the achievement of profit-with-purpose companies. With these best practices, future trends in sustainability performance, reporting, and assurance are presented. Profit-with-purpose companies have a dual mission: make a profit while also protecting stakeholder interests through their social benefit function. This represents a transition from pure shareholder primacy to stakeholder primacy. The effects of the COVID-19 pandemic on business are addressed throughout the chapter.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 2 explores the concept of shared value creation for all stakeholders-shareholders, employees, customers, suppliers, communities, society, and the environment. A brief description of how companies are moving toward shared value creation is provided. Management has the biggest role in improving sustainability performance, managing related risks, and maximizing utilization of all capitals to create shared value for all stakeholders; the role of the board of directors is also discussed. Potential EESG issues need to be identified and integrated into strategic planning and supply chain management. The COVID-19 pandemic has influenced the idea of shared value and has encouraged companies to take specific EESG measures.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 3 offers a discussion on the evolution, relevance, status, and future of benefit corporations (BCs). Benefit corporations are established to work toward some social good beyond their own interests. They are intended to maximize positive impacts, minimize negative effects, and create positive impacts on the community, environment, customers, employees, and suppliers. EESG is a major factor in measuring a benefit corporation's success. Benefit corporations have certain laws and regulations they have to follow. Examples of states with a benefit corporation legislation are provided with descriptions of the legislation; examples of benefit corporations are also given, including Etsy, Patagonia, and Tofurky. The structure of benefit corporations is explored, including how to create a new company in the benefit corporation form. Interest in benefit corporations has been growing in recent years and will continue to do so.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 4 discusses how corporate culture enables the formation of social enterprises and hybrid organizations, two types of organizations whose purpose is to make a profit while generating positive impacts on society, communities, and the environment. Organizational culture is the environment that is influenced by unwritten and implicit rules, creating expectations for how people can behave and how organizations guide behavior and protect value through people. Corporate culture can play an important role in determining a business's mission and success. The board of directors sets the tone in promoting a culture of competency, fairness, and integrity. Hybrid organizations are entities that combine profit-seeking goals with a social mission; social enterprises are entities established to generate social and environmental impacts by conducting businesses with beneficiaries as patrons. Diversity, inclusion, and social justice in the workplace is becoming more and more important. A discussion of corporate culture and whistleblowing is also offered.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 1 begins with offering a short history of the evolving social and moral expectations regarding business, including the Ten Principles of the United Nations Global Compact. Consensus thinking in the Ten Principles helps to clarify rather than solve controversies surrounding a manager's role in the triple bottom line. Nevertheless, there are challenges with the Ten Principles, and managers and businesses should develop new competencies to help themselves create the triple-bottom-line value. Managers should be prepared to manage both for the risks and rewarding opportunities in terms of people (the direct impact the corporation has on its employees), the planet (the responsibility companies have toward the environment), and profit (sustainable value creation). Each of these three categories is discussed in depth. Johansen's ten new leadership skills are also outlined.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 2 introduces various frameworks and tools to understand the challenges of redesigning an organization for sustainability. One framework is the sustainability hexagon, which has expectancy, energy, ethics, essential materials, ecosystem, and economics as its six pillars of sustainability. Sustainability visions should always be defined first in the redesigning process. Reassessing strategies, redesigning value chains, and redesigning jobs are all next steps. When trying to instill a positive attitude toward sustainability, two main challenges are the interdisciplinary nature of the subject and people's various ideological positions. Framing sustainability issues in terms of stakeholders, resources, history, outcomes, or ideology can help promote sustainable innovation and design. Understanding the physical world is also useful in enhancing sustainability in the whole value chain.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 3 argues that privileging profit maximization is incompatible with sustainable development. Profit maximization tends to lead to inefficient tradeoffs and self-reinforcing systemic imbalances, which could then threaten economic and social institutions. Three premises are offered to see why this is the case: The purpose of modern organizations is to create economic value; economic value flows to capital, consumers, and/or labor; and transferring value between societal groups is not the same as creating economic value. A brief counterargument is provided. Shareholder maximization is incompatible with sustainable development because there isn't a distinction between creating or transferring value, companies can focus on transferring value rather than creating it, and value transfer can lead firms to make inefficient tradeoffs, which then contribute to social problems.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 4 explores the concept of corporate citizenship and its contributions to responsible, sustainable, and humanistic management. Three new ways to understand corporate citizenship are offered: Corporate citizenship can be seen as strategic because it contributes to the long-term sustainable development of business and society; the inclusive approach involves all activities addressing the expectations of various stakeholders; and the political approach discusses the role of corporations as governments. Globalization has been a driving force behind corporate citizenship. Masi Agricola and CMS Group are offered as two examples of applications of strategic corporate citizenship.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 5 looks at the importance and multiplicity of corporate impacts-points of connection between a business and its stakeholders. These impacts influence a company's ability to co-create value with multiple stakeholders at the same time. Two case studies are provided that highlight the various impacts of a corporation on multiple stakeholders simultaneously. Four areas of impact are explored: financial and risk-based, employees in the workplace, products and production, and communities' trust via information sharing. Multiplier effects, such as the extended value chain, transform how businesses create and destroy value. This chapter attempts to create a positive feedback loop integrating impact into business narratives. Value creation includes financial, employee, and consumer impacts. Corporations are in a unique position to co-create value with multiple stakeholders due to their scale, scope, and resources.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 6 discusses the importance and impact of cultural diversity. Understanding various types of cultural diversity and how social identities may unconsciously impact employees' recruitment, performance, and retention will help managers foster inclusivity in the workplace. Creating more inclusive workplaces is a moral imperative and brings advantages of a diverse workforce. Lack of awareness about cultural diversity leads to a less talented work pool, increased organizational turnover costs, and lower business competitiveness. Various aspects of diversity and how to promote them are discussed, including gender, race, socioeconomic status, age, and marital and parental status. It will continue to be essential for global managers to understand how to attract and retain top talent regardless of demographics and help those of differing identities work together effectively.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 7 argues that resolution of sustainability issues under a resource-constrained environment can be accomplished with design thinking and bricolage practices. Bricolage refers to making do with current resources and creating new forms and order from tools and materials at hand. Ecopreneurship is entrepreneurship through an environmental lens where sustainability is essential in motivating its basic approach. Specific challenges ecopreneurs face are described. Material and ideational bricolage are compared, and resource management theories are presented. A new approach integrating bricolage, design thinking, and creative self-efficacy is offered; this approach can be used to address environmentally sustainable issues.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 8 highlights challenges social entrepreneurs (SEs) face while promoting their cause, the range of sustainable products offered, and their goal of convincing potential customers that their products are good for the customer, society, and the environment. Marketing and social entrepreneurial business models can assist in achieving sustainable development goals. To balance the consumers' need for high-quality products and the SEs' goals of environmental safety and societal well-being, finding a middle ground is essential. This includes educating consumers, adopting professional marketing techniques, and creating customized communication for stakeholders. Sustainable consumerism is increasingly becoming the norm; entrepreneurs and managers working with sustainability-related products need to rethink their marketing strategy.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 9 explores the concept of synergy-a gain in performance attributable to group interaction. The behavior approach to creating synergy tries to measure how individual behavior is influenced by interaction; the humanistic approach presented in this chapter considers the idea that positive synergy can be created if interactions foster trust. This trust can motivate team members to take an active role in achieving a common goal. Creating positive synergy starts with recognizing that teams are communities of people tied together by a common objective. How people are able to flourish via social interaction is part of that interaction's positive outcome. How to build interpersonal trust and the character traits needed for it are discussed.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 10 discusses the importance of corporate social responsibility (CSR) reporting. A brief history of CSR reporting and how it has evolved and grown is provided. CSR reporting can be transformed into sustainability reporting in three stages: carrying out tactical actions related to specific issues, finding commonalities between issues, and integrating a sustainability strategy framework and reporting with a company's business strategies and stakeholder's expectations. All three stages are explored. The materiality assessment process is also outlined, including the need to define reporting boundaries, prioritize issues, and revise. Sustainability reporting will only become more widespread and less voluntary in the future.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 11 provides a framework for effectively organizing with a focus on the Purpose-Process-People. Industrial-era organizations relied on the economics-driven approach; however, that approach isn't an appropriate fit for information-era organizations. Rather than using a hierarchy- and control-based organizing structure, businesses should use a flat, networked, trust-based structure, which democratizes the process of recognizing problems and creating solutions. This, in turn, results in new roles for managers at all levels of the company. Various businesses are offered as examples in using this new way of organizing.

This book contains business communication information that may not have been taught in college, information that has been accumulated over years of business experience and teaching. Anyone can read these brief tips to learn how to better communicate in business while saving the time that might have been invested in reading many books. The tips cover the fundamental areas of writing, speaking, and interpersonal communication, as well as general business communication advice. Each tip is a practical application that can be implemented quickly. Each tip is also illustrated by a story from the author's work life in various industries. Lastly, the book also lays a foundation for an understanding of how the brain influences all communication.