Direct Sell - The MOMpreneur

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�� Hands On Approach �� I�� - �� known nation-wide for its popular catalogue of greeting cards, wrapping paper and quirky, ��. Hearing rumours that someone might ride in on a white horse and save the day, many independent distributors across the country, loyal to the well-loved Regal brand, stockpiled �� Then, a knight in shining armour did appear – an American investor who recognized the 10 to 20 percent growth in the direct sales market since the mid 1990s and saw tremendous potential in Regal. Anxious to get the business going again, �� with the wisdom to see that it needed to be a strong Canadian company run by Canadians. Greg Neath was hired in July 2006. Neath was lured away from the president’s chair of NEBS business products and given free rein to restructure the company. Neath says joining Regal, founded in 1928 as a greeting card company, was akin to starting up a new business. �� he says candidly. Despite not coming from a corporate direct selling background, Neath was “pleasantly shocked at the �� involved in. It’s more personal. It’s about individuals helping each other succeed. It’s such a high level of service that you �� can get service of any kind. It’s an old fashioned value that you don’t see anymore,” he says. �� of the company. Pre-bankruptcy, Regal had 42 retail locations �� to purchase products. The retail stores were the company’s worst competition, resulting in a loss of one third of Regal’s home-based, independent reps. �� many things.” Once the focus was narrowed, Neath set about building a Canadian team, based in Ontario, and building another very important aspect of the business that had been lost in the bankruptcy upheaval: trust among the sales reps across the country. ��
“The only way that was going to happen was one conversation at a time,” admits Neath, who has made himself personally available to every person in Regal’s consultant data base. “There were no short cuts and no magic bullets. It was the only way for the company to be successful – to start with the president,” says Neath with some humility. “I took that on as my job. Every Regal rep has my email and phone number and can call me anytime.” Because, he says, many people were heartbroken when Regal went bankrupt, the company set about engaging them in the �� new direction. “Many will tell you that they’ve never had a company that listened to their rep base the way we do at Regal,” he says. Because communication had been so poor in the past, Regal set about using technology and social networking to keep in �� managers across the country. Their primary communication channels have become Facebook and YouTube, says Neath, �� more than 4,700 members. “It’s a meeting place that allows us to get together on a daily basis. It’s almost like our boardroom,” he admits. The reason why it works so well is that reps can answer each other’s questions within minutes.” The public forum is seen by thousands who can use that same information to provide excellent customer service. “It’s a great tool for us in being able to bridge that distance between Calgary and Ontario or B.C. and Ontario, making everyone feel like they’re on the same team, which is like family which is part of our brand position. We really try to �� business, which is how we started with the greeting card business.” Unlike much of the direct marketing segment, Regal is not multi-level. New reps are not recruited by existing ones. “That’s part of our brand. We don’t want you to bother – and we do call it bothering – your friends and your family. We’re strictly product sales. We do the recruiting ourselves,” he says. Neath is proud that Regal’s rep base has grown over the last three years, by convincing old reps to come back and by �� “We’ve mailed everyone in our fantastic data base of old Regal reps and have been utilizing online tools such as key word searches and paid advertising on Google,” he explains. As Regal catalogues continue to add more pages and Regal reps continue to grow in number, Neath takes comfort in the fact that the company has continued to operate in Canada, bringing more and more Canadian made products to the marketplace and helping Canadians become successful from home. ��- �� purchase them – through your neighbours, your sister, your friend or co-worker. It’s either that, or go to the dollar store or big box store and buy something from a faceless corporation,” Neath concludes. � ��
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