This is the Top Publication Shared By CMOs


Leadtail is a social strategy firm that has built a panel of over 1,000 B2B and B2C CMOs and marketing executives located in North America and active on Twitter that develops social insights reports on CMOs and other decision makers.

They recently released the results of analysis of over 60,000 Tweets during the month of October and determined Forbes to be the #1 publication shared by CMOs during that month. As a Forbes contributor myself, specifically to the CMO Network, I am not surprised to see it come in #1 for we have a great group of contributors for sure.

Here’s a quick legend regarding the colors and what they represent followed by the full list:

Blue = Did not rank in the Top 50 in the previous month

Green = Moved up in ranking over last month

Red = Moved down in ranking over last month

Black = No change over last month




Have We Lost the Art of Conversation?


Have we lost the art of conversation? Has the digital age with its shortened attention spans and 140 character limits shriveled what was once our primary form of engagement? Do we bypass conversation via social channels, which allows it to happen 24/7 when used to it’s best advantage, and instead simply continue traditional marketing broadcasting… for business AND personal. … Read more


Tracking Our Next Digital Steps

Screenshot 2015-10-25 19.18.17

It’s been a bit of a whirlwind since the launch of X. In the last two weeks, I’ve hosted conversations about the promise of experience design in London, Düsseldorf, Oslo, Sydney and Geelong.

Somewhere along the Atlantic, I was asked to answer a few questions ahead of my arrival in Geelong for the Pivot Summit by Courtney Crane of the Geelong Advertiser. Thanks to the magic (or curse) of inflight wifi, I was able to make her deadline. But it was more than a Q&A, it was the purpose of the conversation that stopped time to reflect on how this once bustling city is proactively investigating how to build upon its history to adapt for the future. … Read more


Offense and defense, a b2b insight

Selling change to organizations is difficult. One reason is that change represents a threat, a chance for things to go wrong. It’s no wonder that many people avoid anything that smells of change.

Another reason is that different people in the organization have different worldviews, different narratives.

Consider the difference between “offense” and “defense” when confronting a new idea.

OffenseDefenseThe person who is playing offense wants to get ahead. Grow market share. Get promoted. She wants to bring in new ideas, help more customers, teach the people around her. Change is an opportunity to further the agenda, change is a chance to reshuffle the deck.

The person who is playing defense, though, wants to be sure not to disappoint the boss. Not to drop a ball, break what’s working or be on the spot for something that didn’t happen.


Either posture, surprisingly, can lead to significant purchases and change.

Defensive purchases are things like a better insurance policy, or a more reliable auditor. Offensive purchases include sophisticated new data mining tools and a course in public speaking.

The defensive purchaser switches to a supplier that offers the same thing for less money. The offensive posture demands a better thing, even if it costs more.

Not only are people divided in their posture related to change, they’re also in different camps when it comes to going first. For some, buying something first is a thrill and an opportunity, for others, it’s merely a threat.

While we often associate defense with late adoption, that’s not always true. The military, for example, frequently pushes to buy things before ‘the bad guys’ do. For example, the internet was pioneered and supported by the defense establishment.

And while you can imagine that some people seeking to make change happen are eager geeks of whatever is new, it’s very common for a proven success (a titan) to wait until an idea is proven, then overinvest in putting it to use in order to continue to steamroll the competition. Trader Joe’s did this with laser scanners… They like change, as long as that change is proven to help them win even more than they already are.

Play with the graph a little bit and consider who you are contacting and what story you’re telling…

Seth Godin


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Interview: Ted Rubin – Social Media Influencer and Keynote Speaker ~ via @SimpleBlissMag


Screen Shot 2015-04-04 at 9.26.37 AM

Ted Rubin and I “met” back in 2010 via social media and Ted’s extraordinary personality and commitment to establishing and maintaining connections is what has made him who he is today. His “Return on Relationship” theory of engaging in a more personal way in ALL aspects of our lives has become one influential message that is quickly becoming a beloved belief. Ted’s amazing ability to connect and influence is well-deserved and I appreciate his time with me in answering some questions for Simple Bliss Mag.

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Entering Era of the Endless Store


Those in the know in online retail have been leveraging dropship vendors to create expanded ‘endless aisle’ assortments for a number of years now.

Through the ongoing development of the Matrix Retail approach it’s now become apparent a new reality is emerging best described simply as the ‘Endless Store.’

Just as an ‘endless aisle’ expands assortments well beyond the current store and retailer stocked web assortments, creating the ‘Endless Store’ connects and extends the bricks & mortar and virtual environments within which retailers operate. The potential for dramatically improved customer service and functional development of a unified retail customer experience is now within reach of every retailer. … Read more


Customers to Brands: #WSILTY (Why Should I Listen To You?)



The words “customer experience” and “engagement” are being bandied about a lot lately, and new tools are being created every day to supposedly help brands bridge the gap between engagement and sales. But let’s not get the cart before the horse. Before you go out and spend money on the next big CEM or SaaS tool, there are two basic principles you need to work on:

  • A Deep Understanding of Your Audience
  • A Crystal-Clear Value Proposition


If this sounds like Marketing 101 to you, well, you’re right. But you’d be surprised how many brands throw these tried and true principles out the window in favor of the next “big idea.” After all, this is a new era, right? Isn’t exploding technology turning marketing on its head?

Yes and no. It’s true that we’re charting new ground when it comes to social connection and engagement, and technology is changing so fast it’s hard to keep up. In this environment it’s easy to feel you’re getting left behind; however, the truth is that we’re all people being carried by the same current. Rather than desperately grasping at every new tool that floats by, it pays to do something counter-intuitive: relax, observe and think.

Who is your audience (really)?

Today’s technologies allow us a myriad of ways to listen to our audiences and learn about their pains, passions and preferences. But do we do it? Not as well as we should. We get caught up in “big data,” but don’t often look deeper. Take a leaf from the old-school books on direct response marketing and spend quality time listening to what your audience has to say. Where do they hang out? What are their dreams? What are their problems? How do they live, play and work? What are the social issues that matter most to them? Unlike the “focus group” marketing of yesteryear, social platforms have brought this type of listening to a whole new level if we’ll just use them.

I’ve talked before about manually digging into people’s social profiles to learn more about them. When brands direct more resources to this type of listening, they gain much greater understanding of their customers and prospects as individuals with hopes, dreams and everyday problems. It’s this knowledge that helps them scale connectivity and engagement, and allows them to create the memorable experiences their audience wants to share.

Why should your audience listen to you?

Today’s consumer is busy, distracted and a little overwhelmed with technology, so once you get to know them, spend time thinking about how you help them. If we spent more time asking ourselves “How can I help?” rather than “How can I sell?” we would be a lot better off.

What makes your brand special? What is it about what you offer (or the way you offer it) that makes people sit up and take notice? Better yet, what makes their experiences with your brand unique? When you know your audience well enough to understand their motivations and empathize with them, it’s much easier to distill your unique value proposition. Having a crystal-clear vision of your value helps your brand in two ways. It helps you create content that will attract your audience, and gives your employees a mission standard for ensuring that all experiences with your brand are exceptional.

Listening to your audience and using what you learn to develop a clear mission and value statement will help you put strategy before tactics—a big advantage in a rapidly changing environment. So before jumping at the next tactic in the technology stream, make sure you are using the tools you already have to answer the #WSILTY question first.

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Why ABC “Always Be Closing” Needs to Change



You’ve heard the words behind the ABC acronym before – Always Be Closing, as the popular interpretation goes. For some, it’s a mission statement, even a way of life. But what does it really mean? All of the emphasis in this version of ABC points to closing. The sale is the end-all of the entire marketing interaction, and everything else is secondary, if it registers at all. Close one deal, don’t look back, and move right along to the next one. As long as the cycle keeps churning, everyone’s happy… right?


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The interim strategy

interimWe say we want to treat people fairly, build an institution that will contribute to the culture and embrace diversity. We say we want to do things right the first time, treat people as we would like to be treated and build something that matters.

But first… first we say we have to make our company work.

We say we intend to hire and train great people, but in the interim, we’ll have to settle for cheap and available. We say we’d like to give back, but of course, in the interim, first we have to get… … Read more