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We are pleased to be able to hold in-person gatherings again, beginning March 7 at 10:30am. Thank you to Geoff, Don and Amy for being part of this video.Scriptures from this service: Welcome: John 1:1-14. Sermon: John 19:41-42; 20:1-2; 13:23; 20:2-16; 20:17; 20:19-28; 20:30-31; 1 Peter 1:3-6; John 16:33; 1 Peter 1:18-23; 2:4-5; 2:9-12; 2 Peter 1:3-4; 1 John 1:1-7; 2:1-2; 3:1-2; 4:7-16; Revelation 12:10-11; John 3:16. Communion: Exodus 40:34-38Songs from this service: How He Loves (Mash Up): https://youtu.be/H10_MDNRQbY What A Beautiful Name: https://youtu.be/wecona8i1B0 Your Presence Is Heaven to Me: https://youtu.be/CuR-rXJ6ayoImage by Tep Ro from Pixabay

Hey, big hello from Portland, Oregon. Welcome to another episode of B2B Marketing and More. I have a special guest today who will talk about collaboration. John Moore is “The Collaborator” and he is the VP of Revenue Enablement at Bigtincan, a sales enablement automation company. Yay! Welcome John. Thank you so much for coming to my show. It's fantastic to have you!   John M: Hey, it is awesome to be here, Pam. I'm so excited. One of my bucket list items. I'm nearing the end of my bucket list. Yay!   Pam D: Oh my God. John, you just made my day. (John laughs) So I want you to introduce yourself. Obviously. I mentioned about you in terms of Magellan, the collaborator, which is that you actually put that prominently--loud and clear--on your LinkedIn profile, right? And that's truly unique, but before we get to that, why you make that decision, a quick intro about yourself and the, what you do.   John M: So I'm currently the VP of Revenue Enablement at a company called Big Tin Can. We’re a sales enablement automation company.   Pam D: Is that company based in Australia?   John M: Yes in Sydney, Australia and Waltham, Massachusetts and Glasgow, Scotland. But yeah, we have our headquarters in Sydney.   Pam D: So you are always on the sales enablement space for the company, or, um, what else do you do?   John M: So, so for me, so I'm run our internal revenue enablement practice. And what that really means is making sure that all of our sellers, all of our customer success, anybody who's talking to a customer is prepared to have a great conversation that delivers value to the prospect of the customer. Because at the end of the day, there's nothing worse than we've all had the experience where you pick up the phone let's say, you're, you're working with a cable company (that we shall not name, we shall not name) and you pick up the phone and they don't know what the heck they're talking about. And you keep repeating. Nobody likes those horrible experiences. So yeah, so my team is responsible for making sure that you get a great experience--that we are helpful to help you understand your problems, solve your problem. And if you don't buy with us, that's okay. At the very least, hopefully you're better informed, better prepared for solving a problem with whoever you're gonna from. So our goal is to make sure that you have a successful set of conversations and learn something and hopefully buy from us. I mean, let's be honest. We want you to buy from us, but, but the goal is to be helpful first and add value.   Pam D: And, uh, so collaborate and the collaborator, and you say you are John and the collaborator. So can you elaborate a little bit more and do you, are you talking about elaborating with your sales team? with your customers? And is there any specific, you know, people that you go after in terms of sharing or communicating that message or that title?   John M: So I started off by thinking John the Baptist, but that was taken! (Pam laughs) So you know just kidding, just kidding. So for enablement to be successful in my opinion, Pam, you have to collaborate wide and far, far and wide. So revenue enablement's about preparing the entire revenue facing team to be successful, which, which requires a lot of collaboration between marketing sales, customer success. But more broadly, you also have to collaborate well with product marketing, with engineering, in some cases, finance. And what you start to find out, do this intense collaborative effort, um, is you start to uncover both gems in the business like, “Oh crap, I didn't know this team was doing that. Why aren't we doing this over there?” You also start to uncover pain points in your own process and in the organization, whether it's duplicate effort or simply, you know, you're doing something so inefficient that this team can help you with. So enablement to be successful is kind of at the hub at the center point of the business for it to be successful. So for me, the key has always been about collaboration. I started my career, um, and then builds on this point. So I'll take you back 30 years. I started my career as an engineer. I Lotus development working on Lotus 123 for DOS.   Pam D: The saddest part is I actually know what that is (laughs).   John M: I know! You’ve heard stories. Then I worked on Lotus notes, which was as good and as bad as it was, was an entirely platform built on enterprise level collaboration; At the end of the day, that's what it was. So collaboration has always interested me. The collaborator really represents my vision for how enablement has to be done, done well, is unique. I also tend to think thought leadership is such an overrated concept and not to knock anybody who considers themselves a thought leader. Many people know their stuff in know it well. But there's so many self-proclaimed “thought leaders” that don't know crap. Honestly. So I tend to, sorry. I tend to beat up on the full thought leadership thing. So I said, “I want to brand myself as something that resonates with what I think is important--“collaborator”--and that doesn't talk about thought leadership, because to me, I'm trying to bring people together inside and outside the company. So the other half of the reason for the collaborator, Pam, as it revenue generation team--sales, marketing, customer success--we can learn a hell of a lot from each other. So the other part of my mission is to really bring people together, to share their insights that they can share with the community, catalog that and make it something that people can learn from one another. Not simply one thought leader in a corner, but from the community sort of collaborate to raise up people, the knowledge, the insights, and really put a spotlight on the people doing really good stuff. That's the reason for “The Collaborator.”   Pam D: So can I be a devil's advocate for a second?   John M: Of course you can!   Pam D: Obviously, I, I agree with you 100%. And uh, most of the time when I get any kind of campaigns done or any projects done, it’s definitely a team collaboration. But from time to time, it will end up having too many cooks in the kitchen.   John M: Oh, yeah.   Pam D: And then, uh, the decisions are not made. Or the decision is delayed or the decision becomes a very much consensus or committee driven and it may not turn out to be a great decision. And how do you overcome that? And what is your point of view?   John M: Well, my point of view is that collaboration means you get to share insight and input into the process. You may or may not get a vote in actually what's being done. So for me, collaboration is about, let's take a simple example. We're trying to make sure that a seller can have a great conversation, move the prospect through the funnel. So they'd buy something, right? That's a simple, simple example. Well, if we simply went off and created content and training for the sellers and didn't talk to the sellers about what problems they were having and what they actually needed, we'd fail. If we didn't talk to the marketing team to understand what are the higher level objectives that they're trying to accomplish? What messaging are they kind of drive and make sure that we align it together? Then again, we're going to miss the mark there.   As a business, you want a really cohesive message going out to the field. So we have to be talking to marketing, we have to be talking to sales--or the sales leaders--to understand what their priorities are. Because maybe we're getting asked for this one pager by five sellers and we think that's the priority. But the reality is the sales leader says, “no, I don't care about those deals. This is the opportunity that I need help with. Can you do something entirely different?” So it's about having all of those conversations and open dialogues across the team to get input. But then you have to make the decisions usually in coordination with the leader-- whether it's a sales leader or the CRO, in an ideal case--about what the true priorities are. So collaboration, again, you get input, but it doesn't mean you get a vote and it doesn't mean you can actually say “this is what we're going to do.”   Pam D: I think what you are saying is actually very clear in terms of during the collaboration environment, everybody can have input. But I mean, all of the team members also need to understand who is the decision maker. We call that “the D” you know. That person is going to make the call and the not everybody's input is going to be, uh, incorporated. Sometimes we have to make a hard decision and that's just the way it is.   John M: Yeah, the reality is if you look at an organization with the chief revenue officer, they're the one who talks to the board. They're on the line. They're the one that has to make that decision. They want to gather all the input. Enablement plays a key role in facilitating that discovery and collaboration, and then they need to make the decision on what the priorities are and help the business move forward.   Pam D: Got it. And have you encountered a situation that you it's a big initiative and you want to tackle a key strategic account and to do that as a part of net new. And, um, there's marketing involved, there is a sales operation involved. There's everybody is involved. Everybody is like, “okay, we need to do this.” And how do you, what are some of the challenges you run into when you are driving a biggest initiative or try to tackle the biggest account and everybody's on deck and everybody's working toward that, but there's so many people involved. (John laughs) How do you take charge of that? And to make sure that, you know, we all going to a right direction. I know it's pretty hard. I have my own thought, but I want to hear your point of view.   John M: Yeah, my point of view it is simply that we all need to first align and understand what the objective is. What's the goal.   Pam D: Yes! I love that!   John M: Yes! Right   Pam D: That’ll get you to first base. Now what’s next? (laughs)   John M: I'm getting up to bat Pam. I'm ready. Okay. So I'll give you, I'll give you a real example of something I'm working on right now, collectively collaboratively with the team. So we have, and I'll just simplify it. We have one customer, one prospect that we would love to close this quarter. They've done a lot of analysis on this customer and they help along with the sales team they agreed that this was a ideal customer that they want to close. Yeah. We're involved in that conversation or that collaboration. They're analyzing the data on the marketing side. They're taking a look at how it fits with other customers we service before. They've taken a look at, you know, what's on their quarterly reports in terms of areas that they're looking for. All that good stuff.   Pam D: Yeah. You're doing a lot of firmographics, technographics type analysis. Yes.   John M: Yeah. So I think in great, we're going to know, get that customer. That's going to be a logo for us this quarter. So all of that collaboration is taking place and over here, you know, you have to coordinate them with the SDR team on, “okay, when we want to start doing the outreach First off, we need to agree we want to get this customer, how are we going to go about it? And usually what we do and what will you do 99% of the time--and we should do it a hundred percent--is we then work back from the goal through the steps, just so the team understands it. And it's a really ugly manual process, but I'll tell you if it works. So, you know, ultimately we've worked back to what's the messaging that the SDR team has gonna do?   Pam D: Oh, messaging, uh, music to my ears.   John M: Yeah. I have to go back to the SDR. You have to go back to, “okay do we, are we building an event this quarter or a webinar or something that's really timely. That's going to help us add more value so they show up and give us more right to talk to them? So, you know, it's marketing and the event team working on creating that. It's the messaging for the SDRs. It's, it's even on the website for this particular customer, it's like, well, are we talking about ourselves correctly? So that when they come to us as part of our messaging and outreach, or when we see them doing a search for “X,” we're going to show up and be there. So it's about bringing this whole picture together and saying, “if we do all of these activities in a collaborative, united way, do we have the best chance possible of getting this, this customer on board? Yeah. That's a 30 second-- no, it was probably 30 minutes-- I talked, but you know, I mean, that's the short answer.   Pam D: It’s a 30 second answer, but it's six months of planning and execution.   John M: Yeah. Yeah. It really is. It really is. But it's so I loved your reaction to the goal. Yeah. So often we forget that. And that's the thing that drives me crazy.   Pam D: I 100% agree with you. What is the goal we want to accomplish? What is the objective? And the goal and objective on not necessarily the same thing.   John M: Exactly.   Pam D: They reach the same destination, but you know, objective objective is what do we want to accomplish? A lot of times, like building the relationship with our clients, that's objective. But achieve the $50 million revenue is a goal, right? But there are things that we need to do to get to that goal. But at the same time, there are things we need to do to achieve that objective may not want hundred percent align to the goal we wanted to go.   John M: Absolutely. It's such a fun kind of project.   Pam D: I know you mentioned about the, um, messaging and, and talking point. So I, uh, I'm, I'm a proponent of the messaging framework and I feel, I firmly believe that, uh, if we sell a product, you need to actually have a baseline. That baseline is what you want to say about your product.   John M: Yes.   Pam D: And I also believe the consistency in terms of why you need to say about that product. They also are three things we want to talk about. Let's make sure we dial up the three things. And with that you said, I ran into challenges with sales from time to time because they are different talking points they want to dial up and dial down. And how do you, um, really work with the sales team to maintain that consistency of the talking points yet at the same time, tailored it for different accounts? I found that, uh, difficult to do.   John M: It's hard. And it's imperfect and we're far from having it nailed. Let's be honest, Pam. But what we have done and continue to do-- so we have a messaging framework. We built a messaging framework. We built a clear discovery process for the sales team to use based upon that framework. It guides how we write our blogs, how we do our marketing site, the whole, the whole thing, the whole enchilada. But the reality is you then, and I'll just take the simple example of the seller. Yeah. You if you take that messaging framework and I'll use us, you know, so we sell the multiple verticals. We sell into retail and life sciences, manufacturing, and so on and so forth. So those key message within the framework will have different weights of importance within each vertical.   Pam D: I, that I, 100% agree. You, you, the, the, the change that actually for vertical, I get it. But it's very hard to scale to change that to different accounts. That to me, that’s another level.   John M: Yeah. And I would say we're not 100% there yet. What we do so is leveraging our products. We have a document automation tool that allows us to use a whole lot of data to create a very customized account-specific messaging deck. But the reality is it's really good and it saves a lot of time, but you still need the seller to go in and tweak it. And that's what things can go off the rails. Honestly!   Pam D: I want no, no, no. I mean, I would 100% agree with you (laughs).   John M: You know, Sally may do a great job, but, but Bill may always throw in something that you just go “Bill. Why, why did you do that?” And the reality is, I don't know how you solve that. I don't know how you solve the Bill problem, meaning you give them the best possible, but the reality is we both know you still need to customize it a little bit more.   Pam D: I don't have answer for this because I'm struggling with that when I supporting my sales team. They always want to customize the messaging actually for different accounts. And to be honest with you, there are times I 100% agree with it and sometimes was like, “really? You really don't need to do that.” But again, I'm not a sales person, right. I'm supporting the sales, so I want to make sure-- they know their clients, their accounts so much better than me. So I trust the instinct and I trust the direction they want to take. I have to, they all my sales team. But I don't have answer for that either, to be honest with you. I thought maybe you have some Holy Grail (laughs) you could share with us.   John M: No, and you know, some of it is some of it, and this is not a perfect answer that we've tried. It depends on the success rate of the seller. There are some sellers that I really do understand their prospects and their customers better than we ever will. And you have to give them more leeway. There's other sellers that think they do, but their numbers and their batting average shows, they don't. So you don't give them the same right and you say “no soup for you just use what we give you.” Um, and that's not a perfect answer, Pam, either. It’s really not.   Pam D: Yeah, I know. I know. I understand. We all humans, we deal with humans. You have to always except? “We do this, except.” There's always on that, “We do this, but…” Yeah, there's always exceptions.   John M: Yeah, exactly. And I think it also, you have to on some types of content-- when we're talking about personalization--you simply have to say “you can't personalize it.” There are some types you can't. And there's some types where you have to say, “you know what, this needs to be personalizable. We use our tools, whether it's our document automation or other tools as part of our product to support that, but some of the things that we're able to do is lock in the messaging. So you can customize it to one of 10 approved messages.” And sometimes that works, but you always have the salespeople understandably that say, “but I need get 11th message.” (laughs) Yeah, I know. So there is no perfect answer. At least not that I’ve run into.   Pam D: (sighs) Yeah. So very, very good. Um, any other additional insight in terms of a collaboration that you want to share with us and our listeners?   John M: No, I the thing I, uh, that I think is important. You touched upon Pam. It's really easy to get to the point where you're like the U S Congress and you don't do anything. You don't want to be that collaborative. Um, but you do, you do want to be open and take input from people. It validates them as human beings, as part of the company, as part of the business. You will learn a lot. And you also get the morale boost, I think is big too. You just have to position it properly and then that's it.   Pam D: Got it. Very nice. I'm going to ask one silly question. What is the most useless talent--you know, you are talented--but what is the most useless telling you have?   John M: I used to be a fairly double jointed in my, in my elbows, and then I would freak people out with that. That's pretty useless. (Pam laughs) Um, I also, I consider myself-- I've been married for nearly 30 years and I have two grown daughters--I also feel like I'm pretty good at bad dad jokes. That's not a talent, though.   Pam D: That's truly useless. I agree.   John M: That’s truly useless! Nobody's ever wanted it.   Pam D: I was like, “yeah, that's truly useless, John.”   John M: I send a dad joke to my kids every day. And every day they go, “Oh… why? Why?”   Pam D: “Seriously again! Dad you're like killing me!”   John M: But I found a trick here. Pam, my oldest, they both have long-term boyfriends. And my oldest is dating someone who her boyfriend loves dad jokes. So he will send them back. I'm training the next generation for useless behavior. (laughs)   Pam D: Way to go! (laughs) All right. Very, very good. Hey, so John, please tell our listeners where they can find you and what you can do to help them?   John M: You know, um, you can find me on LinkedIn. You can find me on Twitter. You can find me almost any place. But the best places LinkedIn, simply look for “The Collaborator” I'm there. Uh, that's easy to find search term, there is no other, um, which is a good thing because my mother told me one was plenty. So there's only one of me. So just look for The Collaborator. And look, if you have any questions about enablement, in general, uh, you know, I'm always happy to get on the phone and just have a chat and see how I can help you out.   Pam D: Very good. And thank you so much, John, for coming to my show. Really, really appreciate it and share your insight in terms of collaboration.   John M: Thanks, Pam. It was fun.   Pam D: Again, thank you so much for listening to my podcast. Podcasting is one-way communication. I don't know who you are, but your support means a great, great deal to me.   ________________________________________________________ If you want to chat, reach out to me on any social media channels. You can also join my Facebook community, Build Your Marketing Skills to Get Ahead. And when you join, you can get a free tall Starbucks, on me. I place a gift card with a barcode in the Announcement tab. Again, love to hear from you. Take care.  

Thank you to Julie, Don and Ed for being part of the service.Scriptures referenced: Welcome: John 4:21-26. Sermon: Acts 9:1-18; 9:17-22; Colossians 1:21-22; John 3:16; Jeremiah 31:34; Isaiah 1:18; Psalm 103:12; Isaiah 43:25; Romans 4:25; Micah 7:18-19; Romans 5:6-8; Ephesians 2:8; 2:10; Titus 2:11-14; 2:15; Psalm 32:1-11. Communion: Romans 5:1-5.Songs from this service: Your Grace Is Enough - https://youtu.be/8wN-fspKg1Q; Redeemer - https://youtu.be/uUKUd6KtMro; This Is Amazing Grace - https://youtu.be/XFRjr_x-yxU.Photo by Aaron Burden on Unsplash

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Arkansas Turfgrass Association - Julie Holt, Content Director, TheTurfZone.com TheTurfZone: Welcome to TheTurfZone. This episode continues our series on the USDA-funded ResistPoa Project. In this episode, we’re talking to John Kaminski, Ph.D., Professor at Penn State. Welcome John, thanks for joining me. John Kaminski: Thanks for having me. TTZ: So let’s jump right in to [...] The post Arkansas Turfgrass Association – ResistPOA Series: John Kaminski appeared first on The Turf Zone.

Pennsylvania Turfgrass Council - Julie Holt, Content Director, TheTurfZone.com TheTurfZone: Welcome to TheTurfZone. This episode continues our series on the USDA-funded ResistPoa Project. In this episode, we’re talking to John Kaminski, Ph.D., Professor at Penn State. Welcome John, thanks for joining me. John Kaminski: Thanks for having me. TTZ: So let’s jump right in to [...] The post Pennsylvania Turfgrass Council – ResistPOA Series: John Kaminski appeared first on The Turf Zone.

New England Blade - Julie Holt, Content Director, TheTurfZone.com TheTurfZone: Welcome to TheTurfZone. This episode continues our series on the USDA-funded ResistPoa Project. In this episode, we’re talking to John Kaminski, Ph.D., Professor at Penn State. Welcome John, thanks for joining me.  John Kaminski: Thanks for having me.   TTZ: So let’s jump right in [...] The post NESTMA – ResistPOA Series: John Kaminski appeared first on The Turf Zone.

Billion dollar companies rely on competitive intelligence to stay ahead in their markets. What lessons can the rest of us take from how they use CI to make better decisions? This week on The Inbound Success Podcast, Cipher Systems VP of Marketing John Booth talks about what competitive intelligence is, and how companies can use it to inform decision making. Cipher's customers are some of the largest companies in the world, and they have highly specialized units dedicated exclusively to competitive intelligence. Not every company has the budget, or the team, to support that, so John explains what the rest of us should be looking at, and how we should use information about our competitors to develop marketing and business strategies. Highlights from my conversation with John include: Many marketers use the terms data, information and intelligence interchangeably, but they are very different things. Intelligence is the product of analyzing information and data, and it requires people to do it. There's also a lot of confusion around the difference between business intelligence, market intelligence and competitive intelligence. BI is the information you have within your own business, whereas MI is the information about what is happening in the market.  Competitive intelligence is information about your markets and also your competitors and how that influences your ability to sell within your markets or deliver the services that your business does. There are three kinds of software tools used in competitive intelligence: 1) Generic tools like Sharepoint or Google Alerts that can be used or many things: 2) Specific tools like Klue that are built to fulfill a very particular need, such as sales enablement; and 3) Purpose-built tools like Cipher's Knowledge360, which are built specifically for competitive intelligence professionals. Before any business engages in competitive intelligence, it should start by developing a deep understanding of its differentiators, strengths and weaknesses. Resources from this episode: Connect with John on LinkedIn Visit the Cipher Systems website Listen to the podcast to learn more about competitive intelligence and how businesses both large and small can use it to get an edge.   Transcript Kathleen Booth (Host): Welcome back to the Inbound Success Podcast. I'm Kathleen Booth and I'm your host. This week, my guest is none other than my husband John Booth. Welcome John. John Booth (Guest): Well, I mean, it only took 150 some odd episodes for me to get an invitation. Kathleen: Saving the best for last. So I don't know if my listeners know this, but John and I, so John and I used to own a marketing agency together for 11 years and somehow miraculously, we're still married. And when people ask me what he does now, I always say he does the same thing I do just at a different company. He is also a vice president of marketing. He is VP of marketing for a company called Cipher Systems, which is in the competitive intelligence space. So John, for those who may not know you, who may not know Cipher, can you just tell my audience a little bit about yourself as well as about Cipher systems and what it does? About John Booth and Cipher Systems John: Sure. So as Kathleen said, I was a part of our digital agency for about a dozen years or so. And before that I held different sales positions started out in the staffing world and then held lots of different positions there. But since Quintain, I have joined Cipher systems and Cipher is a small, there's probably about 20 of us now, competitive intelligence firm. John: And we'll give to the definition of that because it's, I think it's very important. I see a lot of similarities in the competitive intelligence to what I saw in the content inbound marketing world maybe 10 years ago. So it's it's a, it's a developing industry and I think more and more people within the organizations, particularly certainly larger organizations are finding the need for, and using competitive intelligence today. But so we have a classic kind of services side of the business. And, and then in addition to that, we have a technology or a software side of the business where we have a software platform. It's a cloud based competitive intelligence platform that acts as a knowledge management system, as well as the competitive intelligence tools for all of your competitive Intel and dashboards and reports and newsletters and, and information like that. Kathleen: And what kinds of companies does Cipher work with? John: So Cipher works with large organizations. So our ideal buyer has more than a billion dollars in revenue. Typically at least 5,000 employees, they're headquartered in the United States and they operate in industries that have one or one of two key kind of characteristics. The first is they're either highly regulated. So think financial services, insurance, healthcare, or the industries are incredibly competitive. So think about things like technology government contractors those types of industries. So those are, those are kind of the, the ingredients that make for the need for competitive intelligence. Kathleen: So side note, I just think it's really funny this doing this interview because I am interviewing you like I don't know the answers to these questions already. But everyone listening doesn't so I still need to ask them. So one of the reasons I wanted you to talk about who you work for or with the kinds of companies you work for is that, it's the thing that I have found interesting, kind of watching as you've worked there is that prior to you working at Cipher, you know, I was familiar with the field of competitive intelligence, you know, roughly but there are such different levels of it, right? I mean, the stuff that you guys do, like you were saying, it's really big companies that have, you know, the stakes are high. They have a lot to lose. It's highly competitive or regulated or this or that. It's serious business. And they have teams of people whose jobs are just to do competitive intelligence. And then you have like the kind of competitive intelligence that, that smaller companies do where you're like, I've got a Google alert on my competitor, you know, that sort of thing. And so it's, it's very interesting to me the different shades of it. So segwaying from that, you mentioned defining competitive intelligence. So like how do you guys see it? What is it, how do you define it? What is competitive intelligence? John: So so there are a couple of key definitions, just so the audience and, and the two of us are on kind of the same page here. So the first one is the difference between let's define data, information and intelligence. So an example of data might be the number three. Okay. So that is data. Alright. Information is a series of data pieces. So an example, a pretty example of information is a streetlight. So a streetlight has three different colored lights, right? Red, yellow, and green. All right. And so when red is on, I stop when yellow is, I slowed down or hit the gas. And when green is, I continue on my way. So that is, so that is information. So there's several different data points there. There's the number of lights, what the, the, the meaning of those lights. Intelligence is the product of analysis. So intelligence requires people today. So so you might hear a lot of the impact of artificial intelligence on competitive intelligence and market intelligence and things like that. So today, intelligence requires a human being to perform some type of analysis and deliver some types of insights to the business that's intelligence. And that is that's what has value. So just simply gathering information, there's no value that's delivered to the organization. It's not until a person actually applies the filters and understandings and kind of teases out what this might mean that there is any value delivered, and that is intelligence. So then I'm going to define three other terms that are often kind of used interchangeably. And they shouldn't be much like a, when we had our agency often found that people would use marketing, advertising and PR interchangeably, when, as marketers, we all know that those are completely different you know, services and they mean different things, but to the lay person, they kind of get interchanged interchangeably. So competitive intelligence market intelligence and business intelligence are often interchanged kind of the same way. So let's use business intelligence. So business intelligence, we define that as the, the information that the business intelligence is based off of information on your business. So if you think about if all of the information that we have within our four walls of our business, that is our business intelligence. Okay. So if you manufacture something that might be how many widgets that you can manufacture in an hour and how many people you need and the profitability of those widgets, et cetera. So business intelligence really means focused on your business, right? No external sources or information, it's all internal data. Market intelligence is just that it is the market. It might be trends in the market. It, it might be consumer behavior and how consumers are responding to certain trends or, or things along those lines. And then competitive intelligence is information about your markets and also your competitors and how that influences your ability to sell within your markets or deliver the services that your business does. Kathleen: So earlier you mentioned that competitive intelligence requires people, but you guys sell competitive intelligence software. So like, how does that work? John: Because software, obviously it doesn't have people in it, but so think of it as think of it as this. What's a good analogy? So if I am a marketer and I have a tool like HubSpot, which we love, because it allows me to host my website, allows me to post and schedule my social. It allows me to have my content and edit it and do keyword work. All of that helps me with my marketing strategy and deliver a strategy. So you wouldn't buy HubSpot and say, Oh, well, HubSpot is going to do my marketing strategy. It's, you know, it's going to, you know, help me be a better marketer. Yes. But it still requires people to deliver that strategy. You know, you you're using a tool. Yes. but the tools can never, they, there are at least the tools today can not replace what an analyst, a researcher, a strategist, a person, a marketer, could be a product marketer. You know, what a person does. What kinds of tools are available to support competitive intelligence? Kathleen: And I feel like there's this vast array of tools out there for competitive intelligence. Like I mentioned earlier, it's everything from a simple Google or all the way up to a platform like you guys have that is used by huge corporations. So maybe you could speak to like, kind of what that landscape looks like. John: Right. So one of the one of the things that we're trying to educate people that are looking for tools are the different types of tools. We believe there are three different kinds of tools out there. There are what we call generic tools, and those are tools that are typically they've been built for a different purpose, but they're often adopted or adapted to a competitive intelligence use. And a good example of that is SharePoint. So SharePoint wasn't built for competitive intelligence, but SharePoint is, it can be an adequate kind of knowledge management source. It can, you know, you can have teams adding information to it and downloading information. You could even, you know, use some of the collaborative features there, et cetera. And so that's like the use of a generic tool. And then you have your your second type of CI tools, a tool that is built for a specific really for a specific person purpose. And, and an example of that is, so there's a company, one of our competitors, Klue. And they do a very good job of sales enablement. So if you have a large sales team and you want to empower your sales team to close more deals, and you want to give your sales team the resources that they need to have the right information at their fingertips, when they're on calls and and kind of, and, and sell against other competitors, they're a great tool for that. And then you have the third category, which is kind of that the tool that is built specifically for competitive intelligence and, and those are tools that do primarily three things. They gather information. So they're going to allow you to aggregate information and that information could come in from newsfeeds. It might come in from subscriptions to information, the research that you have it, it might be internal documents that you have kind of those business intelligence documents that we talked about. It might be information that your sales or marketing team uncovers maybe during the course of their day. So one of the things that, that we help companies with is most companies have just, just dozens, if not hundreds of nuggets of information within the organization, but they just don't have the ability to give it visibility. So, you know, it's, you know, the salesperson that knows what he's up against for a particular deal, because the prospect shared this with them and it's sitting within his inbox and he's the only person that has access to his inbox. So the product marketing team that is getting ready to do the roadmap for their product, can't see what the customer, the prospect is looking for because they don't have access to this information. So that third tool allows all of this information to go into it. And then with our tool, we use artificial intelligence and natural language processing to automatically tag this information. And we use semantic learning for it to identify things like location company and individuals by reading through and analyzing the, the, the content that you're adding to the system. So, there are those types of tools and, and it's interesting. We did some research a couple of years ago. The pharmaceutical industry is by far kind of the most advanced commercial, competitive intelligence kind of industry. Most other industries, they're still kind of developing CI practices and, and most outside of the pharmaceutical industry. And I kind of call that life sciences. So not strictly just pharmaceuticals. Most organizations have I think it's like 1.2 people working on their CI. So not big teams, not, not at all. How can marketers use competitive intelligence? Kathleen: Yeah. It's so interesting. It's such a specialized field. I feel like you know, now coming back to kind of, the focus of this podcast obviously is inbound marketing. So a lot of marketers are listening and this can seem very unapproachable because like, for example, if you guys, you work with really large companies and they have these dedicated people let's start with what, how are those companies using competitive intelligence and how is that helping them make better business decisions or get better results from their businesses. And then we can kind of bring it back down to, for smaller companies, what are ways they could begin to approach this? So let's begin some like actual examples of how this plays out. John: Okay. So so I think that that, that the marketers marketers today, this is, this is my own belief. I believe they're, they're waking up to this need for competitive intelligence because your inbound marketing is no longer delivering the results that you were seeing before. So for just about a decade or so, we have as marketers, we've been really focused on the content I'm creating and attract, creating content, solving problems, answering questions, et cetera. And we've been rewarded with that with prospects and customers and results, and kind of the, you know, Marcus shared approach. They have questions kind of, you know, answer their questions and, and, you know, you'll be rewarded well. In the beginning that was really, really successful because there were fewer people doing it and, and the people that were doing it for the most part were really doing it. You know, it's not until much later that you're downloading the ebook and it's actually just 18 PowerPoint slides with two bullets on each slide and has nothing to do with an actual book. So we have to, as marketers look for things that are going to give us results. And so, as we were focused kind of internally on what we're talking about, what our prospects and customers are talking about, we're really ignoring what was going on in our market and our competitors. And so we were ignoring these macro issues. And so competitive intelligence is kind of the other side of the equation. So you know, you've take your prospects and your customers, and that's one piece of success. And then, but, but you can't do that in a vacuum. Those that do SEO work understand that. So you find out what your teams are, you know, what you want to rank for and what your competitors are ranking for. And then you do SEO work to help change those rankings. Well, your competitors, don't just sit still. They're also looking at what's going on in the market and looking at the actions that you're doing. And so, you know, we found this need to to address, well, how do I understand what's going on in the marketplace and how do I position myself against my competitors or the other options that that my prospects and customers have. So that's a long roundabout way of explaining how companies are using competitive intelligence to better deploy their resources. And so when, when you're doing this before, you can get to actually doing competitive intelligence work, you have to have a really clear understanding of your differentiators and, and your vulnerabilities. So that's where, you know, somebody who wants to begin doing competitive intelligence work, I would challenge them to to, to sit down and do the, the work on how are you different from your competitors, you know, and, and where do you have overlap and where is that overlap? Where does that lead to, or where could you be vulnerable because of that overlap? What impact does competitive intelligence have on businesses? Kathleen: So the larger companies that you guys work with, obviously have that part figured out. They, you know, they have their teams in place, they understand their differentiators. So when they undertake competitive intelligence, how are they using it? Like in practical terms to get better business results? Do you have some case studies or some success stories or anything like that that you can share of how, like, how does competitive intelligence produce better outcomes for these companies? John: Yes. So this was this was a very kind of rude awakening coming from the marketing agency world where you know, you have clients and you're working with clients and you're doing great work for them. And you ask your clients, Hey, you know, would you mind providing a testimonial, a quote, being a part of a, you know, a white paper case study you know, sharing your experience and, and usually it's, Oh yeah. You know, they're very supportive of that when you are in the competitive intelligence world, nobody wants to talk about the tools that they're using, what you're doing for them, because by nature of it, you are, you know, you're giving away intelligence for your competitors to use against you. Kathleen: You know what other industry is like that? Cybersecurity. I know that, of which you speak. John: So let me, I can talk in some kind of in general terms. So we estimate and Cipher has been around for 20, 25 years. We estimate that most most people doing CI work spend about 70% of their time gathering and organizing information. If we go back to the definitions that we had of data, information, and intelligence, data and information add zero value to the business. So you're spending 70% of your time on things that have no value add to the business. Only 30% of your time is on the analysis, developing the insights, you know, all of that information that your CI consumers, whether it be your sales teams, your, your C suite, your product development team, your marketers, they all need this information, but the bulk of your time is spent gathering it and, and organizing it. And, that is because your business is complicated and information comes in lots of different forms, and some of it is structured. And some of it is unstructured. You know, you have information internal reports. You have, as I mentioned before, you have emails that are received from salespeople. You have teams that are out in the field and going to trade shows and seeing you know, what your competitors, their messages at their trade show boots, you have competitor websites that are changing and messaging. And so so what our tool does is it automates a lot of that. For example we have many customers before they started using our tool Knowledge360, that would have 18 number. And some of them would have more that would manually go out to competitors' websites and look at their websites and look for changes in their websites. And that could be pricing changes if you're in an industry or, or, you know, a market that is price sensitive, you want to know about those changes. And, you know, it could be messaging changes. So by using a tool like Knowledge360, we can automate that. And so the tool goes out, it gathers the information. It says, Hey, this page has changed. It highlights the, the, the new information, you know, and, and that's, that's there in one color, it highlights the information that has been changed or removed and another color. And now an analyst can take a look at that and say, Oh, this is really meaningful. You know, so that's, that's an example of how are a tool like ours or how anyone can use competitive intelligence. So, to monitor the messaging that your competitors are using, or if they have a pricing page, you know, you can, you can monitor that for changes in their pricing. How do companies use competitive intelligence? Kathleen: So it sounds like the tool itself can be used to save time to streamline the process, but like, what are these companies doing with this information? How, like, why are they spending all this money on competitive intelligence? What is it doing things successful? John: So if you think about this so it's helping them be successful by giving insights and providing this intelligence that your decision makers are looking for. And ultimately, hopefully you're, you're enabling them to make better informed decisions. So if you think about think about someone that has you know, you're wearing glasses, but they have blinders on, and you can only see right in front of you. And you're making your decisions based on your field of vision that is just in front of you. Now, you take those away and you have a wider field of vision, and you have more information. You may, you may make a different decision. Kathleen: What's an example of something, a marketing thing that I might do differently based on the information I would find? John: So here's, here's an example. So if I have a, let's say I'm a nationwide company and I compete with someone on the East coast. Okay. And they're a good competitor. I went against them. Sometimes they went against me sometimes. But I have offices on the East coast and also on the West coast. Well, if I had a CI department, one of the things they might be monitoring or looking for is job postings with my competitors. So if all of a sudden, one of my competitors is posting a sales manager position in the Seattle market, and they're not in the Seattle market. And one of my key customers is in the Seattle market. Oh, that's something that I want to know about because it looks like my competitor is coming into, if they're going to invest in building out a sales team, putting an office in Seattle. Now, all of a sudden, my sales people that have only had to deal with maybe the competitors that were in that local market without this East coast competitor, they now need to be aware of this new competitor coming into the market. And that may change how we position ourselves. It may change how we price things. It may change, you know, the terms of her contracts. It could have all types of different information, you know, of, of business decisions that we make. How Cipher uses competitive intelligence for itself Kathleen: So I'm assuming that you guys are, as I like to say, drinking your own champagne, because I don't like the phrase eating your own dog food. So how does Cipher use competitive intelligence? John: So so we use this fantastic tool called Knowledge360. It's very comprehensive. We have several dashboards that we use. And one in particular that is called our competition crusher. And so with our competition crusher dashboard, it's a feed of news announcements on it's a feed of social. It has intelligence that our salespeople gain talking to prospects and customers. Our marketing team will add information like messaging changes that we might see and all of this battle cards. So if we know we're going up against a particular competitor, we want to, you know, we want to draw attention to these benefits of using our product. And, and if we know that there are gaps, you know, we want to ask our prospects about, you know, the gaps that we know our competitors have. So, that's one example of how we're using it to kind of gather all of that information, organize it in a way, you know, and the beauty of using something you're using a tool that provides dashboards is the dashboards are updated in real time. So unlike, you know, most people, if they have any experience or exposure to CI work it's typically a part of the, you know, quarterly sales meeting. And there's somebody that comes up that says competitor ABC is doing this. And then, you know, they share the PowerPoint deck and, you know, a quarter later another report comes out, but there's a lot of time and a lot of change that goes on between, you know, the publishing of those two different reports. And, you know, you may make different decisions having a dashboard that's always on always available, always monitoring. You're always getting the most up to date information. And so we share that with our leadership team, our sales team, marketing team, customer, all of them add to, and, and consume information from those dashboards. Prediction markets and the future of competitive intelligence Kathleen: And then real quickly, because I feel like this could be an entirely other podcast episode. I feel like with competitive intelligence, you're looking at things that have already happened, right? You guys have something I find fascinating, which is this other side to your business where you can do much more predictive stuff. It's super cool. And you have something called predictive markets. So can you, somewhat quickly because we are coming up on our time, just give people a sense of what I mean, cause that's really like competitive intelligence looking into the future, if you will, or trying to figure out what's gonna happen in the future. So how does that work? John: So that is really cool stuff and it is relatively new. So Cipher systems and another company Consensus Point, we merged towards the end of last year. Consensus Point is a a research company. So as competitive intelligence professionals, they gather information and they do research. You have two primary types of research yet. Primary research and secondary research, secondary research being research that's available to anyone and those might be market reports or things that are publicly available and anyone has access to those or they're not restricted. Primary research is research that you do, you hire someone to do on your behalf and that's information that you have. And that if, if done correctly and on the appropriate things could be a competitive advantage having this primary information or more information about a particular topic. Well, what you're talking about is predictive markets research. So if you think about primary research, most people are familiar with polls and surveys. And so that is a traditional kind of primary research method that is it's, it's very effective for certain things. It's also riddled with problems for other things, for example human beings in general, we are very poor predictors of our own performance. So you know, just ask anyone with a child and ask them how bright their child is. Nobody is going to tell you that their child is below average average, you know, they're Oh, you know, top 1%, 10%, 5%. Well, that's not true because most of us are average. Kathleen: That's why it's the definition. 90% of us are not in the top 10%.  John: That's exactly right. So what a prediction market is, is it is think of a market, probably one of the most common is the stock market. So, you know, the stock market is a platform where people have are placing wagers on whether or not, you know, the value of a company is going to increase or decrease. So if you think about this, and this is a great book that I'll have to give you. It's by a poker player. I'll give it to you so you can add to the show notes, but basically if you ask somebody, you know, do you think Apple stock is going to be higher than it is the value of it is going to be higher in one month from today's point you know, you might say, yes. Okay, well, how much are you willing to bet it's up? So if you put real money, your hard earned money, like how many shares of Apple stock are you willing to purchase at today's price? Check out "Thinking In Bets" by Annie Duke John: You know, and it is, are your beliefs, do they change? So a prediction market is, you are using the social behavioral characteristics of individuals and their collective kind of wisdom of the crowd, thinking about whether or not the probability of something becoming true or taking place. And so that is a much more accurate indicator of actual events that happen than simply asking someone in a survey or a poll. So now, what we're so excited about is the two of those together. So now you know, our platform, not only do we help aggregate information that you're gathering and do that analysis on it, we are now adding this research component to the tool as well, so that you can do your research. You can, you know, you can store it within one central repository and you can make it available to the organization as it needs to be Kathleen: Cool. And I know you guys are using it for things like trying to predict what the world post COVID is going to look like and all kinds of other really interesting forward looking applications. So thank you for sharing that. Kathleen's two questions Kathleen: We are now coming towards the end of our time, so I wanna make sure I squeeze in my couple of questions that I ask everybody. The first is, of course we are all about inbound marketing on this podcast. So is there a particular company or individual that you think is really killing it with inbound marketing right now? John: Let's see, you know, I I just recently became aware of a tool MarketMuse. I think that they're doing a very good job with their messaging, kind of very classic, kind of inbound marketing freemium model, et cetera. So I would say that they're one company that does a really good job of inbound marketing. And I have to say then another one that comes to mind and you know, full disclosure here, I'm a customer and and a big fan of Databox. I think Databox, and Pete Caputa's doing a phenomenal job there. He cranks out more content and they use their chat panel to support customers and are really all about helping customers solve problems. And they're, they're doing a fantastic job. I think, of inbound marketing. Kathleen: Yeah, Pete's awesome. And fun fact, he was a very early guest of this podcast. So if you want to get some insight into how Pete does marketing, you can listen to that episode with him. And I will put that link in the show notes. Question number two. The biggest challenge I hear marketers share with me is that so much changes so quickly in the world of digital marketing. So how do you personally keep yourself educated and up to date on everything that's going on? John: I have a hugely unfair advantage being married to a fantastic marketer who is constantly scouring the interweb for the latest and greatest tool and slacking me at home because yes, we have our own personal Slack channel for our youngest son and Kathleen and myself. But, selfishly I rely heavily on what you share with me. Kathleen: Well, that's a valid answer and it's true. I mean, it's so funny. So we're sitting here, it's during the COVID pandemic and of course we're still working from home. So I am up in my office, which is on the second floor of our house. John is in his current office, which is smack dab in the middle of our kitchen. And we are Zooming with each other from two rooms away and yes, we Slack each other from two rooms away all week long. So we are the big old marketing nerds that do that. How to connect with John Kathleen: All right. If somebody wants to connect with you learn more about Knowledge360, ask you a question about competitive intelligence. What is the best way for them to connect with you online?  John: I would say the best way to connect with me is via LinkedIn. John Booth, like the guy that shot Lincoln, but not related. And if you want to learn more about Knowledge360, you can go out to Cipher-sys.com or TryK360.com and learn. You know what to do next... Kathleen: Awesome. I will share that in the show notes. Thank you for joining me, John. I know you have a busy day. We are recording on a Sunday and I'm pretty sure there's like some kind of house project that you want to be working on instead of recording a podcast with me. And if you're listening and you learn something new and you like what you heard, please, head to Apple podcasts, leave the podcast at five star review. That is how other people find us. And I would really appreciate it. But that is it for this week. Thank you, John. John: Thank you, Kathleen. Kathleen: And happy father's day. Because we are recording on father's day. You're the best for doing this for me. Thank you. Alright. That's it for this week. Thanks for listening everyone.

Welcome Back SEASON 2 Episode 7 of the Plantarion Podcast!  Danni McGhee and Thomas Goodman talk with John Oberg.  We have a fun chat about how he became vegan and is now using social media to help influence others to make more informed choices when it comes to living a vegan lifestyle.Special Note: We, at Plantarion, want to send our love and encouragement during the Coronavirus crisis.  Take care of yourself by eating healthfully, getting fresh air and sunlight daily, stay hydrated, and get some much needed rest. Stay well, friends!SUBSCRIBE TO PLANTARION PODCAST ON YOUR FAVORITE PODCAST PLAYER!Interview with John ObergJohn Oberg is an animal advocate, influencer, and social media professional, dedicated to making the world a kinder place for animals by utilizing the power of social media. He has launched his own independent project for animals through Patreon. Prior to that, he served as Director of New Media for the international animal protection organization, The Humane League. And prior to that, John served as Director of Communications for Vegan Outreach. In both of these roles, John oversaw social media for the organizations which led to a tenfold increase in following in both, as well as over 1 billion views of content posted to these pages. John is an Advisory Board Member at Plant Dining Partnerships.(0:00) Intro(0:31) Danni & Thomas chat about being vegan for everything(4:24) Introducing John Oberg(5:06) Welcome John!(5:38) John's vegan story(12:58) John's animal activism work(17:42) John steps into social media advocacy(19:31) John's on Patreon(20:38) The power of social media(24:00) The urgency of becoming an animal activist(27:28) John's social media tips to advocate for the animals(29:45) Support John via Patreon(31:17) Follow John Oberg on social media Follow John ObergTwitterFacebookInstagramYoutubeLinkedIn Follow Plantarion on Instagram, Facebook, Twitter, & Youtube!SHARE YOUR THOUGHTS ABOUT THIS EPISODE ON OUR LATEST INSTAGRAM POST!CLICK HERE TO SUBSCRIBE TO PLANTARION ON YOUTUBE

This is episode #37 with Dr. John Dunlosky, a Professor of Psychology at Kent State University, who has contributed empirical and theoretical work on memory and metacognition, including theories of self-regulated learning and metacomprehension. You can watch this interview on Youtube for the visuals.Welcome to the Neuroscience Meets Social and Emotional Learning podcast, my name is Andrea Samadi, I’m a former educator whose been fascinated with understanding the science behind high performance strategies in schools, sports and the workplace for the past 20 years. Each week we bring you an expert who has risen to the top in their industry with specific strategies that you can implement immediately to take your results to the next level.I’m so excited to introduce you to Dr. John Dunlosky. John’s research has focused on understanding three inter-related components of self-regulated learning: (1) the monitoring of learning, (2) control of study time, and (3) the application of strategies during learning.  These three components of learning fall under the rubric of metacognition, which is about people's cognition (the mental processes like thinking, knowing, remembering, judging and problem-solving, all involved in gaining knowledge and comprehension).[i] By studying metacognition in students across the life span, a major goal of his research involves developing techniques to improve student learning and achievement.Welcome John! Thank you so much for taking the time away from your important work to be here to share your research and thoughts for improving student learning.Question 1: I first heard you back in 2016 on an Edweek Webinar, speaking about “deliberate practice” being one of the most effective learning strategies, vs cramming, and I wrote that down and that concept has ended up in all my presentations for the K-12 school market ever since. I recently watched your presentation from the McMaster Symposium on Cognition, Learning and Education[ii] where you dive deep into your research. Can you give an overview of what launched your research with learning strategies and do you think that we can learn ANYTHING with enough deliberate practice over time?Question 2: When you were doing your research to find which learning strategies work the best, what surprised you the most, and what feedback did you hear about your discoveries?Question 3: Knowing what strategies scored the highest in your research (distributed practice—spacing study sessions out over time vs cramming) and retrieval practice or practice test taking using multiple choice, fill in the blanks, or essay type recall) do you see that these methods are used more frequently now by students? What have you seen with the application of your research?Question 4: What happens next? Once a student uses distributed practice and retrieval practice, what is successive relearning?Question 5: It caught my attention that a major aim of your research is to develop techniques to improve the effectiveness of people’s self-regulated learning because self-regulation is the most requested topic I see when working with schools, especially with older students (middle school and high school) and it seems to be the skill that challenges most adults (thinking where we are at the start of the year setting new goals for ourselves and many goal-setter fall off their plan before January is complete).  Why did you choose self-regulation opposed to let’s say growth mindset or something, and what are your current goals with your Metacognition and Education Lab?[iii] Note- Self-Regulation is one of the six social and emotional competencies that we dive deep into here on the podcast (episode 14).[iv] Question 6: I was reading your book on the weekend, the first textbook to be written on metacognition, can you share what metacognition is, and why it’s so important for the learning process?Question 7: Is there anything else that’s important that you have uncovered to help improve student learning and achievement that I might have missed? Thank you very much John, for taking the time to be here today to share your knowledge and wisdom on these evidence-based learning strategies. If someone wants to learn more about your work is the best place through Kent State’s website? [v] I’ve also included your full study from Sage Journals[vi] in the show-notes. Thanks John. REFERENCES: [i] The Basics of Cognition and Mental Processes by Kendra Cherry June 16, 2019  https://www.verywellmind.com/what-is-cognition-2794982[ii] Dr. John Dunlosky McMaster Symposium on Cognition, Learning and Education (YouTube Published Dec. 12, 2013). https://www.youtube.com/watch?v=7KsC9CktCno&t=2102s[iii] https://www.kent.edu/psychology/metacognition-education-lab [iv]Neuroscience Meets Social and Emotional Learning Podcast EPISODE #14 “Self-Regulation: The foundational Learning Skill for Future Success” https://podcasts.apple.com/us/podcast/self-regulation-foundational-learning-skill-for-future/id1469683141?i=1000447299318[v] https://www.kent.edu/psychology/profile/john-dunlosky[vi] https://journals.sagepub.com/stoken/rbtfl/Z10jaVH/60XQM/full 

Connect with us! Facebook: www.facebook.com/advanceyourreach Website: advanceyourreach.com Email: info@insidethegreenroompodcast.com  Welcome, John Ruhlin, Inside the Greenroom!  John’s unique approach to relationships led him to become the #1 salesman for a $250 Million direct sales company by the time he was 23 (out of 1.5 million reps). He now helps CEOs and sales teams drive referrals and open doors to elusive decision-makers through gifting – small gestures that make a BIG impact.  In this episode, we discuss the best practices for creating wins for both the meeting planner and the speaker. John Ruhlin, not only produces his events but is also a featured keynote speaker at other major events, commanding fees of $25,000 domestically to over $50,000 internationally! We also discuss prospecting strategies, bartering fees, building relationships with clients, and small “ninja tips” that ultimately make a big difference.  John Ruhlin is the founder of the Ruhlin Group, a gift logistics company that helps clients like the Chicago Bulls, Wells Fargo, Caesars Entertainment, the Miami Dolphins, Morgan Stanley, and The John Maxwell Company execute year-round gifting strategies.    P.S. - Want a free copy of John’s AMAZING Giftology book? Tell us what your dream stage is! Simply go to Advance Your Reach’s Facebook Page, tag me @PeteVargas and say “Pete, I heard you on John Ruhlin’s podcast and my dream stage is ___.” We’re going to give away a FREE copy of Giftology for the first 10 people who tag me and share their dream stage. I’ve given away hundreds of copies of this book before, and I want to give away 10 more, because it’s just that amazing!   We also cover: The positive traits John Ruhlin looks for in the speakers he selects for his events The “red flags” to look out for that cause John to say, “I never want to be part of that event again!”  Ninja tips for meeting planners on how to serve as a “matchmaker” and be able to orchestrate a seemingly serendipitous relationship among the attendees  Why you should never “nickel and dime” your speakers when it comes to travel fees, hotel rooms, and other types of accommodations How to make a lasting impression on the speakers you invite to your events (note: John admits he’d be willing to cut his speaking fee in half if meeting planners follow these principles!) Where the GOLDMINE is for featured speakers at events and how meeting planners can assist in facilitating the best possible results When you should barter your entire fee as a speaker  How to create a “triple win” among the meeting planner, yourself, and the audience The “Proverbs mentality” that helped John Ruhlin command keynote fees of $25,000 domestically, and $50,000 internationally A lesser-known, but highly-effective place you can redirect your marketing budget to, so that you can make a HUGE impact on your clients and customers Packaging matters! Why John sends clients $100 books The percentage of revenue John invests BACK into his relationships, and how this affects his business And much more!  Mentioned Resources: Giftology book  Giftologyplan.com Free Resource: giftologygroup.com/giftologyplan Facebook johnruhlin.com giftologygroup.com Connect with John Ruhlin: Guest Contact Info:  Website: http://halelrod.com Facebook: https://www.facebook.com/groups/MyTMMCommunity/ Email: halelrod@gmail.com Instagram: https://www.instagram.com/hal_elrod/ Twitter: https://twitter.com/HalElrod   Speakers That have Impacted John’s Life: - Tom Searcy(Close the deal like warren buffet) believed in me before I believed in myself. - Jeff Piken (who wrote the forward for gift logy Events that have made an Impact on Johns Life:  - Advisors Excel - Baby Bathwater   Up and Coming Events that People Need to know about:  - Genius Network - War Room - Mastermind Talks   Quick Episode Summary:  0.02 What's happening in the greenroom today 2.22 Welcome John inside the green room! 3:24 Why John does what he does 5:51 The most valuable asset speakers have 6:07 John's favorite events to speak at 11:01 Setting up your speakers for success 13:52 What makes an event bad 22:59 The Proverbs 8:16 mentality 27:09 How to get John's book for free 27:59 John's advice to new speakers 30:43 Speed round 31:15 The speakers that have impacted John the most 32:38 The event that has impacted John the most 33:19 Events everyone needs to know about 34:07 Why live events are still important 35:14 John's favorite moment inside a greenroom 36:53 Practical advice for speakers and event planners 39:57 John's BHAG 41:52 My biggest takeaways

In this episode, Dirk is joined by John Schulter, Sarah Graybill and Randy Hoyt to discuss their work on their new game, Spy Club from Foxtrot Games. They describe how their collaboration works and how Foxtrot Games and Black Straw Games fit into this relationship. --------------------- John Schulter & Sarah Graybill - @BlackStrawGames, blackstrawgames.com Randy Hoyt - @Randyhoyt, @foxtrotgames, foxtrotgames.com Dirk Knemeyer - @DKnemeyer, artana.com, dirk@artana.com --------------------- Episode Outline 0:11 Welcome John, Sarah and Randy - Background 0:35 Discuss the new game, Spy Club, and how they all started on the team 1:18 It is based on another game by Jason D. Kingsley 2:18 These games have a long and intensive development process 3:05 How did it get from Jason to Foxtrot Games 3:53 How did playtesting turn into participation in the dev process? 6:34 Spy Club - what type of game is it? 7:58 John and Sarah have experience in designing games for children 9:54 Is Foxtrot Games making a directed effort into family friendly games? 11:12 Is this collaboration going into more projects? 13:32 This shows how relationships can pay off 14:53 Sarah and Black Straw Games 16:44 How does the collaboration work between the two companies? 19:35 How would people who are interested in working together do so? 22:44 Foxtrot, is the pace of releases increasing? 26:49 Spy Club the campaign aspect 34:07 What are some challenges of collaboration?

John and Carol Inserra are Andrew's very loving parents. We discuss how they met, what Andrew was like as a child, working at the Ritz Carlton together, and much more. We also discuss the importance of F.A.M.I.L.Y. F.A.M.I.L.Y. = Forget About Me I Love You *Disclaimer: originally S1 E17 - F.A.M.I.L.Y. (feat. Mr. & Mrs. Inserra)* (00:30) Full Interview Podcast (02:16) Welcome John and Carol Inserra (02:41) the Backpocket (04:00) Average Quality (08:07) The First Time Meeting (20:04) Carol's workforce transitions (24:12) Restaurant Industry (31:13) The South (36:56) Like/Dislike (41:45) Children are difficult (46:45) LET'S PLAY A GAME (53:54) Advice for Future Empty Nesters (1:00:27) Famous Person Encounter (1:09:34) What did you learn today?

Today we have John Doherty, an entrepreneur and digital marketing consultant. A graduate from James Madison University, located here in Virginia, he graduated in Technical and Scientific Communication as well as Online Publication in December of 2007. The founder of a company called Credo, a company to connect to other companies with the right agency or marketing consultant for their needs, John is also busy with freelance digital marketing consulting and an amazing photographer. Welcome John! [1:00] question So, tell us something we don’t know about you. Lives in Denver, Colorado Married with a dog Graduated college in 2007   [1:49] question If you could go back in time and give the college version of yourself one piece of advice what would it be and why? Have more fun Good at managing time   [2:39] question What financial mistake did you learn the most from? Watch budget more closely   [4:27] question Side jobs are so important these days; how did you get started freelance digital marketing? Had a friend that needed help Needed to make more money   [5:33] question So, tell us about Credo. What is it and where did the idea come from? Started from freelance marketing side jobs Connects startup businesses Finds agencies/ consultants to help grow businesses   [7:11] question What made you most nervous about starting your own business? Might not work out Steep learning curve   [8:10] question So let’s dive into some search engine discussion- For our listeners that don’t know, what is SEO? Search Engine Optimization Getting your website ranked better in search engines (Google)   [8:55] question There are a lot of “SEO experts” out there, how can I tell if I am hiring the real deal or a faux expert? Look at their experience Look for agencies looking to teach you, not keep their “secrets” Do they understand how you make money?   [10:14] question What is a meta description and do they matter in my SEO description? Meta- description- a tag up in the head section of your page that describes what the page is about Does not affect your rankings Can help with getting more clicks from search results   [11:46] question What is the difference between an internal and an inbound link? Can you give an example of when they are used? Internal link- a link on your website to another page on website (Site A -> Site B) Inbound link –Also known as external link has own page authority Google counts as a vote   [13:20] question How long will it take me to see results from my SEO? It’s situational Is it a new website? How competitive is the niche?   Value link round: [14:26] question Why do you think people fail in creating their business? Afraid to start Give up   [15:15] question What books or other podcasts do you recommend to our listeners? Books: Let my people go surfing The hard thing about hard things Four hour work week   [16:09] question What is the best advice someone ever gave you? My mother said: oh what a tangled web we weave, when first we purpose to deceive   [17:05] question What is a way for our listeners to get in touch with you? Twitter: @dohertyjf getcredo.com Personal website: johnfdoherty.com   [] question Any last advice you have for our listeners? Don’t take a leap with no safety net Have 6 months of emergency money saved up You have the 9:00-5:00, but then there’s the 5:00-9:00 Keep trying- 7 ideas will fail, 2 ideas will be okay, 1 idea will be amazing Support this podcast at — https://redcircle.com/chain-of-wealth-debt-investing-entrepreneurship-wealth-and-more/donationsWant to advertise on this podcast? Go to https://redcircle.com/brands and sign up.