Category Archives: Social Media

Olivier Taupin on Who's on 1st in social media in the c-suite?

The CEO, the Executive Assistant or the Hired Help?

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here. 

It’s agreed: Social media is here to stay. Studies increasingly report that executives (76%) would rather work today for a social CEO. MBA Central also found that 3 in 4 customers say a company is more trustworthy if its high-level leadership participates in social media. The proviso is that clients don’t like brash business styles and that “controversial personal opinions can turn off consumers.”

How do you get started in social media? Find the “why” behind your professional brand and tell us what inspires you to do what you do. Digital pioneer Olivier Taupin of Next Dimension Media reminds us that Tom Peters introduced the concept of personal branding in 1997 – five years before LinkedIn was founded. Peters said, “Big companies understand the importance of brands. Today, in the age of the individual, you have to be your own brand.”

CEOs are being asked to write blogs that enhance their professional brand…frequent the company website…self-author posts on social networks. And, oh yes, please be authentic; no more company platitudes.

How do you manage these new demands on your time and resources? We’ve detailed a list of things-to-do but, first, here’s four general guidelines.

  1. Find your own way to express in words the company’s vision, mission, and culture. Nobody wants to hear slick and packaged slogans, anymore. “The ability to clarify your corporate culture,” emphasizes Oliver, “helps to synchronize external messages with internal communications.”
  2. Developing your online brand requires that you first build distribution networks while you create and publish content to engage with followers. It takes time to build trusted relationships in person – and online.
  3. Please don’t vent on social media…”You’re going to regret it later,” cautions Olivier.
  4. Avoid talking hard-core sales in the networks. You can talk positively about your product and services but don’t offer fans, followers, and contacts 20% off your products or get-rich-schemes in the networking platforms.

CEOs DO THIS

Start listening online to monitor your name and brand. You can gauge how often your company is discussed, the sentiment (positive and negative) and the reach. Terry Williamson of Boom! Social likes SocialMention, Hootsuite, and Topsy for these services.

  • Thoroughly complete your LinkedIn profile; reach for all-star status. By the way, your profile is not a resume emphasizes Olivier. You are not looking for employment. Also don’t forget: If you do get a new job, update your profile.
  • Ensure your headline serves your connections on LinkedIn, followers on Twitter and Google+. Think beyond the position title on your business card.
  • In your LinkedIn summary: Include the mission statement for your company in addition to describing the culture of the business. Remember that your website bio parallels your LinkedIn profile.
  • Read mentions about your company each week.
  • Set up your accounts on Twitter and Google+ or ask your EA for help here.
  • Grow your contacts on LinkedIn, Twitter and Google+. You will probably want assistance here, as well, after the social media strategy is defined and approved.
  • Olivier is a strong believer in connecting with people who have viewed your profile but who also suit your purpose. It’s worth your time to pay attention to this strategist who founded over 100 groups on LinkedIn with 1.4 million contacts. Be very careful that your connections reflect your strategic mission.
  • Write a blog in your voice. Sources of content for blogs are found in myriad places—either original or acquired to reflect your strategy. There are numerous tools to assist you with this task.
  • People helping with your social media will need to use your accounts and passwords. They should work under existing privacy policies or NDAs (non-disclosure agreements).

EXECUTIVE ASSISTANTS DO THIS

Your right-hand person understands your business, comprehends your mindset, is proficient in technology, and is able to write. It’s a good idea for EAs to be trained to post in the social networks, too, based on strategies designed to support your business goals.

  • Monitors your reputation using software such as Hootsuite or other social media management tool.
  • Helps grow distribution on LinkedIn, Twitter, Google+ and FB, if applicable.
  • Manages your personal database and contributes to the company CRM for overall company database management.
  • Knows the optimum number of contacts for your network. Olivier suggests a relatively small organization could have 10,000 but a multi-national probably needs a million. Think quality over quantity.
  • Once a week, creates an event to report on Twitter or a Q&A with the CEO using the up-and-coming blab.im.
  • Sets up an information funnel from the management team.

DON’T HAVE AN EA…BUT YOU DO HAVE A SALES AND MARKETING MANAGER? 

The above duties also could be assigned to an individual in these departments. We are seeing sales and marketing working more closely together these days as departments join forces when it comes to social media.

  • Understands branding and storytelling.
  • Manages the company CRM.
  • Finds images, creates infographics, and writes ebooks to accompany posts.
  • Attends events and takes photos or video shorts.
  • Joins in the company sharing of social media content.
  • Content creators may be found throughout the company – from the receptionist to the CEO.

HIRED HELP DOES THIS

The above duties also may be hired out to a specialist, mabye even a team. A good content creator will be able to write blogs, create copy for better automated email opening rates, and manage event campaigns; another individual may know more about SEO. In addition:

  • Creates a plan.
  • Helps design social  media policies.
  • Defines personas to inform all forms of content published across channels.
  • Trains and educates the c-suite and employee groups.
  • Establishes an editorial calendar.
  • Recommends social media tools to speed up tasks.
  • Asks for an audit of all relevant content previously authored.
  • Posts, trains employees to post, or sub-contacts to social media posters. By the way, Twitter is like a radio station – tweeting once a day is not enough. LinkedIn is a different culture that benefits a great deal from group participation and management.

Did we say that social media takes time? Yet, easier to manage with time-saving tools and worth the effort in this age of the personal brand.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

Olivier Taupin on This Just In...CEOs are Going Social

Social change underway in the C-Suite

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here. 

CEOs finally are deciding to engage online and in social media.

Much has transformed since last year when blogger/author and former high tech executive Steve Tobak decried C-level involvement in the digital world. He supported CEOs who avoided social media because they “had better things to do such as run their companies, make great products that beat the competition, make money, and negotiate with big customers.”

It’s old news. Olivier Taupin of Next Dimension Media who has coached C-suite executives on social media for the last 15 years, says, “Yes!” to the message that executives have better things to do with their time. Think competitor knowledge…product research…influencers who drive followers to your business… partnership deals…and expert status.

Tobak needn’t worry for CEOs concerned about the downside risk of saying something awkward in a public network. Astronaut Chris Hadfield defined risk management this way: “Knowing what the next thing is that might kill you” and taking action to mitigate that. Most CEOs have figured out social media.

CEOs engage in social media

Weber Shandwick, a leading global public relations firm, released 2015 survey results that asked 50 of the world’s largest companies about their attitudes to social media. The firm found that 80% of those chief executive officers today engage in digital media.

The PR firm is familiar to me and I trust their work. Suffice to say that Socializing Your CEO: From Marginal to Mainstream  reveals CEO sociability has more than doubled since 2010 when only 36% of CEOs were social. This is good news; we increasingly are looking for leaders to take responsibility for building respect online among customers, employees and investors. Weber Shandwick defined CEOs to be “social” if they did one of the following:

  • Opened a public and verifiable social network account on Facebook, Twitter, LinkedIn, Weibo, or Mixi;
  • Engaged on the company website through messages, pictures, or video;
  • Appeared in a video on the company YouTube or YouKu channel;
  • Authored an external blog.

It stands to reason that forward-looking CEOS don’t want to get left behind. They typically enjoy inspiring others…have a clear vision for their company…are good communicators…and are focused on their customers.

Weber Shandwick’s research shows that CEOs say their social media presence makes them feel inspired (52%), technologically advanced (46%), and proud (41%). Sociability indicates a “leader is listening, open to engaging in two-way dialogue with stakeholders, and comfortable with change.” Social CEOs also help to attract and retain employees.

Online MBA reports almost half of a company’s reputation is attributed to how people view the CEO since half of all consumers believe that a leader engaged on social media is more in touch with customers. Eight out of 10 consumers stated they’d be more likely to trust a company whose CEO and team engaged on social media and they would be more likely to buy from a company whose leaders were involved in social media.

Why did it take CEOs so long to join this shift in culture? Probably because most decision makers wanted first to see social media ROI. Don’t think that’s going to happen anytime soon; the 2015 CMO Survey reveals 41.8 % of marketers have a good qualitative sense but not a quantitative sense of social media impact on business.

Might be better to think of Return on Influence.

Mark Schaefer’s phrase, Return on Influence, is a logical measure for me.  “When companies such as Disney, Nike, and Microsoft are creating successful marketing efforts centered on people’s social influence scores,” said Schaefer, “as a business professional, you’d better take that seriously.” The more followers you have, the more influential you are to those looking into your niche.

Social media benchmark results

Still, marketers want to satisfy the boss when it comes to expectations. Webmarketng123 reports that Return on Investment continues to concern marketers in their 2015 State of Digital Marketing Survey of over 600 U.S. marketing professionals. They learned that revenue maintains top billing but proving ROI continues to pose a major challenge.

LinkedIn came in first when it came to answering the question for B2B: “Which of the following social media channels below have generated revenue for you?”

  • Facebook – 20%
  • LinkedIn – 37%
  • Pinterest – 3%
  • Twitter – 19%
  • Other – 12%
  • Not sure – 46%

How about the power combo of the blog and email marketing? Yes, 60% of B2B brands now blog, at least once a week. And email marketing remains the clear favourite at 93% among B2B marketers followed by social media (87%), SEO (78%) and paid search (56%).

Back to Weber Shandwick and my top 4 take-a-ways for CEOs.

  1. The company website is the top destination for executive  A no brainer here. This is a simple entry point for executives where messages are easily controlled.
  2. Corporate video is fast becoming the new normal for CEOs. Executives trained on camera for media interviews will be more comfortable appearing on video. As Weber Shandwick recommends, think about repurposing video clips of CEOs giving quarterly earnings presentations at industry-related events. Different videos may be created for customers.
  3. LinkedIn is considered a safe network for business. The rate of CEOs using LinkedIn nearly quadrupled to 22% from 4% since 2010. They are beginning to understand that LinkedIn is useful for purposes of research, networking, and business development – in addition to job recruitment.
  4. CEOs can help position companies in their respective niches by establishing themselves as a trustworthy leader. They also are able to identify and nurture other influencers from within their industry to drive attention and demand for their products and services.

Finally. The CEOs have arrived at the helm of social media.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

How CEOs Win at Social Enterprise

Before you invest in social media, read this post.

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here.  bit.ly/1JuaV8k  

A strong mindset for company leadership always begins in the C-Suite.

Except conviction is lagging among executives when it comes to how business benefits from social media as a corporate strategy. “Only 52% of companies say that executives are informed, engaged, and aligned with their company’s social strategy,” reports the Altimeter Group on the state of social business. The path to 20% more revenue and 60% higher profit growth is being held up by the head honcho.

McKinsey and Company – named in the top 10 of Fortune magazine’s World’s Best Companies for Leaders- says decision makers must champion social change if it’s ever going to happen for an organization.

Social media visionary Olivier Taupin of Next Dimension Media is vexed by the gap in commitment in this Age of Knowledge. According to the New England Council for Educational Research, knowledge is defined, “Not for what it is, but for what it can do. It is produced, not by individual experts, but by ‘collectivising intelligence’ – that is, groups of people with complementary expertise who collaborate for specific purposes.”

Here are 4 vignettes we regularly come across when it comes to implementing social media for the benefit of most organizations. Recognize anyone?

The Pretender. This CEO saw a major sales initiative fail at his mid-sized manufacturing company. They needed a CRM installed to support lead generation and track sales engaged through social media. Management requested that he demonstrate strong support for the project and provide visible leadership. The CEO refused, saying: “I haven’t got the time. Who else is willing to take on this responsibility?” The CEO is a pretender. He reluctantly accepts the importance of social enterprise but would not make it a personal priority.

The Evangelist. This CEO believed the newly created infrastructure was not sufficiently integrated to handle business growth. She had a “gut feel” about personally selecting a third-party vendor to replace the infrastructure, and was dogmatic in her direction. She would not listen to her staff who had had done their due diligence. The project was over-ambitious and it failed.

The Pessimist. A CEO recognized that social media was increasingly central to his sales department. But he also was extremely cautious. “Don’t ask me to invest in training our employees; they can learn on their own time,” he would say. “I need to see ROI when it comes to social media.” Many CEOs appreciate this common-sense approach to such initiatives. Unfortunately, he concedes social media may be important but is not prepared to back his instincts.

The Champion. This CEO reviewed her competitors’ strategies. She found her rivals were all using social media in similar ways. For her, social media became a rallying point for employees. Over time, she espoused this belief in management meetings, seminars, and company conferences. This CEO had faith in social media as a source for competitive advantage and committed her time and attention to making it happen. She championed the move into social enterprise.

To reduce risk when it comes to rolling out your social media plan, consider these recommendations from Olivier:

1.Set priorities. Decide in favour of managing social media instead of controlling messages in the way of “Old School PR”. Traditional methods streamlined corporate messages through a single company spokesperson or the CEO.  All other comments by staff were forbidden for fear of dismissal.

There is an attitude adjustment about control that organizational psychologist Dr. Bill Crawford describes this way: “What if we decide that being clear, confident, creative, and caring are the qualities we want to be able to access, regardless of the situation, and that this is our highest purpose. The good news is that these qualities can be within our control, AND they will also help us become successful in achieving what we want.”

2. Review Like it or not, says Olivier, “Many of your employees are talking about your company on every platform.” Networks are changing fast and frequently which means that policies cannot be carved in stone and put on the shelf. “Why not collaborate with your employees?” encourages Olivier. “Connect with staff on the networks…teach them how to use the platforms…and give them good social media polices.”

3. Set aside quality time. Champion CEOs study rather than avoid change in the market place. They devote time to scanning new and emerging technologies while reflecting and talking extensively to others on how social enterprise might impact their own industry and business.

4. Train everyone. Educate employees on social media culture, language, and rules of engagement. “Would you rather have a trained or untrained employee?” when it comes to managing what’s being said about your company asks Sharon McIntosh in Empower Your Employees To Become Your Greatest Brand Ambassadors.

It is important for you to manage what employees are tweeting and posting, especially on issues that pertain to the workplace.

Will you be hampering their rights to freely post whatever content they see fit for their social networks? Should you just ban them from accessing their social media sites at work completely? What exactly is the proper way to go about this sensitive issue?

Next time, we’ll give you ideas for social media policies.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

Olivier Taupin on Vertical Markets

How to generate revenue from Vertical Markets

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here.  bit.ly/1JuaV8k 

Vertical markets are irresistible for their direct connections. In the world of print publishing, some of our most successful editions came from creating special publications tightly focused on a specific industry.

Investopedia defines vertical markets this way: A group of companies that serve each other’s specialized needs and that do not serve a broader market. For example, a company that manufactures furniture would belong to a vertical market while a company that sells furniture  would be described as a horizontal market for its various target audiences.

Niche groups have been around from the time of trade magazines. The 21st century version of trade magazines is the vertical network. Of course, networks are much less expensive to operate than printing and distributing paper to reach industry members. I can tell you it’s a tantalising business model for former print publishers.

How to generate revenue in social networks

Yes, there’s money to be made in these social networks. Think about LinkedIn where brands pay for these opportunities:

  • Sponsorship;
  • Advertising;
  • Profile-matching to help identify potential job candidates.

According to Jon Reed, writing on Diginomica. “Company pages are OK, but it’s the topical groups that spur the most engagement… thousands of members, but more importantly, active, on-topic discussions…”

Brands have always wanted to get their message in front of audiences that align with their mission. Think how pharmaceutical companies have disappeared from mass advertising over recent years. Their names do appear, though, amidst conversations hosted by subject experts and contracted by the pharmaceuticals on matters of great medical concern to their groups. Think diabetes and Pfizer.

There are more than 2 million groups on LinkedIn notes David Sumner Smith of www.NextDimensionMedia.com. The vast majority are very small, with less than 100 members. Just over 200 groups (i.e. 0.01%) have more than 100,000 members. Forty groups have more than 250,000 members, while each of the top 10 have more than 500,000 members.

Sumner Smith and his partner, Olivier Taupin, remain committed to LinkedIn. After all, it was Olivier who founded LinkedIn:HR, the largest professional group on LinkedIn and the largest HR community worldwide with 975,000 members.

Yet, both gentlemen are captivated by the prospects that come with emerging Vertical Networks.

Sumner Smith likes to quote Ben Boyer who says, “LinkedIn groups represent a slight verticalisation of the horizontal network itself by allowing people to populate themselves into these defined buckets.” The managing director of Tenaya Capital couches his comments, though: “They are very different from Vertical Networks.”

Branded Vertical Networks own their IT platforms. They also serve a specific profession by offering tools, resources and information that is practically useful to members of that profession. For example, Spiceworks delivered a network management tool that is now used to manage 170 million hardware devices and more than 10 billion traditional and cloud-based application installations.

Here’s a few more examples.  Avvo.com is a U.S.-based network that connects lawyers to other lawyers, and also enables their customers – individuals or businesses – to obtain speedy online responses to legal questions.

Chef’s Roll is a global culinary community of professional chefs, food authors, and industry professionals. Their website recently posted an opportunity for brand ambassadors to represent their flavour smoke products.

The Alumni Advisory Council for my own alma mater, MacEwan University, is exploring the benefits of building a Vertical Network for graduates. The educational institute could align with potential sponsors who want to get their name in front of future job candidates and clients. Of course, such close alignment between vendor and audience is something that businesses handsomely support.

More ways to generate revenue in Vertical Markets

Sumner Smith describes two more ways for Vertical Networks to generate sales:

  • Revenue sharing of products sold through the network between vendor and network owner;
  • Tools provided by networks to help professionals do their job more easily. “Usually those tools (developed by the network owners) are provided for free,” says Sumner Smith. “But paid extensions can be made available, too.”

Olivier Taupin created a Business Directory of Vertical Professional Networks defining the more high profile Vertical Markets. He says that Academia.edu claims membership growth of 10% per month while Spiceworks states a high-growth revenue category of 20% year on year. Edmodo for educators says it’s averaging 5.5 million new users per year.

Here’s 4 more Vertical Networks

StratasysManufacturer of 3D printers and 3D production systems for office-based rapid prototyping and direct digital manufacturing solutions. It surprised the investment industry, since there were very well known suitors for the acquisition: Adobe and Autodesk.

GrabCAD (now Part of Stratasys)- A mechanical engineering community platform that connects mechanical engineers with manufacturers and product development companies. GrabCAD is leading the open engineering movement, helping engineers get products to market faster by connecting people, content and technology.

Edmodo operates a social network for education in the U.S. It enables teachers, students, and parents to connect, share content, and access homework, grades, and school notices. The company’s network enables teacher-to-teacher resource sharing, global professional development, and networking opportunities.

Doximity Doctors/Physicians Founded: 2010 Launched: March 2011 Headquarters: San Francisco, California Number of Employees: 105 (June 2015) Membership (Registered Users): Over 400,000 verified U.S. physicians (December 2014), which represents more than 50% of US Physicians.

It’s worth your time: Keep your eye on Vertical Networks.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

Olivier Taupin on crappy content

The truth about crappy content

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here.  bit.ly/1JuaV8k 

“You need articles for the website?” pressed the CEO. “Words are cheap; buy them from one of those content farms.” I instantly knew we would not be working together very long given such little regard for his corporate image or for the reputation of his employees, customers and partners. Including mine.

Irresistible content comes from knowing what you stand for and what makes you unique. The clarity that comes from truly understanding what you offer—and for whom—is the promise that informs everything you say, write, record, produce and post.

Content farms are websites that hire a large number of freelance writers, editors, and videographers to pump out dirt cheap content at $15 per article. You can spend as much time searching their enormous databases for possible writers than you will to research and write the piece yourself.

Don’t get me wrong. There are excellent services who hire experienced journalists such as www.TroyMedia.com and www.NewsCred.com that vet their editorial teams and supervise the editorial process from start to finish. (Full disclosure: I contribute to Troy Media which distributes to news desks primarily in Canada and the U.S.) As a former magazine publisher, I can tell you it takes time to become familiar with the strength and style of any writer to determine if they’re a match for your story. We want you to rise above the clutter in your industry by getting to the vision behind your mission and telling us what nobody else has bothered  to say.  You don’t get that from bad prose.

Olivier Taupin knows a thing or two about building communities in social media. He’s established over 100 groups on LinkedIn with 1.4 million members. Olivier sees a gulf, though: The community builder too often receives regurgitated crap from companies who won’t pay for quality content to keep their prospects’ attention. After all, you want these people to become your customers.

The social media strategist urges you to, “Think about creating rich content that is useful and intriguing to your audience. For example, Oliver would not share a product brochure on Internet security from a Telco but he would be happy to share a well-written white paper on how to protect your business from hackers from that same Telco.

He encourages you to, “Demonstrate your expertise and forget about pushing self-promotional brochures.”

Today’s budgets are gradually moving towards providing good content—just not enough. The seduction is to avoid creating original content by professional writers in favour of buying cheap material that everyone’s seen before somewhere on the ‘net. People are smarter than that and expect more.

Marketers rely on SEO (Search Engine Optimization) to improve search rankings, website traffic and lead generation. In June 2015 research by Ascend2, 72% of marketers cited relevant content creation as the most effective SEO tactic.

So, what are you going to write about?

First, you need to find the “why” and how it relates to your audience. That will be easier to do after you’ve identified your personas to satisfy the ABCs+ for your company.

A customer persona is more than a description of a target market. In addition to the traditional demographics, each profile describes:

  • A day-in-the-life
  • What keeps them up at night
  • Criteria they use to make a decision
  • Purchase cycle: impulse vs considered purchase and one-time vs recurring
  • Timeframe for making a purchase
  • Websites they frequent
  • Social footprint

The ABCs+ for your content 

Think about classifying your content into these categories: Acquaintances, Best friends, Champions, and Community. Your challenge is to create a digital hub that includes content to share, like, comment and refer on the social platforms. When content attracts and informs customers, it drives leads and sales.

Acquaintances. The first thing to appreciate in this group is that you barely know the person who has visited your website. Please don’t presume they immediately want to know you or like your message enough to purchase your products or services. They are researching other websites, too, and generally want to see value before returning for a follow-up visit. If they are intrigued enough to leave their email address, ask them a few discovery questions in your own lingo to know them better such as:

  • Have you identified a problem that needs a solution?
  • Is there a sense of urgency?
  • Have you had previous experience dealing with the same problem?
  • What will be the key factors driving your decision on this project?

Invest in this content:

  • Well-written blog
  • Infographics
  • E-books combined with video, audio, and written text
  • Landing page with CTA (Call-to-action)
  • Case studies
  • White papers
  • Curated content from quality sites such as swayy.com

Best friends. Just like personal friends, your top customers are those you trust in the best–and the worst of times. These clients purchase your products and services while you help them to grow individually and professionally. You can feel comfortable asking your Best Friends in business for references and introductions to their networks.

Invest in this content:  

  • Live and on-demand video
  • Newsletters
  • Photo albums
  • Landing page with CTA (Call-to-action)
  • Webcasts
  • Podcasts
  • Short videos
  • Open sessions with thought leaders

Champions. Business champions are your board members, investors and ideal customers as well as leaders of commerce and the community in the media and in politics. They take exceptional interest in your success and evangelizes your ideas within their networks.

Invest in this content:

  • Digital publications featuring your champions and their missions
  • Annual reports with a video message from the president
  • References in your blogs etc. to their efforts
  • Annual thank-you slideshow

Community members: Fever Bee, the people who study website communities, reports that technology has not made us better at building communities. The key is authenticity in your relationships…respect for your fans and followers… and recognition there’s a human being on the other end of a Tweet or website query. Communities can increase customer loyalty, buying behaviour, brand advocacy, and the exchange of knowledge while reducing the tendency to engage in negative behaviours.”

Invest in this content:

  • Weekly video updates
  • Groups discussons on LinkedIn with trained leaders
  • Webinar sessions on Facebook with trained speakers
  • Hangouts with subject experts on Google+

The list of ideas grows daily.  I like what Guo Guangchang had to say in a blog recently posted on LinkedIn. “An opportunity sustains an enterprise for a year; good management sustains an enterprise for a decade; good corporate culture sustains an enterprise for a century.” Guo is the chairman of Chinese conglomerate Fosun International with assets of $160 billion under management.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

 

Olivier Taupin and the Keystone Cops

Social Media Strategy Stage 1: Change Mindset

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here. http://bit.ly/1cKPcjn

Keystone cops from the great silent-film comedies refer to, in this case, a lack of coordinated social media tactics performed with great zeal on behalf of your company. The term describes how nobody really understands what’s happening or gets where it’s all going.

“I see people doing tactics before setting up distribution networks,” says Olivier Taupin who owns 100+ groups on LinkedIn with 1.4 million members.  It’s better to first establish the proper mindset for social business as part of an overall strategy.

Here’s four more red lights the social media strategist encounters on a regular basis.

  • This increasingly common request: “We want you to manage our social media.” There’s great expectations for product launches and frantic calls to promote attendance at special events—yet, relationships haven’t been established to help share the messages on networks such as LinkedIn, Twitter, Facebook or Instagram and Pinterest. The CRM’s email database is incomplete, too.
  • We have an event in 2 weeks and need a Twitter campaign to fill the room.” Alarmingly, this is a familiar call. The challenge is the company has insufficient followers which often leads to reliance on the network belonging to their social media specialist. It never works because the vendor’s followers generally have nothing to do with your business. Don’t get us wrong: It is possible to generate much interest with little advance notice using certain tactics but those relationships are shaky and likely won’t last.
  • “We know our customers. We have a list.” You may know your clients well after years of long-time service but there will be trouble going forward finding new prospects. Customers retire…move on…change positions. You constantly need to develop the sales funnels and new prospects are living online.
  • My company doesn’t have a social media plan but I’m pretty good.” Yes, individuals may have connections here and there on various networks but the overall company is entirely disconnected. “The future belongs to the corporation that recognizes its strength is the sum of personal brands belonging to all who work there,” predicts Olivier.
  •  Hiring a social media manager to do it all does not work. If you assign all responsibility for social media to a single person, “You are setting up the social media manager for failure.” You might want to call the position a social media coordinator since it is not possible for one individual to do it all. “The good news is when 100 people send out 100 positive tweets about a product launch, the brand takes full advantage of the power of social media.”

Confusion also reigns when social media is not aligned with the corporate vision, mission, and strategic objectives. If all the departments are constantly tripping over each other, the promise of your brand becomes an empty pledge. Worse, a brand can derail.

Each department may be using social media but employees are using different networks for reasons known only to them. For example, branding gets confused when HR considers the company culture to be traditional in nature but IT staff regard themselves as forward thinking while PR delivers still another profile to investors and the media.

Sales Bench Index (SBI) echoes this message in How to make your number in 2016. This insightful report advised that, in 2001, “57% of the buyer journey was complete before a salesperson was actively involved in the process. By 2015, this number had reached 69%.” Content marketing did not work so well and neither did social selling or free trials—if these strategic plans masqueraded as strategy.

Departments were working in isolation and in conflict with one another. “…The wheels were all spinning, but not in the same direction,” noted SBI.

“It’s time to set up a collaborative group drawn from key departments,” says Olivier. “Social media is everybody’s business,” which means that representation comes from sales, marketing, operations, customer support, IT, and HR.

Before you start, here’s some guiding principles.

  1. Train your employees and then trust them. Host regular company webinars/seminars to update employees, deliver general information materials including the annual report and on-boarding guidelines, send event hashtags and photos for sharing to employees together with corporate identity logos.
  2. Link everybody. CEOs are linked to their direct report and one level lower. All employees are linked to their team lead who make up the umbrella group for social media. This helps the entire company know what each other is saying and doing in the networks, implement a rapid response strategy when required, and immediately handle customer service requests.
  3. We’re all receptionists emphasizes Olivier which means employees at all levels become the eyes and ears of the company. Where responsibilities previously were assigned to a single individual, “we’re all part of it.”

As to general social media policy, keep it simple, says Olivier:

  1. Confidential information is not shared;
  2. All shared information is positive;
  3. The corporate identity that includes logo, colours, and content previously approved by the company is available for publication;
  4. New material is passed by communications marketing or respective unit managers before publication;
  5. Comments align with the company culture outlined within the vision, mission, values, and current strategic objectives.

Now you’re ready for the 7-Point Setup Plan

  1. Conduct an audit. Learn which networks your employees have joined on behalf of the company, determine their activity level, and whether messages are aligned.
  2. Form a collaborative social media team with department heads to build an aligned and coordinated social media strategy.
  3. Set up personal profiles on selected networks for all executives who don’t have accounts including the CEO and members of the board.
  4. Set up the company page on LinkedIn.
  5. Position the Twitter account with an individual rather than the corporate logo.
  6. Set up profiles on LinkedIn for everyone in your business unit. If you have 100 people in a business unit, you have 100 LinkedIn profiles on LinkedIn and on Twitter.
  7. Ensure that everyone is linked together through the social media coordinator appointed by the collaboration team.

Next up: Build connections, followers and fans on each of the social channels. This helps with finding your existing customers online as well as attracting people with a potential interest in your business.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

What are you doing with all your contacts asks Olivier Taupin

You’ve got 5,000 social media contacts. Now what?

By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here. http://bit.ly/1cKPcjn

It’s a rare person in business who is content spending time making friends on social media without an endgame. You want to know there’s a reason for trading your precious hours for liking, sharing, and publishing endless blogs.

Yet, so many people are growing lists without seeing results. Who’s got the time to waste? Not you.

First, identify your motivations. Are you trying to boost your credibility among clients? Do you need to establish authority to attract investors? What about a higher public profile to book speaking engagements?

Ask yourself these questions:

  • What do you want to achieve with all those contacts on your lists?
  • Have you identified the characteristics of your ideal investor?
  • Do your contacts reflect the characteristics of your model customer?
  • What exactly do your customers want from you?
  • What have you prepared to offer them?
  • How will you deliver on your promise?

Next, determine the number of contacts you need to make and work back to see how you will meet those goals.

The 3-D Effect to growing your online business

“Make sure you’ve got the right 5,000 accounts,” says Olivier Taupin of Next Dimensions Media. Olivier owns 100+ groups on LinkedIn with 1.4 million members.

“What’s important to me is that the people make sense,” continues the social media thought leader. “If you were in the energy industry, and there was somebody in the hospitality sector who wanted to connect, it won’t work for you.” He recommends that you evaluate all your invitations by first studying their profiles.

What about those people who’ve viewed your profile. Should you invite them to connect? Yes, says Olivier.  If they align with your organization’s mission.

Olivier’s developed his own 3-D process to determine the value of a connection but cautions, “We live in an imperfect world, so each element is flexible.” His go-to tactics are published here for the first time.

  1. Industry. Start researching your preferred field of commerce. If you’re having challenges reaching into the auto industry, for example, discover who is speaking to your targeted dealer. It might be the tire people who will give you clues—including potential contacts.
  1. Function of the people you want to reach. Is the purchasing agent not available to you? Instead, try their colleagues for your second choice: people in marketing, production, or finance who might help get you a connection.
  1. Geography. Decide the range of of your business reach–from local to international. If it’s not possible to connect with HQ, try going through a local branch office to reach inside the company.

Now, you see the chief reason to have an overall strategy that involves your CEO and other key players in your organization. If you cannot connect with a preferred individual, perhaps your CEO can provide an introduction. Or someone else in the organization has a connection to help with the contact. This is where LinkedIn’s Navigator function serves larger organizations well to keep track of team interactions. It’s likely too expensive for small business who can do a lot at the freemium or premium level of service.

There’s also a great deal that can be done for free on Twitter. Or you can enhance your Twitter strategies by following Michael Kawula’s blog  and checking out his  software service at http://www.socialquant.net.

Did your invitation get accepted? Good. Olivier relies heavily on the tag function in LinkedIn and the list function on Twitter to categorize contacts. Here’s the 3D Effect he personally uses to stay organized.

  1. Champions are your door openers and influencers at the level of CEO, VP, journalist, politician or industry influencer. Nurture these relationships by retweeting their comments and blogs and generally showing yourself to be a fan. Don’t ask them for favours or introductions to their world before you’ve first shown them a lot of respect.
  2. Prospects reflect the characteristics of your ideal customers in each of the niches you serve. Same idea here: Don’t ask for their business before you demonstrate your worth to them.
  3. VIPs are your customers or those you would love to have as customers. Say hello to these individuals on a regular basis and send them salutations. But not too often.
  4. Fans are people who want something from you. We are grateful for fans because they easily like your posts…share your content…and comment on your insights.

Share respect for people online 

“One of the biggest problems I see,” says Mr. Taupin: “People look at who I know and ask for an introduction to someone on my list. But I don’t even know the person asking for the connection.”

This also is the #1 complaint reported by HubSpot from successful people like venture capitalist Mark Shuster and entrepreneur Paul Brunson: “We need to give (many times) before asking for anything. We need to provide value up front.”

Take a look at their L.O.V. Graph showing how to “add value”.  HubSpot published their insightful graph that visualizes ways to strengthen relationships. The inbound marketing agency says that sharing value six times gives you a 50% chance of getting some form of response. Increase that shared value to nine times before asking for something gives you a 90% chance of getting what you want.

Here’s some ideas on how to show the love.

  • Introduce them to someone
  • Appreciate them
  • Offer your expertise for FREE
  • Make them laugh
  • Add value through social media
  • Comment on their blog
  • Feature them in an article you write
  • Buy them a book (Kindle is easiest)
  • Give them insightful feedback on their product, company, or work

Final counsel from Olivier Taupin: “Don’t try to sell me today or you’ll get kicked out.” That’s old style.

Instead, demonstrate your worth by showing you’ve thought about their challenge enough to have worked out a solution beforehand. Give to get.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.

Karen Unland with Shelly Barless of Dust Queen Maid

The Age of Collaborative Marketing

By Sharon A.M. MacLean

“It’s nonsense to believe that selling has fundamentally changed, just as it is nonsense to believe advertising is dead,” pushed back a reader from last week’s blog. You may recall I had reviewed Darren Hardy’s CD interview with Jeoffrey James and Todd Duncan on how the “Internet of Things” affected sales over recent years.

Darren’s empire now includes a print magazine titled Success that reaches 2 million readers, a social media following with 216K followers on Twitter, 289K on Facebook, and over 17K on LinkedIn. He also blogs, email markets, and publishes CDs, DVDs, digital downloads, and ebooks. http://darrenhardy.success.com

I believe the reader missed the point.

Fundamental elements of sales—as well as marketing—remain the same. Yet, there are tools combined with an emerging culture that are best embraced if business leaders don’t want to get left behind. After all, the Internet made its appearance over an entire generation ago.

The same is true for advertising as my agitated reader pointed out. Yet, I am not one of those who believes that print is dead—or that social media should stand alone to achieve results.

Integrate mature media with modern sales and marketing

Even Melonie Dodaro, author of The LinkedIn Code http://thelinkedincode.com, with more than 24K connections, recommends taking it offline to advance a deal. Melonie joins fellow LinkedIn superstars Jill Rawley, Darren Hardy and Brendon Burchard in the network’s most viewed category with a pooled list of more than 72K contacts.

On the traditional side of media, the combined print circulation numbers for the Edmonton Journal and Calgary Herald newspaperssomewhere north of 200K every day—are not to be ignored.

It’s the reason I was delighted to know that Postmedia Team Lead Karen Unland included a quote from a recent blog of mine with those from 5 other entrepreneurs in her Capital Ideas blog. Karen’s photo is pictured above with Shelly Barless of Dust Queen Maid. The digital journalist’s post invites readers to like, share or comment according to the customs of social media. She also plans to run her blog with our contributions in the newspaper in coming weeks.

Capital Ideas started in 2012 to foster the, “Exchange of practical know-how…to create a marketplace of ideas for seekers and sharers of business expertise.” Video of the staged events are posted on The Edmonton Journal’s YouTube channel and also are converted to an audio file.

It’s a generous offer—if carefully constructed.

For example, we engaged slightly different collaborative efforts with my first digital business five years ago. Experts in the wellness space were invited to share content with their respective customers. Sometimes, it worked to everyone’s benefit, if the messages were relevant.

I do the same thing today inside Kim Garst’s Inner Circle. Kim is a power influencer on Facebook and counts over 300K Twitter followers. She has over 400 digital members in her Circle and we share each other’s posts on the various networks every week to grow our respective businesses.

Lessons learned about collaboration

Here’s 6 good tips to consider before emabarking on a collaboration of efforts.

1. Alignment. It works best if participants have similar ideas of what success means to each other. For example, our wellness experts would not share a message about surgical facelifts with their clients if their audience was passionate about holistic health.The same is true for traditional media. We would not seek coverage in a magazine about holistic health care if we were representing a surgical dermatologist.

2. Goal setting. It’s useful to write down exactly what you expect from a collaboration: does it mean straight forward sharing of posts or building a joint customer list using automated email marketing with personalized messages. Kim Garst calls it a “pinky promise” and her goal is simple: if group members tweet our posts, we promise to return the favour.

3. Expect value. Ask yourself how your clients will benefit from knowing about ideas and services from others using either marketing method. Not clear? Walk away. Trust and integrity are big here: how well do your proposed partners take care of their membership? A good idea is join their list to see how they care for their own customers before you make a decision to collaborate.

What about that radio show or Direct TV campaign—either on traditional airways or the web? What type of listeners and viewers call in to those shows? Is your message relevant?

4. Be the first to help. Evaluate what you have to offer a potential partner before making the first move out of the blue. Take an inventory of your assets and brainstorm some ideas before you make the connection. Once an opportunity is revealed, be sure to treat that company’s customers like gold — just as you would want them to treat yours.

Revisions to your Big Plan will be a living process. It takes time to succeed—maybe stumble a few times—before a rhythm is found. This could take weeks, possibly years, to cultivate into its maximum potential.

5. Follow up. Reputation is integral. This is your chance to fulfill a promise and be the catalyst for change, rather than settling in and waiting for the world to roll your way.

Sales and marketing have not fundamentally changed. Nor has advertising. Each discipline has evolved in powerful ways for those who refuse to be left behind.

                                                                  xxxxx

Need help with modern marketing? Contact me through LinkedIn or by email: sharon@worldgatemedia.com.

Life-long communications strategist Sharon MacLean owned and published a traditional print magazine over 21 years for business people. She now applies her enhanced knowledge in digital marketing to the needs of her clients and believes in the value of combining the best of both worlds.

Always be closing

Sign of a 21st century sales jerk: Always be closing

By Sharon A.M. MacLean

We’ve heard this warning from every corner of the social selling world: drop the ABC or Always be Closing style of sales; it’s over. Instead, develop this new method of ABC: Always be Connecting, as coined by Jill Rowley. https://www.linkedin.com/in/jillrowley

The old mantra was based on a satirical speech delivered by Alec Baldwin in the movie, Glengarry Glen Ross, pictured above.  It contributed to the reason we have such a jaundiced view of selling said Inc.com contributing editor Jeoffrey James. http://www.inc.com/author/geoffrey-james  He and sales trainer Todd Duncan were interviewed last month by Darren Hardy, that wildly successful publisher of Success magazine.

I’ve followed Hardy since 2010 when he appeared with Brendon Burchard in San Francisco. He inspired me with The Compound Effect, a book describing the principle of reaping huge rewards from a series of small, smart choices; a copy remains in clear view on my desk. I also identified with him because of the shared experience in magazine publishing. http://darrenhardy.success.com

His empire now includes a magazine that reaches 2 million readers, a social media following with 216K followers on Twitter, 289K on Facebook, and over 17K on LinkedIn. Plus he’s extracted the best strategies around for creating new media that include blogs, email marketing, CDs and DVDs, digital downloads, and ebooks.

Yes, I’m a fan. So many traditional print publishers have not transitioned so fast—or so well –when it comes to modern marketing.

Sales and The Internet of Things 

Hardy’s interview with Duncan and James dealt with how the “Internet of Things” affected sales over recent years. There was no surprise when Duncan said these fundamentals had not altered:

  • acquire new customers;
  • optimize the experience;
  • retain and cultivate existing clients;
  • increase the value of each customer.

What sales people need to change, says Duncan:

  • see customers as real people;
  • strive to find a noble purpose as it relates to your product or service;
  • accept how social media gives your customers a megaphone when it comes to relaying good or bad experiences;
  • avoid non-performing activities. Take advantage of automation tools for email marketing and social media;
  • focus on taking care of those clients who love you the most;
  • follow up.

The new sales model

What will sales look like in five years? Here’s Darren Hardy’s take and, I believe, we’ve already started to see the shift.

  1. There will be fewer traditional sales people for these three reasons:
  • outdated prospecting methods will have lower yields—since direct sales will become cost prohibitive;
  • fewer client meetings take place because clients have less time for face-to-face relationships;
  • a preference to eliminate the middle person. Buyers will look for ways to go direct to manufacturers leading to fewer sales people on the road.

2. More ways to connect means the days of the big whale sales hunter are over. The sales farmer gains momentum with in-house support from account managers or client relations people. Teams edge out the lone game hunter.

3. Compensation models change. Given the collaborative way of sales management, commissions will be shared among all team members.

Things that won’t change.

 1. Urgency trumps process: Customers want to solve their problems now, so companies positioned for rapid response will be able to capitalize on opportunities while others get left behind. Think about fast-tracking signatures using automated sales proposals and e-signatures which the Aberdeen Group advocates.

2. Qualification of high-value prospects drives faster growth. Effective target filters will be required to sort through a dearth of leads. This means targeting prospects using tools such as Socedo http://www.socedo.com to scan for leads that fill the pipeline.

3. Communications skills increase in importance.  The need to improve writing, speaking, and publishing skills increases in importance at all levels. Companies, please take note: If your sales people don’t have strong writing skills, it’s your job to provide editing assistance or to supply content for distribution by your teams.

4. Trust trumps facts. Much of the need for speed-to-results will be based on good listening skills and trust over the delivery of factual information. Read soft skills: social graces, interpersonal relationships, attitudes that make someone a good employee to work with, managing people, and leadership.

5. Proven speed-to-results will earn higher prices than those that take longer periods of time. This requires focus, skills with automation tools, and flat-line management.

Glengarry Glenn Ross is long gone.

                                                               xxxxx

Need help with modern marketing? Contact me through LinkedIn or by email: sharon@worldgatemedia.com.

Life-long communications strategist Sharon MacLean owned and published a traditional print magazine over 21 years for business people. She now applies her enhanced knowledge in digital marketing to the needs of her clients and believes in the value of combining the best of both worlds.

IBM InterConnect

Zero to 60: A social media case study for industry

By Sharon A.M. MacLean

Rinnnnnng! “We’re registered for the big IBM conference at Las Vegas in six weeks and we don’t have a social profile,” said Blaine McGillivray with some urgency.  “Can you help us, Sharon?”

Blaine is Business Development Manager for Technology Concepts Group (www.gotgc.com) headquartered at Illinois. The IT firm specializes in computerized maintenance, facilities management, and Maximo for industry. Their new solution, Predictive Insights, is all about the “cognitive era”. That means complex mathematical models for analyzing data that help plant operators detect and prevent faults and outages before they occur.

Blaine organized a conference call with President Mark Rogers and Managing Partner Robert Januzik to help me understand their business challenge. “I didn’t really know where to go with it (social media)”, said Mark in debrief.  “I also hadn’t realized the time involved.”

An audit of TCG’s social footprint revealed accounts for LinkedIn and Twitter and a static website —functioning much like a brochure.  No blog.  I’ve seen similar medium-sized companies that want to catch up with digital marketing; nobody wants to risk getting left behind today. TCG was a solid enterprise in business for 16 years and the principals were respected armed forces veterans.

The important detail was that TCG had finished integrating Predictive Insights with Maximo for computerized maintenance and case management systems. Think big industry—chemical plants, oil gas refineries, even car manufacturers. The new service was being launched at IBM’s conference expected to draw 21,000 delegates with 200 breakout sessions, 13 keynotes and 3 general sessions. Seven TCG personnel were making the trip to host their booth and Blaine planned to present a session on Predictive Insights.

The special event meant a serious investment for TCG.  They had six weeks to create a brand presence and promote the session.

It’s not a great idea to launch a marketing strategy in zero to 60 for any company, let alone one with little or no profile.  The better idea is to establish brand presence over time and take advantage of special event opportunities along the way.

By the way, just having a social media presence—such as a LinkedIn account—isn’t actually a social media strategy. It’s a good idea to define a plan, and more importantly, execute that plan daily with your customers in mind as well as prospects and other interested parties.

So, the plan for TCG looked like this:

  1. Determine best platforms for speed-to- market;
  2. Discover relevant influencers and build relationships;
  3. Fill the sales funnel with potential prospects and existing customers;
  4. Acquire and create content to post on platforms;
  5. Capture names of prospects at the event to follow up after the show.

Here’s how we did it.

1. Best platforms for TCG: This was easy enough. The LinkedIn/Twitter combo provides business with the best customer intelligence available today. We needed to quickly build up lists for Mark, Robert, and Blaine, though—especially on Twitter which had no brand image or followers. We corrected that by immediately taking professional photos and creating a slick banner with a relevant message for Twitter. The bigger challenge: where and how do you find prospects?

2. Relevant influencers: IBM global marketers were brilliant. They identified important technical bloggers and provided introductions to the people that TCG needed to meet. We still needed to make the case for support, though. Influential media reps also were researched and contacted. All were followed on Twitter and LinkedIn and interviews arranged where possible.

3. Filling the funnel: There was no time to manually build a database for prospects, so we chose to automate. Of course, there are hundreds of platforms, maybe thousands, which promise the world in social media. The key is to know which software-as-a-service to engage and how to apply it for the mission. We chose Socedo. (This is not a paid commercial.)

Socedo is an automated system that matched our custom criteria in a search for prospects inside Twitter. Once we approved a contact, Socedo also searched for them on Linkedin and engaged with them automatically on both social networks. We estimated finding 200 prospects per day and we had 20 days left to build up and engage with those followers.

4. Acquire and create content. TCG did not have a blog and they had not created content on a regular basis. The content bank was virtually empty. However, Blaine did have the power point he created for the IBM session which led to the publication of his first blog. Of course, the social media challenge is to find followers who believe you’re worth their time. Fresh content is key.

The good news was that IBM did have many relevant blogs, and IBM gave us permission to re-purpose for TCG. We did not need permission but it was the respectful way to go.

A lineup of blogs, articles, infographics and videos was queued up using SocialOomph and we published all day long. People noticed and followed. They’re still following three weeks after the event including Veteran Radio.

5. Capture names at the event for follow up. TCG was clever here. They created a fish bowl to capture names of interested persons in their service. Not the regular iphone draw but a free Data Analysis valued at $2,000. The complementary proof-of-concept shows how a maintenance plant can avoid catastrophe by spotting the problem in advance; qualified prospects put in their business cards.

For another occasion, TCG could take advantage of a strategy I like from Instant Customer’s Crowd Catcher method. It works this way:

  • Identify serious prospects at an event;
  • Create urgency for prospects to sign up for services;
  • Automate the client’s payment process;
  • Build a mobile site for prospects;
  • Create customizable pricing packages to offer prospects;
  • Automatically re-bill customers and makes payments to a PayPal account.

What happened for the seven TCG people who attended the event? “There was not enough time to handle the line-up of visitors to their booth,” said Mark.

And, yes, there was positive ROI with respect to the TCG social media campaign and the IBM show.  “Absolutely,” replied Mark Rogers. “Especially the combination of LinkedIn and Twitter.” He was surprised by the “amount of followers we got so quickly.” He also was impressed with the willingness of people to talk about their needs.

There’s more. Mark and his team are in the middle of quoting on four proposals for multi-national clients who asked not to be named for purposes of publicity.

A successful social media campaign often fits best with an integrated approach to marketing which likely accounts for finding the multi-national prospects. Mark Rogers and his team with Technology Concepts Group showed impressive leadership and collaboration in meeting their objectives for the conference.

They risked going Zero to 60—and won’t be left behind. Look for TCG at the front.

 xxxxxx

Need help with modern marketing? Contact me through LinkedIn or by email: sharon@worldgatemedia.com. You can also pick up more ideas from my website: http://www.worldgatemedia.com

Life-long communications strategist Sharon MacLean owned and published a traditional print magazine over 21 years for business people. She now applies her enhanced knowledge in digital marketing to the needs of her clients and believes in the value of combining the best of both worlds.